Tesla: A Successful Entrepreneurship Strategy

Abstract

This article is about Tesla, Inc., which was founded in 2003 by a group of engineers in Silicon Valley whose objective was to create zero-emission electric cars better than gasoline automobiles and to accelerate the advent of sustainable transport by providing compelling, mass-market electric cars as soon as possible. Tesla is not just an automaker. It is also a technology company with a focus on energy innovation. Its CEO is American's most well-known entrepreneur, Elton Musk.

Full text

Tesla: A Successful Entrepreneurship Strategy
By Khamis M. Bilbeisi and Moulare Kesse
Peer Reviewed
Dr. Khamis Bilbeisi, a Professor of Accounting at Clayton State
University, has over 30 years’ experience teaching a variety courses
in accounting and is involved with forensic and investigative
accounting. He is a member the American College of Forensic
Examiners Institute, Association of Certified Fraud Examiners, and
the Georgia Society of CPAs. He is the author of numerous
publications.
Moulare Kesse is an Adjunct Instructor at Clayton State University.
Abstract

This article is about Tesla, Inc., which was founded in 2003 by a group of engineers
in Silicon Valley whose objective was to create zero-emission electric cars better than
gasoline automobiles and to accelerate the advent of sustainable transport by providing
compelling, mass-market electric cars as soon as possible. Tesla is not just an
automaker. It is also a technology company with a focus on energy innovation. Its CEO
is American’s most well-known entrepreneur, Elton Musk.
Introduction
The latest view of climate change and its devastating effect on the environment
has scientists, politicians, and the business community worried about the contribution of
human activities to the production of greenhouse gases such as the carbon dioxide
emitted by cars (Transportation’s Role in Climate Change, 2016). The Intergovernmental
Panel on Climate Change (IPCC), which includes more than 1,300 scientists from the
United States and other countries, has forecasted a temperature rise of 2.5 to 10 degrees
Fahrenheit over the next century (The consequences of climate change, 2016).
Furthermore, the spectacular increase in the production of industrial output in China, just
like other industrial production centers such as Germany and the USA, has accelerated
the depletion of global oil reserves (The structure of China’s oil industry, 2016). The
explosion of industrial output is driven by the attempt to satisfy the voracious consumption
and the increasing demand for consumer goods around the world.
Rapid oil depletion has increased the call for renewable and diversified sources of
energy given the unsustainability of oil-dependent economic development. Hence, in
2014, a resolution by the UN General Assembly declared 2014-2024 the United Nations
Decade of Sustainable Energy for All (Sustainable development, 2016). Elton Musk, CEO
of Tesla, Inc. (formerly Tesla Motors) believes that in the future solar and wind farms can
provide electric power when the sun is not shining and when the wind is not blowing by
storing electricity generated when the sun is shining or the wind is blowing in new types
of batteries. He is encouraged by market readiness and public policies’ willingness to
explore alternative sources of energy.
Musk and his team claim that the owner of a small sedan being driven 15,000 miles
annually will spend an average of $6,957 on gasoline (Driving cost per mile, 2014). In
contrast, the owner of an electric car running the same annual mileage will spend $540
(Moloughney, 2016). In addition, an electric car’s maintenance cost is 35% less than for
a gasoline-powered car (Ingram, 2016). It is based on this analysis that electric-powered
vehicles became commercially viable.
Directly competing with Tesla is the Chevrolet Bolt. Other potential competing EVs
are in development. Currently Tesla has the high-end market to itself. One advantage of
EVs over vehicles with gasoline engines is the lack of a drive shaft that makes for a more
roomy interior.
South African native Musk, who studied economics and physics in college, is co-
founder, CEO, and product architect of Tesla; the founder, CEO and CTO of SpaceX; co-
founder and chairman of OpenAl; co-founder of Zip2; and founder of X.com which, after

