...the years to come? What will drive the success of future winners? We quickly realized that our project scope needed to be broader to cover all of the megatrends we indentified and address them as it pertains to specific geographic regions of the world. Cars being mass produced on the assembly line will be a thing of the past. The commercials today for Buick of not ‘driving your father’s Buick’ will even be more pronounced in 2025. In fact, my father would have thought he was living in a science fiction movie! The mantra of ‘have it your way’ will become the mission statement of the automobile industry – both from a consumer and an employee perspective…if they want to remain successful in the industry. Our results? The automobile industry will remain a capital-intensive business model and thus limited in terms of its margin growth. However, over the next fifteen years the automobile industry will remain an exciting place. The industry’s center of gravity will change, core technologies will change, new forms of organizational setup will emerge, employees will have to meet new requirements and new business models will develop. Fasten your seatbelts for an exhilarating ride as we fast forward you to the year 2025! Global vs. Local Scope This report will look at the automobile industry from a global perspective. Although in 2025 the...
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...Transition to a Solar-Electric Economy By Candela Díaz, Michelle Ikoma, Benton Moss, John Son, David Valenstein Introduction The United States automobile industry is one characterized by incumbent behemoth corporations whose distribution channels span the world. Companies like Toyota, General Motors, and Volkswagen form entire segments of their respective countries’ economies and have dominated the auto industry for generations. Yet Tesla Motors, a company started in 2003, represents a disruptive threat characteristic of the information age in which industries are constantly challenged to innovate by smaller, more nimble firms. Led by Elon Musk–a serial entrepreneur who co-founded PayPal, serves at the helm of SpaceX and chairs the board of SolarCity–Tesla Motors evokes memories of Apple in the 1980s and Napster in the new millenium, companies that shook their respective industries. Industry Analysis The United States automobile industry can be divided into three categories: fully internal combustion engine (ICE), hybrid (a mixture of ICE and electric) and plug-in electric (fully electric vehicles). Within these categories, there are two subcategories based solely on price point: luxury and mass market. For this analysis, we define luxury as vehicles priced at $30,000 and more. Tesla Motors operates within the fully electric luxury segment of the market, but has a strategy that is based on future expansion into the mass-market fully electric segment as well. ...
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...of more than $10mln on $560 mln in sales.2 Tesla had outsold both Nissan and GM in electric cars in the U.S.3 Its Model S had sold more than the BMW 7 and Audi A8 combined.4 Tesla raised its Model S sales target for its first full year from 20,000 to 21,000 cars.5 Over the next three months, its stock price almost tripled.6 In its 10 years since founding, Tesla had launched both a high-end limited edition “Tesla Roadster” and its “Model S” production car, and was now taking reservations on its upcoming “Model X” electric crossover SUV. Despite a public controversy about its range, the Model S had received the coveted Car of the Year award and earned the highest rating that Consumer Reports ever gave to a car, an astonishing feat for a company that was only at its second car. While some of its most visible EV competitors went bankrupt or halted production,7 Tesla became profitable. Elon Musk wanted Tesla to be a mass manufacturer of electric cars.8 Becoming profitable meant that that goal was within reach. Or was it not? The Car Business America was sometimes said to have a love affair with cars.9 In 2011, American households owned 1.17 vehicles per licensed driver, with almost 20% of households owning three or more cars.10 The average trip was less than 10 miles, with less than 1% of trips exceeding 100 miles.11 Households spent on average more than 15% of their income on cars, gasoline, and related expenses.12 At more...
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...Telling Tales: how to sell an electric car in a petrol market The story of the G-Wiz Keith Johnston, October 2011 Table of Contents Gentlemen, start your motors P2 October 2011 P4 How it all started P5 A new approach to car retailing P9 Right people, right places P13 A remarkable community P16 Spreading the word P17 The power of storytelling P25 Accolades P28 Introducing the concept of Verbal Identity P31 Taking the high – and highly visible – ground P34 Polarising opinion P36 The bully in the playground P38 What the media said P42 G-Wiz customers have their say P50 The future P54 Appendix: A brief history of electric vehicles P57 The truth about electric vehicles: - The emissions debate P60 -Why we need electric vehicles P62 The people behind the brand P67 Final thoughts P70 “Keith has given us a unique insight into the creation of an iconic brand which became a household name in record time. What is particularly pleasing is that unlike some others, this was no accident or even timing bubble, it was very well thought through, planned and executed. Not many can claim to have earned a whole chapter in the future text books of their chosen profession. Keith Johnston, his backers and the whole G-Wiz team have done just that and a great deal more.” Iain Sanderson, founder and chairman, Lightning Electric car Company. “GoinGreen redefined the concept of investing in a car. These guys have put their heart and soul into these cars. In everything they write and every...
