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Instructions
BMGT 495 – Project 3: Internal Environmental Analysis (Week 6)
NOTE: All submitted work is to be your original work (and only yours). You may not use any work from another student, the Internet, or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy and know that it is your responsibility to learn about Instructor and general academic expectations concerning proper citation sources as specified in the APA Publication Manual, 7th Ed. (Students are held accountable for in-text citations and an associated reference list only.)
Project 3 is due Tuesday at 11:59 p.m. eastern time of Week 6.
Purpose
This project is the third of four projects. Students will perform an internal environmental analysis using the tools and concepts learned in the course to date. You will also draw from previous business courses to understand how organizations develop and manage strategies to establish, safeguard, and sustain their position in a competitive market.
Students also can review an organization’s objectives and goals and the key functional areas within the organization. Performing an internal environment analysis helps assess a firm’s internal resources and capabilities. It plays a critical role in formulating strategy by identifying a firm’s strengths to capitalize on to effectively overcome weaknesses.
Outcomes Met With This Project
Utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
Integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business, and human resource management;
Analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies to revise a current plan or write a new plan and present a strategic plan.
Instructions
Step 1 Specific Company for All Four Projects
The company that your instructor has assigned to you for Project 1 is the company you will use for this project. The assigned company must be used for this project and in subsequent projects in the course. Students must complete the project using the assigned company. Deviating from the assigned company will result in a zero for the project.
After reading the course material, you will complete the steps below.
Step 2 Course Materials and Research
You must research information about the specific company and the internal environment for this project. You are accountable for using the course materials to support the ideas, reasoning, and conclusions made. Course material’s use goes beyond defining terms and explains the ‘why and how’ of a situation. Using one or two in-text citations from the course materials and then relying on Internet source material will not earn many points on the assignment. A variety of source material is expected, and what is presented must be relevant and applicable to the topic being discussed. Avoid merely making statements but close the loop of the discussion by explaining how something happens or why something happens, which focuses on importance and impact. In closing the loop, you will demonstrate the ability to think clearly and rationally, showing an understanding of the logical connections between the ideas presented from the research, the course material, and the question(s) being asked.
Note: Your report is based on the research results and not on any prepared documentation. What this means is that you will research and draw your own conclusions that are supported by the research and the course material rather than the use of any source material that puts together any of the tools or techniques whether from the Internet, for-pay websites, or any pre-prepared document, video or source material. A zero will be earned for not doing your own analysis.
Success: The analysis is based on research and not opinion. You are not making recommendations, and you will not attempt to position the specific company in a better or worse light than other companies within the industry merely because you are completing an analysis on this particular company. The analysis must be based on factual information. Any conclusions drawn have to be based on factual information rather than leaps of faith. As stated above, you are expected to use the course materials and research on the specific company’s global industry and the specific company to ensure success. The opinion does not earn credit, nor does the use of external sources when course materials can be used. It is necessary to provide explanations (the why and how) rather than making statements. Avoid stringing one citation after another, as doing so does not show detailed explanations.
Library Resources (Company Required)
All the information needed for your assigned company must be obtained from one of the library’s suggested online company research databases. To use these resources, go to the main navigation bar in the classroom, select Academic Support, and then select Libary. Next, select Databases by Title (A-Z). Since your primary online company research database is Statista, select S from the alphabet list, and scroll down to select Statista Online.
Dun and Bradstreet’s Hoovers Database, among others listed using the link directory below, is another excellent source of company research, competitor and industry information.
You can find relavant and significant additional information required for company project research by using https://libguides.umgc.edu/business-research.
Additional Library Resources
Research for Company Financial Ratios: Financial Research.
Research for Industry Financial Ratios: CSI Market.
Use “OneSearch” to find scholarly articles by clicking Library under Academic Support on the classroom main menu bar and checkmark “Scholarly Journals Only” prior to starting a search.
Library Support Personal Assistance
Extensive library resources and services are available online, 24 hours a day, seven days a week at
https://www.umgc.edu/library/index.cfm
to support you in your studies. In addition, the UMGC Library provides research assistance in creating search strategies, selecting relevant databases, and evaluating and citing resources in various formats via its “Ask a Librarian” service at https://www.umgc.edu/library/libask/index.cfm.
