...1/27/2016 CARFAX Vehicle History Report for this 2005 NISSAN 350Z ROADSTER: JN1AZ36A55M760083 For Personal Use Only Vehicle Information: No accident / damage reported to CARFAX 2005 NISSAN 350Z ROADSTER VIN: JN1AZ36A55M760083 ROADSTER 3.5L V6 FI DOHC 24V REAR WHEEL DRIVE Standard Equipment | Safety Options 2 Previous owners 3 Service records available Personal vehicle 130,424 Last reported odometer reading Worth $90 more than retail book value This CARFAX Vehicle History Report is based only on information supplied to CARFAX and available as of 1/27/16 at 5:16:33 PM (EST). Other information about this vehicle, including problems, may not have been reported to CARFAX. Use this report as one important tool, along with a vehicle inspection and test drive, to make a better decision about your next used car. Price Calculator™ Adjust the value of this 2005 Nissan 350Z Roadster based on the information available in this report 1) Retail Book Value 2) CARFAX Price Adjustment™ + $90 $ Enter retail book value here 3) Adjusted Retail Value Begin by entering the retail book value Above retail book value Ownership History Owner 1 Owner 2 The number of owners is estimated Year purchased 2005 2015 Type of owner Personal Personal Estimated length of ownership 9 years 6 months Owned in the following states/provinces California California Estimated miles driven per year 14...
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...9-597-002 REV: JANUARY 8, 2002 SUSAN FOURNIER ROBERT J. DOLAN Launching the BMW Z3 Roadster January 1996 marked the beginning of Phase II of BMW of North America Inc.’s Z3 roadster introduction. Phase I had centered on the placement of the new $28,750 two-seat convertible in the James Bond hit movie, GoldenEye, which premiered several months earlier. While not yet critically evaluated, results of the “out-of-the-box” pre-launch campaign appeared very positive: word-ofmouth concerning the Z3 and the James Bond cross-promotion were favorable, and product orders far exceeded BMW’s initial expectations. The challenge now was to design a marketing program that would sustain product excitement until dealer product availability beginning in March. Phase II planning had to be undertaken within the context of other important events in the BMW product family: (1) the April launch of the redesigned 5-Series; and (2) the company’s role as “official international automotive sponsor” of the 1996 Atlanta Summer Games, which would begin in earnest with the Olympic Torch Relay 5-Series event in June. While these other elements of the BMW product family clearly impacted the Z3, the marketing approach and ultimate results for the Z3 would influence the whole BMW operation in the United States. Dr. Helmut Panke, Chairman and CEO of BMW (U.S.) Holding Corp. since 1993, noted that the Z3 was destined to be “the first BMW not made by mythical little creatures in the Bavarian woods. This car...
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...LAUNCHING THE BMW Z3 ROADSTAR 1. BMW Overview 1916 760 53 110,000 (2013 (2013 ) ) BMW , . BMW , Bayerische Motoren Werker BMW, , . 2 1. BMW Overview 3 2. BMW History 1916 1923 1928 1945 3 R32 / ( 2 BMW 5, 3, 7 BMW , (Spartanburg plant) (BMW Dixi , 1929) ) BFW( Bayerische Flugzeug Werke AG) 1972 ~ 1977 1994 1995 1998 2000 , BMW (Rolls-Royce) 4 3. BMW Z3 Roadster BMW Z3 Roadster ( 2 1930 328 507 Z1 1,900cc 4 ) Spartanburg (South Carolina) 007 , Won the "Super Reggie" award for the best promotional marketing campaign of 1995. The BMW Z3 2.8 made Editor's Most Wanted Vehicle for 1999 Edmunds.com AUTOMOBILE Magazine awarded the BMW M coupe its 1999 Design of the Year. The 2002 BMW Z3 M Coupe became Top Gear Car of the Year 5 4. Case Questions 1) What is the strategic significance of the Z3 launch to the BMW corporation? Specifically, how BMW was hoping to redefine the BMW brand image? Yuppie Status Symbol Ultimate Driving Machine Biggest → The Best in Luxury/Performance segment : Spartanburg ‘Made in Germany’ ‘Made in BMW’ 4. Case Questions 1) What is the strategic significance of the Z3 launch to the BMW corporation? Specifically, how BMW was hoping to redefine the BMW brand image? Sheer Driving Pleasure Ultimate Driving Machine JOY Is BMW 7 3. Case Questions 2) Who were the main target consumers for the Z3? How did BMW segment consumers for the Z3 launch? Segmentation & Target ...