merging with Confinity, took the name PayPal. (See interview with Musk at
https://www.youtube.com/watch?v=IgKWPdJWuBQ in which he discusses the need for
and advantages of electric vehicles.)
Supply Chain Management Strategy
Tesla’s business model is different from that of most automobile manufacturing
companies because it owns the entire supply chain from manufacturing to distribution.
This strategy is driven by the ultimate goal of lowering manufacturing costs and costs of
goods sold, thereby assuring the business’ sustainability. Under the leadership of Musk,
the company unveiled its Model S following its very first model, the Roadster. Tesla is
now in the process of producing its latest models, Model X and Model 3, which, unlike its
previous models, target the mass market for electric vehicles. It is worth noting that
Tesla’s supply chain management strategy focuses on a long-term growth strategy
involving production, inventory management, and distribution.
Growth Strategy
Tesla’s growth strategy is mostly driven by the anticipated high demand for Model 3.
Hence, research and development costs rose to $81.5 million from $54.9 million a year
ago (Ramsey, 2016). Following the R&D budget increase of 48% from the first quarter
of 2013 to the first quarter of 2014, the company planned to grow R&D expenses for the
second quarter by 30% from the first quarter (Ramsey, 2016). The focus on research
and development in the company’s growth strategy involved the modification of the
existing assembly line to handle the production of two different models: Model S and
Model X (Crawford, 2016). In addition, its plant modification involved the development of
advanced computer programs for assembly robots (Crawford, 2016). The company’s
growth strategy was to increase production of the model S and to unveil its Model X in
2015 and Model 3 in 2017. This was in line with its production strategy and initiatives.
(See a documentary about Tesla at https://www.youtube.com/watch?v=ncw4ISEU5ik .)
Production
Musk has promised to dramatically increase car production, expand Tesla’s
charging infrastructure to accommodate increasing the number of tesla cars on the road,
and conquer self-driving vehicles by 2020 (Thompson, 2016). In addition to making
electric cars, Musk also wants the company to produce the energy that power his
cars. (See how Tesla manufactures cars at
https://www.youtube.com/watch?v=8_lfxPI5ObM .)

Production level:
The company has expanded its manufacturing tentacles into Tilburg, the
Netherlands, where it has an assembly facility, and Lathrop, California, where it has a
specialized production plant (About Tesla, 2016). In November 2015 during the Baron
Funds investor conference Musk suggested that Tesla is on the way to become larger
than auto giants like General Motors, Volkswagen, and Toyota (Thompson, 2016).
Charging infrastructure:
With the ambition to have close to 500,000 Tesla cars on the road by 2018
(DeBord,2016), Musk aims to expand Tesla's supercharging network which currently
offers electric filling stations that are capable of charging a Tesla vehicle enough to give
it almost 200 miles of range in just 30 minutes (Thompson, 2016). During the Model 3
unveiling in March, Musk suggested that Tesla would double the number of its
superchargers worldwide from some 3,600 to more than 7,000 by 2018 (Thompson,
2016). Currently Tesla provides the only electric cars with an official range of more than
200 miles per charge.) Tesla’s supercharger network gives it a competitive advantage
over actual and potential competitors.
Autonomous driving:
Musk promises that his cars will be autonomous by 2018 (Thompson, 2016). The
company rolled out its semi-autonomous autopilot system at the end of October 2016.
Musk suggests a two-year timeline to achieve “level 4” autonomy in Tesla’s cars and also
adds that, while the technology may be there, the user may not get full access to it
because it is unlikely regulators will have laws in place by the time Tesla’s autonomous
cars are ready (Thompson, 2016).
Battery production:
One significant source of cost for Tesla cars is the lithium ion battery packs. Tesla
and key strategic partners including Panasonic have begun construction of a Gigafactory
in Nevada that will supply low cost lithium ion battery packs and facilitate the production
of a more affordable vehicle, Model 3 (About Tesla, 2016). By 2020, the Gigafactory is
expected to achieve an output of battery packs that can be used not only for cars but also
in stationary storage, helping to improve the reliability of the electrical grid, reduce energy
costs for businesses and residences, and provide a backup supply of power (About Tesla,

2016). Tesla estimates the factory will help reduce the cost of its batteries by as much as
30% once it is fully operational in 2020 (Thompson, 2016). While the record for
hypermiling in a Tesla is almost 500 miles, the official range of Tesla’s Model S is about
265 miles per charge, according to ratings by the Environmental Protection Agency
(Thompson, 2016). Musk claims that by 2020 Tesla will likely be able to make its cars
go as far as 745 miles per charge (Thompson, 2016).
Musk believes that it is likely that in the future electric vehicles will depend on
super-capacitors, rather than on batteries. Like batteries, super-capacitors store energy,
but they would be much more efficient at storing the massive amounts of energy needed
for non-mechanical braking and accelerating. (Electric cars accelerate more rapidly than
do gasoline-powered cars.)
Inventory Management
Tesla’s success in reducing costs was to minimize risk by keeping very little
inventory. Such inventory cost reduction was achieved by batch production after prepaid
orders were obtained. Its order-production strategy offers a few advantages. First,
customers waiting for their cars to be delivered can choose to further customize their cars.
Second, keeping little inventory allows the company to minimize the amount of capital
and risk tied up with storing excess inventory (Tao, 2016). Moreover, saving from avoiding
excess inventory can be redirected toward R&D to grow the company. Better inventory
management contributed over $30 million in cash and reduced logistic costs in the quarter
ended March 31, 2013 (Tao, 2016). Furthermore, sales for this quarter were up to $526
million, and direct savings from better inventory management was around 5.3% (Tao,
2016).
Distribution
Tesla chose to reject the traditional franchise-dealer sales model for the following
reasons: The company argued that selling to customers prevents unnecessary additional
costs. A report, published by Goldman Sachs, an investment bank, estimated that the
savings for customers in the direct-to-consumer model is around $2,225 for a $26,000
vehicle, or an 8.6% savings (Tao, 2016). Customers can view the cars in the showrooms
and complete orders at the showroom or online or on the phone and have the cars
delivered to them. Even though the wait time might not be always desirable, Tesla’s
revenue increase is reflective of customers’ willingness to trade a few months of waiting
time for an affordable and reliable electrical car. The company’s current success can be
attributed to its nonconventional supply chain management strategy.
Tesla’s Successes