Step 3 How to Set Up the Report
The document has to be written in Word or RTF. No other format is acceptable. No pdf files will be graded. Use 12-point font for a double-spaced report. The final product is expected to be 10 – 12 pages. The final project may not be more than 12 pages in length, including all tables and matrices, but excluding the title page and reference page. Do no use an Appendix.
Those items identified in the technical analysis should appear under the appropriate heading in the paper. It is important to format the tables/matrices to fit the report and present the analysis clearly and concisely.
Create a title page with the title, your name, date, the course number, the instructor’s name.
Create Topic Headings that correspond to exact sections of the project requirements.
Step 4 Strategic Role of Corporate Strengths/Weaknesses in the Internal Strategy Analysis
There are three levels of strategy: corporate-level strategy, business-level strategy, and functional-level strategy. Corporate-level strategies are related to businesses or markets the specific company successfully can compete within. Corporate-level strategies affect the entire organization and are formulated by top management using middle and lower management input. Decision-making about corporate-level strategies is considered complex, affects the entire company, and relates to an organization’s resource capabilities. Corporate level strategies align with an organization’s mission statement and ideally are designed around goals and objectives.
Perform an analysis on:
Corporate-level strategies.
Create a partial SWOT table, perform an SW analysis, and discuss the strategic inferences/implications. Discuss what strategies would allow the company to capitalize on its major strengths and what strategies would allow the company to improve upon its major weaknesses.
Create an IFE matrix and analysis. Make sure to explain how the matrix was developed and discuss the strategic inferences and implications.
Develop a Grand Strategy Matrix. Explain how the matrix was developed and discuss the strategic inferences/implications at a corporate level and business-unit level.
Step 5 Strategic Role of Internal Resources/Departments/Processes
Perform an analysis on:
Business-level strategies
Evaluate the company’s product line, target market.
Identify and explain business-level strategies.
Functional-level strategies
Assess the company’s organizational structure, the organizational culture, marketing production, operations, finance and accounting, and R&D that can be accomplished by viewing the company’s website, interviews, and surveys.
Explain how these strategies align with the company’s vision and mission statements.
Step 6 Strategic Financial Analysis for the Last Reported Fiscal Year
Use the company’s income statement and balance sheet to calculate four (4) key financial ratios. One key ratio must come from each of the four key categories: leverage, liquidity, profitability, and efficiency. The four (4) specific ratios selection must come from the following categories.
Leverage Ratios (Long term debt ratio, Total debt ratio, Debt-to-equity ratio, Times interest earned ratio, and Cash coverage ratio)
Liquidity Ratios (Net working capital to total assets ratio, current ratio, quick ratio, and cash ratio)
Efficiency Ratios (Asset turnover ratio, average collection period, inventory turnover ratio, and Days sales outstanding)
Profitability Ratios (Net Profit Margin, Return on Assets, and Return on Equity)
The selection of the ratios has to be relevant to the specific company, so it is important to choose wisely.
Quote industry financial average ratios correlate to the four (4) financial ratios selected for the specific company. Explain the importance of the four (4) averages to compare why averages are important to use. You may find the industry averages by going to the library. If you cannot find it on your own, reach out to the librarian as these resources are readily available.
Note: If copied directly from the Internet, a zero will be assigned. When placing any table or figure in a table, it must be explained in detail.
Create a conclusion. The Conclusion is intended to emphasize the purpose/significance of the analysis, emphasize the significance/consequence of findings, and indicate the wider applications derived from the main points of the project’s requirements. Finally, you will conclude the findings of the external environment analysis.
References
Step 7 Review the Paper
Read the paper to ensure all required elements are present.
The following are specific requirements that you will follow. Use the checklist to mark off that you have followed each specific requirement.
Checklist
Specific Project Requirements
Proofread your paper.
Read and use the grading rubric while completing the paper to ensure all requirements are met to lead to the highest possible grade.
Third-person writing is required. Third-person means that there are no words such as “I, me, my, we, or us” (first-person writing), nor is there use of “you or your” (second-person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person.
Contractions are not used in business writing, so do not use them.
Paraphrase and do not use direct quotations. Paraphrase means you do not use more than four consecutive words from a source document. Removing quotation marks and citing is inappropriate. Instead, put a passage from a source document into your own words and attribute the passage to the source document. There should be no passages with quotation marks. Using more than four consecutive words from a source document would require direct quotation marks. Changing words from a passage does not exclude the passage from having quotation marks. If more than four consecutive words are used from source documents, this material will not be included in the grade.