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...Launching the BMW Z3 Roadster BMW Z3 Roadster was a new product concept that reflected a niche opportunity. The main objective of the Z3 launch was to reposition their German-made, driving performance, tradition bound, and precision engineering cars as more stylish and fun to drive cars in the American culture. This risky movement of changing the brand personality was done using both nontraditional and traditional marketing tools. Some of the nontraditional methods used were movie placement, Neiman Marcus Catalog offer, BMW internet site with “Build-Your-Own-Roadster” module, Press launch in Central Park and Jay Leno Tonight Show. Traditional methods such as TV and Print advertising were also used, while maintaining the nontraditional spirit in them. Nontraditional marketing methods are capable of creating word of mouth which requires no out-of-pocket expenditure compared to more expensive TV advertisements. They are also more cost efficient per dollar spent, especially in BMW’s psychographic segmentation. Moreover, nontraditional media like movie placement give greater exposure and visibility even reaching the two audiences that are hard-to-reach through network TV or print: foreign viewers and young people. The positive feelings about the movie and movie stars can also be transferred to the brand, ultimately building the overall brand equity. These methods are more credible, unique and impactful as they are generated by the public...
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...only vehicles that will help decrease the environmental footprint of Lotus Rental Cars. Cost of Vehicles The current vehicle, the 2014 Lotus Evora S, is the primary vehicle in Lotus Rental Car fleet. The Lotus Evora S has a base price of $69,965 to $81,465 (Hearst Communications, Inc., 2015). The cost of the Lotus depends on what options and features are added to or come with the vehicle. The two new alternative fuel vehicles to be added to the fleet, the 2014 Cadillac ELR and the 2014 Tesla Roadster Model S, cost around the same as the Lotus Evora S. The General Motors (2015) website shows that the Cadillac ELR has a base price of $75,995 to $82,135. The price of the vehicle changes depending on what size engine, options, and features are put into the vehicle. The Tesla Motors (2015) website has the Tesla Roadster Model S priced from $71,070 to $105,670. This price range also depends on the features that are installed on the car. Both the Cadillac ELR and the Tesla Roadster Model S have comparable prices, engine sizes, options, and features...
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...Resources...............................................................................................Page 7 A. Research Framework B. Research Perspectives C. Resources and Data III. Tesla in Context.............................................................................................................Page 9 A. The Global Auto Industry B. Tesla: The Innovative Disrupter C. Sparking the Electric Revolution IV. The Man Behind the Machine...................................................................................Page 12 A. Elon Musk B. Entrepreneur from the Start C. Space X V. Tesla Motors Overview...............................................................................................Page 15 A. Company Offerings B. Phase I. Roadster C. Phase II. Models S and X 2 D. Phase III. Project BlueStar VI. How It Works: The Model S......................................................................................Page 18 A. The Design B. The Mechanics VII. How Did They Do It?..................................................................................................Page 22 A. Defining “It” B. Elon Musk’s Vision C. Re-Imagining the Product Experience D. The Perfect Storm for an Impending Revolution VIII.Moving Away from the Oil Economy...
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...i n t e r n a t i o n a l j o u r n a l o f h y d r o g e n e n e r g y 4 0 ( 2 0 1 5 ) 1 6 2 5 e1 6 3 8 Available online at www.sciencedirect.com ScienceDirect journal homepage: www.elsevier.com/locate/he Changing the fate of Fuel Cell Vehicles: Can lessons be learnt from Tesla Motors? Scott Hardman a,*, Eric Shiu b, Robert Steinberger-Wilckens a Centre for Hydrogen and Fuel Cell Research, School of Chemical Engineering, University of Birmingham, Birmingham, B15 2TT, UK b Birmingham Business School, University House, University of Birmingham, Birmingham, B15 2TT, UK a article info Article history: Received 15 September 2014 Received in revised form 24 November 2014 Accepted 29 November 2014 Available online 24 December 2014 Keywords: Fuel cell Market entry Tesla Electric vehicle marketing abstract Fuel Cell Vehicles (FCVs) are a disruptive innovation and are currently looking towards niche market entry. However, commercialisation has been unsuccessful thus far and there is a limited amount of literature that can guide their market entry. In this paper a historical case study is undertaken which looks at Tesla Motors high-end encroachment market entry strategy. FCVs have been compared to Tesla vehicles due to their similarities; both are disruptive innovations, both are high cost and both are zero emission vehicles. Therefore this paper looks at what can be learned form Tesla Motors successful market entry strategy and proposes a market entry strategy for...
