How Tesla Motors can manage the extreme competition from large and premium manufactures Daniil Chaika (119102547) Workshop Tutor: John Davison SIM336 - Strategic Management ------------------------------------------------- Contents 1.0 Introduction ……………………………………………………………………………….3 2.0 Company Background………………………………………………………………….….3 3.0 PESTEL Analysis……………………………………………………………...…………..3 4.1. Political……………………………………………………………………………..3-4 4.2. Economic……………………………………………………………………………
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The European Journal of Development Research Vol. 20, No. 1, March 2008, 31–55 Staying alive in the global automotive industry: what can developing economies learn from South Africa about linking into global automotive value chains? Justin Barnesa and Mike Morrisb * Benchmarking and Manufacturing Analysts, and PRISM, School of Economics, University of Cape Town, Cape Town, South Africa; bPRISM, School of Economics, University of Cape Town, Cape Town, South Africa, and School of Development Studies
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Tesla Company Marketing Program Group: Name: Institutional Affiliation: Table of Content Contents EXECUTIVE SUMMARY 2 TESLA COMPANY OVERVIEW 3 TESLA COMPANY STRATEGIC FOCUS AND PLAN 11 SITUATIONAL ANALYSIS OF TESLA COMPANY 12 SWOT Analysis Of Tesla Company (Strengths, Weaknesses, Opportunites and Threats) 12 TESLA COMPANY MARKETING PLAN 21 FINANCIAL ANALYSIS OF TESLA COMPANY 22 TESLA FIRM FINANCIAL PROJECTIONS AND FIVE FORCES ANALYSIS 24 PRODUCT 30 PRICING STRATEGIES
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BRAND IMAGE OF ISLAMIC BANKS SUBMITTED BY TARIQ JALEES LT.COL(RETD) RAZA KAMAL ASSISTANT PROFESSOR DIRECTOR ACADEMICS COLLEGE OF MANAGEMENT SCIENCE PAF-KARACHI INSTITUTE OF ECONOMIC AND TECHNOLOGY KORANGI CREEK , KARACHI-75190 WWW.PAFKIET.EDU.PK UAN 111-723-733 TELEPHONE 5091114-7 FAX 92215091118 RESIDENCE ADDRESS OF TARIQ JALEES 87-Q, BLOCK-2, PECHS, KARACHI, RESIDENCE TELEPHONE 9221-4556308 MOBILE 0300-82007019 EMAL TARIQUEJ2004@YAHOO.COM TARIQJ@PAFKIET.EDU.PK 1 BRAND IMAGE OF ISLAMIC
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Introduction to Business (2) – Sept. 7th 2015 – Jan van der Ende Innovative Management * Innovation = The generation, development and commercialization of products, new services or new business models by a firm. * Business model = The way a company creates, delivers and captures value. Innovation – Mostly fails (40%) * Radical innovation * Non-radical innovation No innovation = die (Kodak) Innovation: * Teamwork (Multiple perspectives) * No communication No product
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BRAND EQUITY OF FOOD RESTAURANTS IN KARACHI SYED MEHDI RAZA & TARIQ JALEES Abstract The objective of this study was to measure consumers’ perception on the brand equity of the fast food chains operating in Karachi. The selected fast food chains for the purpose of this research were KFC, McDonalds, Subway and Mr. Burger. A closed ended questionnaire based on a liker rating scale was developed. The questionnaire was based on literature survey, and the theoretical framework. The field
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target markets and the marketing mix. At the end of the report a comparison is given between the two brands. Mercedes-Benz is one of the world’s oldest automotive brand still in existence today. Mercedes-Benz has built an outstanding reputation of quality and exclusivity throughout its product lines. It is a globally recognized
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PRACTICES…………………………………………………………………………………… 22 1. GREEN V. MISSOURI PACIFIC RAILROAD...................................................................... 24 2. EL V. SOUTHEASTERN PENNSYLVANIA TRANSPORTATION AUTHORITY ............... 26 3. E.E.O.C. V. BMW ……………………………………………………………………………27 4. E.E.O.C. V. DOLGENCORP
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Confirming Proofs Chapter 3 Strategic Market Segmentation Segmenting markets is a foundation for superior performance. Understanding how buyers’ needs and wants vary is essential to designing effective marketing strategies. Effective approaches to segmenting markets may be one of the most critical factors in developing and implementing market-driven strategy. The need to improve an organization’s understanding of buyers is escalating because of buyers’ demands for uniqueness and the growing array
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The closure of MG Rover REPORT BY THE COMPTROLLER AND AUDITOR GENERAL | HC 961 Session 2005-2006 | 10 March 2006 The National Audit Office scrutinises public spending on behalf of Parliament. The Comptroller and Auditor General, Sir John Bourn, is an Officer of the House of Commons. He is the head of the National Audit Office, which employs some 800 staff. He, and the National Audit Office, are totally independent of Government. He certifies the accounts of all Government departments and a wide
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