You are expected to use the research and weekly course materials to develop the analysis and support the reasoning. Therefore, there should be a robust use of the course material. The material used from a source document must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. Changing words from a passage does not exclude the passage from having quotation marks.
Use in-text citations and provide a reference list that contains the reference associated with each in-text citation.
You may not use books in completing this problem set unless it is part of the course material. Also, do not use a dictionary, Wikipedia, or Investopedia, or similar sources. You may not use Fern Fort University or any other for-fee website.
Provide the page or paragraph number in every in-text citation. Since the eBook does not have page numbers, you must include the chapter title, section heading, and paragraph number.
For citations using a video, you must provide the minutes and second of the cited material.
Step 9 Submit the paper in the Assignment Folder
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External Environment Analysis of Tesla, Inc
Name: FINLEY OBEN
Date: 07/08/2024
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External Environment Analysis of Tesla, Inc
Introduction
Tesla, Inc., the top player in producing electric vehicles worldwide, changed how cars
were made through innovation and forward-thinking vision. The company manufactures electric
automobiles and “infinitely scalable” clean-energy generation and storage equipment. This paper
presents a comprehensive environmental scan of Tesla, targeting all other industries and those in
which it competes specifically. An analysis of Tesla Company concerning its strengths and
weaknesses, as well as determining if there are any favourable factors available to it, done
through the use of Porter’s Five Forces and External Factor Evaluation (EFE) matrix with the aim
of providing insight into its position now and in future regarding possible growth opportunities.
Industry Analysis
Porter’s Five Forces Analysis
Threat of New Entrants
The risk of new entrants in the international electric vehicle sector is moderate. Although
the sector seems appealing as there is an increased demand for eco-friendly means of transport
supported by favourable government policies, it contains vast obstacles for any newbie. For one
to get into this industry, then he or she must be ready to spend since there are very high capital
requirements and mandatory extensive RD investments needed while at the same time having
highly sophisticated engineering and production skills prerequisite (Thomas & Maine, 2019, p.
657). Therefore, although there is a possibility of penetrating the market, taking into account the
complex nature of investment and operation, it postpones the real challenges for such existing
companies as Tesla.
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Bargaining Power of Suppliers
Suppliers have low bargaining power in the EV industry. Being one of the most
prominent players in the sector, Tesla mostly wins most of its bargaining regarding purchases
due to its ability to operate at economies of scale and considerable buying strength. In addition,
its strategy of vertical integration with emphasis on battery manufacture further makes it less
dependent on third-party suppliers, hence weakening its bargaining power (Ren et al., 2023, p.
70). However, these critical inputs may experience supply chain disruptions and lead to cost
volatility because they come from few lithium-ion batteries and rare earth material manufacturers
available today.
Bargaining Power of Buyers
Buyer power in the EV industry is moderate. The number of substitutes grows with
competition, as does the consumer’s ability to buy better. Even though Tesla is able to charge at a
premium because it has an excellent brand image, cutting-edge technology, and better driving
properties than most other cars (Liu, 2021, p. 3), with an increasing number of electric vehicles
filling markets from diverse manufacturers, prices may become highly sensitive while demand
increases for numerous features and customizations, thereby heightening buyer power. This,
therefore, means that even though Tesla overcomes buyer power through UVB, changing market
forces require consistent innovation as well as customer loyalty programmes.
Threat of Substitute Products
Currently, there is a low-moderate level threat of substitute products for electric vehicles.
Although conventional internal combustion engines still dominate the market, their share is
being reduced globally due to the imperative move toward sustainability and strict emissions
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standards. In addition to this, EV technology advancements like longer battery life and quicker
charging periods have turned electric vehicles into viable options (Zhou, 2023, para. 3). For this
reason, as consumers increasingly prefer environment-friendly solutions, there are fewer and
fewer substitutes posing a threat on Tesla and other EV producers.
Industry Rivalry
The EV industry experiences a very intense competition level. Electric vehicle
development is being invested in aggressively by many automakers, both the usual established
ones, e.g., General Motors and recent companies such as NIO (Kong, 2023, p. 446). This is
because quick technology evolution is enhanced with substantial marketing strategies, resulting
in very tight competition. Although Tesla has the upper hand in the market, which includes
favourable brand identity and innovation, it still needs to be careful enough and adapt all the
time. This creates a highly competitive environment whereby the stakes are high regarding
market share potential gains or losses, thus calling for strategic positioning and differentiation as
determiners of long-term success.