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...Recanati Business School Tel Aviv University Master in Business Administration Autumn Semester – Module 1 High-Technology Acquisitions Lecturer: Students: Dr. Nir Brueller Hans-Peter Huber Daniel Ammar Ziv Livne Guillaume Lesouhaitier Date: 11 December 2013 Group Assignment December 2013 High-Technology Acquisitions DAIMLER | TESLA MOTORS -i- Contents Page 1 2 3 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 5 5.1 5.2 6 6.1 6.2 6.3 7 8 8.1 8.2 INTRODUCTION ............................................................................................................. 1 ACQUIRER OVERVIEW | DAIMLER ............................................................................. 1 TARGET OVERVIEW | TESLA MOTORS ..................................................................... 3 STRATEGIC APPROACH AND SYNERGIES EVALUATION ...................................... 5 THE ELECTRIC VEHICLE MARKET ................................................................................... 5 DAIMLER'S MOTIVATION TO ENTER THE MARKET............................................................. 6 DAIMLER'S MOTIVATION TO ACQUIRE TESLA ................................................................... 6 DAIMLER ADVANTAGE TO ACQUIRE TESLA OVER COMPETITORS ........................................ 7 MOVE FROM PARTNERSHIP WITH TESLA TO ACQUISITION ................................................ 7 TESLA'S MOTIVATION .........................................................................
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...BACKGROUND: Tesla Motors is an American electric automotive car manufacturer that was formed in 2003. The company currently sells the high tech, high performance, luxury sports car the “Roadster”, which sells for over $100,000. Tesla will be releasing its new “Model S” sedan later this year, which sells at a more attractive $50,000 to $60,000 range. According to an article in Just-Auto, the future success of the company is heavily reliant on the success of the Model S, as the company is currently only receiving revenue from the sale of batteries to two of its investors. The company went public in 2010, and quickly had stock market success. But as of April 2011, the stock fell significantly, proving the public’s grim outlook concerning the electric car industry. The company sells cars online or in select showrooms in major high traffic metropolitan areas like Chicago. There are 18 dealers in North America, and the company has expanded a few dealerships to Europe and Asia. To differentiate their product and provide superior customer service, Tesla does not sell cars to any franchise dealers. As of 2010, the company had sold about 1,200 Roadsters. Because of the small amount of Tesla vehicles being driven around the country, according to an article from Business Insider, Tesla has a traveling team of repair men called “Rangers” to perform maintenance operations to Tesla vehicles. STRENGTHS: Tesla Motors has many positive characteristics that have kept them in business...
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...Motors “Tesla is in California, so it is not April Fool’s yet!” tweeted Elon Musk, CEO of Tesla Motors, around 10 PM PT on March 31, 2013. “First profitable Q for Tesla thanks to awesome customers & hard work by a super dedicated team”1 he had tweeted a few minutes earlier. And indeed, on May 8, Tesla announced a net income 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...
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...Elon Musk Business & The Entrepreneur(HKMA) BHS0011 Jackson Wong Table of Contents Table of Contents Page 2 Portfolio Instructions Page3 Man of the Future Page4 SWOT Analysis Page5 Musk’s Methods Page6 Elon Musk: Man with Great Innovations Page7 Historic Moments of Elon Musk’s Companies Page9 Predicable Future Page12 References Page13 Please See Email for Google Drive Link to Portfolio! Man of the Future Elon Reeve Musk is a man of the future. As the co-founder of PayPal, CEO of both Tesla Motors, Inc. and Space Exploration Technologies Corporation (SpaceX), Musk is a rare entrepreneur who has pioneer more than one technology in multiple fields. As one knows, Tesla has become a leading manufacturer in electric automotive industry in recent times, while Space X has become the first commercial aerospace manufacturer and space transport services to dock with the International Space Station and thus officially began commercial space faring. Tesla vehicles have shown that electric vehicles can be luxurious and efficient at the same time. SpaceX, even though its rockets are still under development, has proven that spacecraft can become more practical and affordable for commercial companies to operate. Both of these fields have been considered an unexplored market and his companies get first dip. Elon Musk has been few steps ahead in terms of innovation. He is one of the entrepreneurs who truly think outside the box. His vision can be described...