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...the first to achieve commercial scale in sale of high performance electric cars. Our model assumes only sales of 4200 Model S (to be launched in 2012) cars even in 2015, which could prove conservative given Tesla‟s expectations for 20k cars a year. We note that Tesla has booked over 2200 orders for Model S. We expect the NUMMI plant (with a theoretical capacity of 400k cars) in Fremont to give the company ability to expand production at low capital cost. We expect Daimler and Toyota to provide for high recurring revenues in terms of powertrain sales. Unlike many of its competitors, Tesla has developed its own battery pack. We note that battery packs account for 30 – 40% of a car‟s cost, offering Tesla significant advantages as it scales. The company should be able to offer multiple models (such as SUV, minivans, sedans) based off the same platform without having to make significant R&D investment. June 29, 2010 Our valuation of $1.74 - $1.88B reflects stronger OEM sales offset by weaker Roadster revenues. Our revised per share price of $17.01 to $18.37 reflects the recent 3 to 1 reverse stock split and additional shares from the public offering. We note that the IPO (on 6/29/10) is priced at $17 per share. Investment Concerns The cost of ownership for Tesla Roadster is significantly higher than for comparable alternatives such as Porsche 911. We are concerned that this factor may limit the appeal of the car to the so called green crowd. The more attractively priced $50k...
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...Exploring the imperative of revitalizing America’s electric infrastructure. the SMART GRID: an introduction. How a smarter grid works as an enabling engine for our economy, our environment and our future. prepared for the U.S. Department of Energy by Litos Strategic Communication under contract No. DE-AC26-04NT41817, Subtask 560.01.04 DISCLAIMER This report was prepared as an account of work sponsored by an agency of the United States Government. Neither the United States Government nor any agency thereof, nor Litos Strategic Communication, nor any of their employees, make any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer or otherwise does not necessarily constitute or imply its endorsement, recommendation or favoring by the United States Government or any agency thereof, or Litos Strategic Communication. The views and opinions of authors expressed herein do not necessarily state or reflect those of the United States Government or any agency thereof. PRINTED IN THE UNITED STATES OF AMERICA. PREFACE It Is A ColossAl tAsk. But It Is A tAsk thAt must BE donE. The Department of Energy has been charged with orchestrating the wholesale modernization...
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...Lobschat, L., Zinnbauer, M. A., Pallas, F., & Joachimsthaler, E. (2013). Why Social Currency Becomes a Key Driver of a Firm's Brand Equity – Insights from the Automotive Industry. Long Range Planning, 46(PLS applications in strategic management: Partial Least Squares modeling in strategy research), 125-148. doi:10.1016/j.lrp.2012.11.004 Introduction In the past decade, managers have endeavored to build brands by creating a strong identity and conveying this identity through consistently managing relevant touch points with customers (e.g., Aaker and Joachimsthaler, 2000; Keller and Lehmann, 2003). To this end, managers are striving to better understand consumer behavior and positively influence consumers' brand perceptions through marketing initiatives (e.g., Keller, 1993). However, the direction of influence on a brand's perception and image has become increasingly bilateral. Today, consumers are no longer simply “receivers” of company- and brand-related information. Instead, they operate as “senders” of this information, e.g., by giving brand recommendations, by expressing criticism, or by sharing information with others (Hennig-Thurau et al., 2010). For this reason, managers no longer have exclusive control over information circulating about a company or brand. Consumers therefore play an important role in forming a company's or brand's perception and value in the marketplace (Keller, 2007). Exchange of information about companies and brands between consumers is not...