Competitive Analysis
Competitors Overview
Tesla faces competition from conventional vehicle manufacturers that are moving
towards EVs as well as start-ups specifically targeting EVs. In this analysis, attention will be
given to three primary opponents, namely GM, Nissan, and NIO, because they dominate in some
markets, have invested a lot in EV technologies, and pose a challenge to Tesla’s competitiveness.
General Motors is one of the long-existing automobile manufacturers that have taken up an
aggressive strategy while entering into the electric vehicle market through models such as the
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Chevrolet Bolt. The third player, Nissan – just like the two previous ones – is an established
brand, but it took its first chance with electric cars and produced the Nissan Leaf. The relatively
young entrant known as NIO is an example of a fast-growing Chinese EV start-up that
manufactures high-premium electric vehicles.
Product and Service Analysis
GM is determined to have a future that only accommodates electric vehicles, and for this
reason, it has strategized to bring in 30 fresh electrical models across the globe by the year 2025
(Cao, 2023, p. 220). The Chevrolet Bolt is GM’s most-selling EV, known for its cheap cost and
good mileage coverage. The success of GM depends on the effectiveness of its Ultium battery
technology, which is estimated to enhance performance and reduce expenses. However,
switching from ICE automobiles to electric vehicles creates operating and tactical challenges.
Despite selling many units of its environmentally friendly Leaf at low prices, Nissan
faces stiff competition (Ren et al., 2023, p. 72). Nissan is adding more EVs, and batteries have
improved, but Nissan now also faces increased competition from buyers and needs huge
investments that other companies may not be able to afford while staying competitive in the
market.
The leading Chinese electric vehicle producer NIO is targeting wealthy customers and
has managed to overcome some challenges through the introduction of models like ES6 and ES8,
which carry sophisticated engineering options combined with a unique consumer experience
(Zhou, 2023, para. 4). It aims its products at affluent buyers who may also turn to available
alternatives from both international and domestic EV producers.
Competitive Strengths and Weaknesses
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General Motors
Strengths
Weaknesses
Extensive manufacturing infrastructure
Transitioning challenges from ICE to EV production
Strong brand recognition and loyalty
Legacy issues and slower innovation compared to new
entrants
Wide range of models catering to various
market segments
High dependency on the North American market
Nissan
Strengths
Weaknesses
Early entry and established presence in the EV
market
Limited EV lineup compared to competitors
Strong brand association with environmental
sustainability
Need for significant R&D investment to stay competitive
Competitive pricing strategy
Market perception of outdated technology in newer
models
NIO
Strengths
Weaknesses
Innovative battery-swapping technology
High competition from both domestic and international
players
Strong focus on the premium segment with
superior customer service
Financial sustainability concerns with rapid expansion
Rapid growth and strong market presence in
China
Dependency on the Chinese market for the majority of
sales
Market Outlook
7
With technological progress, government policies, and people deciding on green
transport, analysts predict a massive growth in the EV sector. General Motors can have the most
significant market slice if it follows through with its plans of going fully electric, but only when
it overcomes the challenges that come with shifting from making internal combustion engines to
manufacturing electric vehicles successfully (Cao, 2023, p. 222). Despite facing various
problems, Nissan could capitalize on being an early entrant as well as having favourable cheap
and eco-image linked brands. The position of NIO in the Chinese market may be strengthened
currently due to its concentration on high-end cars and the introduction of some innovative
products; however, there is also potential for expansion worldwide.
Key Success Factors
i.
Technological Innovation: It is essential to carry out continuous research and development
on matters concerning batteries as well as the strength of electric cars.
ii. Brand Recognition and Loyalty: The presence of renowned brands within the stream of trade
makes consumers loyal and facilitates their market reach.
iii. Manufacturing Efficiency: Efficient production methodologies coupled with economies of
scale may cut down costs while increasing competitiveness.
iv. Regulatory Compliance: Observance of state regulations and stimulants is essential in
ensuring that there is a way into the market that grows steadily.
v.
Customer Experience: Good customer service and added advantages improve loyalty.
vi. Financial Stability: Being financially strong enables one to invest continually over time
without fail, as well as expand quickly in markets.
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vii. Strategic Partnerships: Working together with technology companies and suppliers can boost
innovation and ensure smooth supply chains.
viii. Market Diversification: Business expansion into new markets/things helps mitigate risks
associated with over-relying on one market.