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...Sharp • Known for its televisions • Origins in mechanical pencils • With Sharp struggling as a consumer-electronics company, the company will ramp up an experiment they started in July, 2013 – Strawberry farming. • Sharp’s LED lights, sensors, and air-purification system are key inputs into the growth of the strawberries. • Will not enter business of selling strawberries. • The company wants to create an agricultural engineering business that will focus on factory design, technology that monitors growing conditions, and maintenance. • The company will also begin to sell sensors that will enable companies to monitor the purification of the air. • Shift from consumers to business customers. Since Sharp’s conception, they have had two major shifts in their core business. Originally a mechanical pencil maker, the company has, now, long been known for consumer electronics, namely their TVs. With their consumer-electronics suffering, and reporting of a $5.3 billion net loss, the company could be forced to shift their corporate level strategy. Sharp has started a project in which they will be growing strawberries in a controlled location near Dubai. They will be gathering data on how its cultivation techniques work to “achieve stable production of high-quality strawberries.” The company will not enter the business of selling strawberries, but rather an agricultural engineering business that will focus on technology to monitor growing conditions. With that said, Sharp is...
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...(a) of the Copyright Act 1968 Warning This material has been reproduced and communicated to you by or on behalf of Central Queensland University under Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. For more information please contact copyright@cqu.edu.au CASE 6 Tesla Motors and the U.S. Auto Industry (Case B) Michael Janovec Georgia Institute ofTechnology Frank T. Rothaermel Georgia Institute ofTechnology LON MUSK, CEO of Tesla Motors, sped past the security guard in his brand new Tesla Roadster without waving . Despite his reputation as a brash leader, Mr. Musk normally took the time t0 exchange pleasam tries in the morning . Today, however, Mr. Musk's mind was traveling a mile a minute. The company had just filed its first annual 10-K with the U.S. Securities and Exchange Commission (SEC), and Musk had an important meeting with Tesla's board of directors at the end of the week to discuss the company's future. As Mr. Musk walked into his office, a photo caught his eye. It was a picture of him ringing the opening bell at the NASDAQ on June 29, 2010, the day that Tesla went public. As he looked at the picture, he thought about how that day had changed his life and the life of his fledgling company. Tesla had gained a much-needed...
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...a test drive by California Governor Arnold Schwarzenegger, the Tesla Roadster is able to go from 0 to 60 in less than 4 seconds (competitive with Porsche and Lamborghini models), while also delivering 100 miles per gallon (double the efficiency of the Toyota Prius). The car's base price is around $100,000, and can be ordered online. - See more at: https://www.crunchbase.com/organization/tesla-motors#sthash.134SJzBO.dpuf Tesla Motors Inc is the only company to succeed in manufacturing Electronic vehicles. This assignment will demonstrate more on the introduction of the company, what is strategic management, the components and elements of strategic management. Also strategic roles of the CEO, Elon Musk will be discussed. Moreover it will detail in the effectiveness of strategic management of Tesla Motors Inc. companywasfoundin2003headquarteredinPaloAlto,California. Engineerswhodesiredtoprovethattheseelectronicvehiclescouldbecomethenextbighit tisanAmericancompanywhichdealsinmanufacturing,designingandwholesalingelectriccarsandvehiclepowertraincomponents production was a remarkable after it hit the streets in early 2008. It is an American company which deals in manufacturing, designing and wholesaling electric cars and vehicle power train components. Some of the power components Tesla Motors promotes include lithium-ion battery packs to automakers such as Toyota and Daimler. first model, Tesla Roadster, the first fully electric sports car was the reason to gain widespread...
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...Tarpenning, The name Tesla giving reference to the great electronic Inventor Nikola Tesla. The company was founded in the Silicon Valley, California. In 2004 Elon musk became the chief financial officer after contributing more than 30 million to the new Project aiming to develop the first electric sports car. (Schreiber, 2014) By 2007 Eberhard moved to join the advisory board of Tesla and Elon Musk took over as the CEO. It was not until 2008 until Tesla released its first car called the “Roadster” the first completely electric car. This car was able to achieve up to 245 miles (394 km) on a single battery charge. This was a huge land mark for the electric car’s feasibility in such a competitive and stagnant Automotive Market. With an acceleration of 0-60 miles (94km) in less than 4 seconds and a top speed of 125 miles (200km) this car proved to be competitive in the sports car category. (Schreiber, 2014) Products and Service Currently in 2014 the only tesla car for sale is the Model S and the Roadster. The zero emission car which costs varies depending upon the Battery size and performance of the engine. The Model S 60kWh is the bench mark of the Model S range costing $101, 408 in NSW. The Model S 85Kwh which costs $117,788 in NSW and the Model S 85kWh Performance costing $140,310 in NSW. (Simpson, 2014) Tesla is also currently offering free charging to...
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