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... Unit sales of Mercedes-Benz Vans 252,418 270,144 294,594 j 32,088 33,705 33,162 l in millions of € 79,986 83,538 98,967 j in millions of € 2,369 2,471 2,383 l in g CO2/km 140 134 129 l Unit sales of Mercedes-Benz Cars Unit sales of Daimler Buses Contract volume of Daimler Financial Services Product responsibility Dr. Cantz’sche Druckerei Medien GmbH (reprography) Bechtle Druck + Service GmbH und Co. KG (printing) Contact j 10,752 CO2 emissions of the European fleet (vehicles from Mercedes-Benz Cars) Mirjam Bendak 129,872 10,815 Group net income Daimler Sustainability Report 2014. Publications Manager Thomas Fröhlich 117,982 8,820 Research and development expenditure on environmental protection For the publisher Daimler AG, Mercedesstraße 137, 70327 Stuttgart, Germany 114,297 in millions of € Profit before taxes on income1 Publisher in millions of € Operating profit/EBIT1 Operations-related environmental protection Daimler AG, HPC E402 70546 Stuttgart Tel. +49 (0) 711 17-0 (headquarters) Fax +49 (0) 711 17-790-95251 E-Mail: sustainability@daimler.com http://sustainability.daimler.com in GWh 10,769 11,059 10,851 l of which electricity in GWh 4,870 4,545 4,586 j of which natural gas in GWh...
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...Cost Leadership? 10 Porter Identifies High Market Share with Cost Leadership Strategy 10 Differentiation--Not Cost Leadership Alone--Behind GM’s and Whirlpool’s Success 11 “Low-Cost” or “Low-Price” Strategy? 12 Thompson and Strickland’s Low-cost Provider Strategy 14 Internal Orientation of Cost Leadership Strategy 14 DIFFERENTIATION STRATEGY 15 Superiority of Differentiation over Cost Leadership Strategy 16 Porter: Differentiation and High Market Share Incompatible 17 Differentiation Compatible with High Market Share--and Low Cost 18 Even higher quality may lead to lower cost 18 High Market Share Contributes to Long-term Competitive Advantage 20 Market Share Leadership Enhances Differentiation 20 “PURE” COST LEADERSHIP STRATEGY VS. COST LEADERSHIP AS A RESULT OF DIFFERENTIATION STRATEGY 20 Porter: “Pure” Cost Leadership Strategy Incompatible with Differentiation Strategy 21 The Importance of Organizational...
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...financial evolution of General Motors Company (GM) in the last ten years. Events like the global economic recession lead to a deep restructuring of the firm, filling for bankruptcy and a government bailout. The report provides an analysis of GM’s business model, products, the markets it is competing in, the global automotive and manufacturing industry and it also assess its attractiveness for incumbents and new entrants is also With a brief history of GM we evaluate its reaction to the global recession. We compare their business model before, during and after the recession, comprising the strategic and financial implications of their restructuring plan. We provide results from this restructuring, including improvements in GM’s financial ratios like ROA (from 0.05 in 2010 to 0.07 in 2011) and ROE (from 0.23 in 2010 to 0.25 in 2011). While the recession significantly affected GM, it also affected the rest of the automobile industry, including their American competitor Ford Motors. We compare the main differences between these two important companies and analyze the way they reacted to the recession. We also observe the approach that Ford has taken to recovery, in terms of governance, recession reactions and financial branches. The report ends with a conclusion summarizing the key differences between General Motors and Ford Motors, and how these differences influenced their financial performance. We can conclude that the way these two companies compete in the same industry is very different...
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...Answers to Conceptual Integrated Science End-of-Chapter Questions Chapter 1: About Science Answers to Chapter 1 Review Questions 1 The era of modern science in the 16th century was launched when Galileo Galilei revived the Copernican view of the heliocentric universe, using experiments to study nature’s behavior. 2 In Conceptual Integrated Science, we believe that focusing on math too early is a poor substitute forconcepts. 3 We mean that it must be capable of being proved wrong. 4 Nonscientific hypotheses may be perfectly reasonable; they are nonscientific only because they are not falsifiable—there is no test for possible wrongness. 5 Galileo showed the falseness of Aristotle’s claim with a single experiment—dropping heavy and lightobjects from the Leaning Tower of Pisa. 6 A scientific fact is something that competent observers can observe and agree to be true; a hypothesis is an explanation or answer that is capable of being proved wrong; a law is a hypothesis that has been tested over and over and not contradicted; a theory is a synthesis of facts and well-tested hypotheses. 7 In everyday speech, a theory is the same as a hypothesis—a statement that hasn’t been tested. 8 Theories grow stronger and more precise as they evolve to include new information. 9 The term supernatural literally means “above nature.” Science works within nature, not above it. 10 They rely on subjective personal experience and do not lead to testable hypotheses. They lie outside...