Competitor Profile Matrix (CPM)
CPM compares the position of Tesla, GM, Nissan, and NIO by assessing critical success
factors. Ratings are given to each factor on a scale from 1-4 (1=very weak; 4=very strong). The
EV sector critical success factors (CSFs) were used to evaluate every player, and they have been
determined using in-depth research as well as industrial analysis on the relevant CSFs of the EV
industry. The selected CSFs include product quality, technological innovation, market share, and
global presence because they affect who has a competitive edge in the electric vehicle industry.
To show how much each mattered compared to the others, some weights were allocated to every
factor.
Tesla
Critical Success Factors
Weight
Score
GM
Nissan
Weighted
Score
Weighted
Score
NIO
Weighted
Score
Weighted
Technological
Innovation
0.2
4
0.8
3
0.6
2
0.4
3
0.6
Brand Recognition and
Loyalty
0.15
4
0.6
4
0.6
3
0.45
3
0.45
Manufacturing
Efficiency
0.1
3
0.3
4
0.4
3
0.3
2
0.2
Regulatory Compliance
0.1
4
0.4
3
0.3
4
0.4
3
0.3
Customer Experience
0.15
4
0.6
3
0.45
3
0.45
4
0.6
Financial Stability
0.1
4
0.4
4
0.4
2
0.2
3
0.3
9
Strategic Partnerships
0.1
3
0.3
3
0.3
3
0.3
3
0.3
Market Diversification
0.1
4
0.4
3
0.3
3
0.3
2
0.2
1
3.85
3.85
3.4
3.35
2.9
2.8
3.1
2.95
Total
The Tesla electric vehicle (EV) manufacturer, famous for its originality and dominance in
the market, has been ranked highly, with weighted scores emphasizing elements like technical
innovation and brand image. The competitors were also analyzed and found to have areas of
strengths that were linked to weaknesses experienced by some of them with regard to what Tesla
was capable of.
As such, the resulting CPM indicated a position relative to Tesla for each competitor
analyzed, wherein it was revealed that Tesla is firm but has a few threats from competitors. This
kind of evaluation is beneficial as it highlights the gaps that exist between Tesla and other
competitors so as to formulate strategies that can be employed in an ever-changing environment
of electric vehicles.
Partial SWOT Analysis (Opportunities and Threats)
Opportunities
Threats
Growing global demand for EVs
Intensifying competition
Expansion into emerging markets
Regulatory and policy risks
Advancements in battery technology
Supply chain disruptions
Autonomous driving technology
Technological failures and cybersecurity risks
Energy solutions market
Economic uncertainty
Opportunities
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Electric vehicles are becoming more popular all over the world because of three factors: an
increase in environmental awareness, government push and advancements in technology that
have given Tesla better chances for enlarging its client base (Ren et al., 2023, p. 74). The
economic growth witnessed currently in Asia, Latin America, and Africa has underpinned
massive infrastructural projects that should propel Tesla’s expansion therein (Ren et al., 2023, p.
74). Technological improvements such as larger energy capacities, quicker recharging
capabilities, and increased battery life have made Tesla cars cheaper to manufacture and more
attractive to customers (Cao, 2023, p. 223). The development of autonomous driving technology
coupled with features such as Autopilot or Full Self-Driving could transform the transportation
system, making it more straightforward and even more secure for passengers moving from one
place to another (Zhou, para. 5). Moreover, by entering into energy solutions sector like solar
machine and power pack; the company is well positioned in a growing renewable energy market
as a front-runner (Kong, 2023, p. 447).
Threats
The market presence of Tesla is under threat from growing competition posed by other
long-time EV manufacturers as well as newcomers, including GM, Nissan, and NIO. Such
threats may affect prices and margins. In addition, the issue of government regulation is not
without problems; alterations in subsidies or monetary policy might undermine the company’s
ability to function correctly. It is feared that political conflicts, trade wars or natural calamities
may interrupt the supply chain and increase costs since Tesla depends on a few suppliers for
critical materials such as lithium and cobalt (Ren et al., 2023, p. 75). Failure in technology and
risks of cyber insecurity like battery or software hitch would lead to financial losses besides
tainting the image of Tesla (Zhou, 2023, para. 6). The uncertain economy with low consumer
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spending also creates less demand for expensive Tesla cars which can then affect their sale as
well as overall profitability (Cao, 2023, p. 224).