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...Cost Leadership? 10 Porter Identifies High Market Share with Cost Leadership Strategy 10 Differentiation--Not Cost Leadership Alone--Behind GM’s and Whirlpool’s Success 11 “Low-Cost” or “Low-Price” Strategy? 12 Thompson and Strickland’s Low-cost Provider Strategy 14 Internal Orientation of Cost Leadership Strategy 14 DIFFERENTIATION STRATEGY 15 Superiority of Differentiation over Cost Leadership Strategy 16 Porter: Differentiation and High Market Share Incompatible 17 Differentiation Compatible with High Market Share--and Low Cost 18 Even higher quality may lead to lower cost 18 High Market Share Contributes to Long-term Competitive Advantage 20 Market Share Leadership Enhances Differentiation 20 “PURE” COST LEADERSHIP STRATEGY VS. COST LEADERSHIP AS A RESULT OF DIFFERENTIATION STRATEGY 20 Porter: “Pure” Cost Leadership Strategy Incompatible with Differentiation Strategy 21 The Importance of Organizational Culture...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw...
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...ITT TECHNICAL INSTITUTE SC4730 Environmental Science Onsite Course GRADED ASSIGNMENTS ------------------------------------------------- Assignments and Exercises………………………………………………………… page 2 Labs…………………………………………………………………………………….page 16 Project…...............................................................................................................page 21 ------------------------------------------------- Graded Assignments Unit 1 Exercise 1: Statistics and Graphing Course Objectives and Learning Outcomes In this assignment, you will interpret and graph descriptive statistics. Assignment Requirements Work in small groups to complete Problems 1-4 given in the worksheet provided by your instructor (Problems Worksheets). This is also available at the link below. Fill out one activity sheet (found at the end of the document) for each of the 4 questions. Required Resources * Statistics and Graphing (SC2730.U1.HO1) Worksheets also available at: http://esa21.kennesaw.edu/activities/stats/stats.pdf * Problems Worksheets (SC2730.U1.HO2) also available at: http://esa21.kennesaw.edu/activities/stats/problems.pdf Submission Requirements 4 completed activity sheets (1 each for Problems 1-4) Unit 1 Problem Set 1: Scientific Method Applied Problem Sets Course Objectives and Learning Outcomes In this assignment, you will outline the steps of the scientific method. Assignment Requirements Refer to the Applied Problem Sets...
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...The Industry Handbook http://www.investopedia.com/features/industryhandbook/ Thanks very much for downloading the printable version of this tutorial. As always, we welcome any feedback or suggestions. http://www.investopedia.com/contact.aspx Table of Contents 1) The Industry Handbook: Introduction 2) The Industry Handbook: Porter's 5 Forces Analysis 3) The Industry Handbook: The Airline Industry 4) The Industry Handbook: The Oil Services Industry 5) The Industry Handbook: Precious Metals 6) The Industry Handbook: Automobiles 7) The Industry Handbook: The Retailing Industry 8) The Industry Handbook: The Banking Industry 9) The Industry Handbook: Biotechnology 10) The Industry Handbook: The Semiconductor Industry 11) The Industry Handbook: The Insurance Industry 12) The Industry Handbook: The Telecommunications Industry 13) The Industry Handbook: The Utilities Industry 14) The Industry Handbook: The Internet Industry Introduction Industry analysis is a type of investment research that begins by focusing on the status of an industry or an industrial sector. Why is this important? Each industry is different, and using one cookie-cutter approach to analysis is sure to create problems. Imagine, for example, comparing the P/E ratio of a tech company to that of a utility. Because you are, in effect, comparing apples to oranges, the analysis is next to useless. In each section we'll take an in-depth look at the different valuation techniques and buzz words...
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