External Factor Evaluation (EFE) Analysis
The External Factor Evaluation (EFE) Matrix is helpful in determining how well Tesla can
react towards opportunities and threats that come from outside. The study builds on the strengths,
weaknesses, opportunities, and threat analysis to determine how much weight each factor carries
depending on their significance either to Tesla or the industry as a whole, then evaluate Tesla’s
strategic position based on its response rating.
External Factors
Weight
Rating
Score
Opportunities
Growing global
demand for EVs
0.2
4
0.8
Expansion into
emerging markets
0.15
3
0.45
Advancements in
battery technology
0.2
4
0.8
Autonomous driving
technology
0.15
3
0.45
Energy solutions
market
0.1
4
0.4
Intensifying
competition
0.1
3
0.3
Regulatory and policy
risks
0.05
2
0.1
Supply chain
disruptions
0.05
2
0.1
Threats
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Technological failures
and cybersecurity risks
0.05
3
0.15
Economic uncertainty
0.05
2
0.1
Total
1
3.65
Firstly, the EFE matrix for Tesla was created through the identification of significant
external opportunities and threats from the SWOT analysis. Then, every factor got a weight
depending on how it relates to Tesla as a company and also in relation to the entire industry; this
step was done to ensure that all the weights sum up to 1. 0. A rating between 1 and 4 for each
factor represents the state of affairs in relation to such factors; 1 indicates weak response while
four stands for excellent response Multiplying the weight by the rating given the weighted score
of each factor.
For instance, The global increase in demand for electric vehicles (weight = 0. 20) and the
evolution of better-performing batteries (weight = 0. 20) have been assigned high ratings (4)
because they are closely associated with a leader now continuously investing heavily in research
and development; hence, each threat has rating less than unity (1); Threats ratings indicate
weaknesses which accrue some low values compared to ones seen above.
This denotes that Tesla takes advantage of what it can and does cope amidst four walls,
about five related items, totalling five hundred words on paper but shorter here because I had
only to type “five hundred words on paper but shorter here” once! Thus, this score implies a tight
strategic position for Tesla, although there are certain risks which should be taken care of
through continuous innovation; otherwise, it might lose in market competition.
Conclusion
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In conclusion, Tesla is well placed in the international market for electric vehicles,
considering its strategic analysis. Its continuous emphasis on being different is seen through the
innovation milestones recorded, like improved batteries and driverless cars, which all help in
keeping it ahead of others. Nevertheless, the manufacturer faces problems like increased
competition as well as regulatory ambiguity, but it remains successful due to its proactive stance
towards entering new markets and being at the forefront of technology. The EFE matrix has
indicated that Tesla can take full advantage of available chances while neutralizing any emerging
dangers. In order to cope with this changing environment wherein people opt for eco-friendly
transport means, there will be a need for Tesla to continue moving at high speed by innovating
and adapting strategically. Through taking advantage of technology and expanding into
favourable markets, Tesla is still positioned at the forefront of driving change toward a more ecofriendly motor sector.
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References
Cao, Z. (2023). Financial Analysis and Valuation on Tesla, Inc. Advances in Economics,
Management and Political Sciences, 42(1), 217–224. https://doi.org/10.54254/27541169/42/20232111
Kong, L. (2023). Analysis of Teslas Advertising and Marketing Strategy. Advances in
Economics, Management and Political Sciences, 4(1), 444–448.
https://doi.org/10.54254/2754-1169/4/2022926
Liu, S. (2021). Competition and Valuation: A Case Study of Tesla Motors. IOP Conference
Series. Earth and Environmental Science, 692(2), 022103. https://doi.org/10.1088/17551315/692/2/022103
Ren, Z., Weng, X., Xu, Y., & Xu, Z. (2023). Financial Analysis and Valuation of Tesla Inc.
Advances in Economics, Management and Political Sciences, 42(1), 69–76.
https://doi.org/10.54254/2754-1169/42/20232081
Thomas, V., & Maine, E. (2019). Market entry strategies for electric vehicle start-ups in the
automotive industry – Lessons from Tesla Motors. Journal of Cleaner Production, 235,
653–663. https://doi.org/10.1016/j.jclepro.2019.06.284
Zhou, Z. (2023). Tesla Marketing Analysis. Academic Journal of Business & Management, 5(2).
https://doi.org/10.25236/ajbm.2023.050225