Tesla’s engineers first designed a powertrain for a sports car named the Roadster.
Launched in 2008, the 2,400 Roadsters sold were on the road in more than 30 countries
(About Tesla, 2016). In 2012, Tesla launched Model S, and it was named Motor Trend’s
2013 Car of the Year (“About Tesla”, 2016). The delivery of Model S generated a revenue
increase of 11% to $618 million in the first quarter of 2014 compared to the first quarter
of 2013 (Tesla’s financial statements show the company’s rapid growth, 2014). As a
result of controlling costs through better supply chain management, Tesla had a 25%
gross profit margin. This is almost twice that of GM, which had a 13% gross profit margin
in 2013 (Tesla’s financial statements show the company’s rapid growth, 2014). The
encouraging revenue growth and the performance rating of Tesla’s Model S certainly
explain the production forecast of 55,000 cars: Model S (35,000) and Model X (20,000).
Tesla posted a quarterly profit in the third quarter of 2016 of $22 million. This was
the second time it posted a quarterly profit. It produced 80,000 cars in 2016) Driving its
2016 third quarter profit was improved sales of the Model S sedan and Model X sport-
utility vehicle, reduced spending, and selling pollution tax credits to other automobile
manufacturers. The price of the new version of the model S was $66,000. Purchasers of
full electric or plug-in hybrid cars may be eligible to receive up to a $7,500 federal tax
credit. At $2.3 billion, 2016 revenue was substantially above the previous year’s $936.8
million.
The Financial Times reports that “As of Mar 18, 2017, the consensus forecast
amongst 23 polled investment analysts covering Tesla Inc. advises investors to hold their
position in the company. This has been the consensus forecast since the sentiment of
investment analysts deteriorated on Aug 14, 2015 (consensus recommendation, 2017).
Tesla’s Challenges
It’s difficult to produce automobiles when you have never done so before. A unique
challenge for Tesla is vertical integration--owning and operating everything. Despite the
many challenges his company faces, Musk asserts that his EVs will soon be found in
millennials’ driveways as they switch from apartments to home ownership.
Tesla’s fund raising initiatives to gather capital to upgrade the production plant and
get it ready for the production forecast of 55,000 cars in 2015 proved to be more
challenging than anticipated. The initial plan to sell $500 million of stock was later revised
to $640 million as feasibility costs were increasing and cash reserve decreased
(Crawford, 2016). Furthermore, the heavy task of reprogramming the highly computerized
assembly robots needed more time for completion than planned (Young, 2015). As a
result of the need for additional capital and time to get the production plant ready, delivery
to customers had to be delayed for a few months. Consequently, Tesla announced the
reduction of its production forecast for 2015 from 55,000 to 50,000 (Young, 2015). This
reduction in production and delivery delay shook investors’ confidence and caused the
stock price to drop 12% (Crawford, 2016).

Musk has admitted he spent the first part of 2016 in production hell (DeBord, 2017).
Fortunately J. D. Powers found that Tesla’s quality problems with its expensive luxury
cars had not tarnished its brand image and sales because their owners view themselves
as pioneers who enjoy being early adopters of new technology (Murtha, 2017).
Conclusion
Tesla’s nonconventional supply chain management strategy to cut operation costs
and successfully deliver a reliable and affordable product rests on a short term goal of
product acceptance and a long term strategy for growth and profitability. The company’s
current challenges of funding and the technological feasibility of mass production is a
reminder that flooding the roads in America and around the globe with electric cars at
affordable prices is a daunting task that explains the failure of previous attempts. In 2006,
Musk asserted that "The strategy of Tesla is to enter at the high end of the market, where
customers are prepared to pay a premium, and then drive down market as fast as possible
to higher unit volume and lower prices with each successive model" (Musk, 2006).
Despite Tesla’s present challenges, the company’s current record of 400,000
reservations for the model 3 is not only a testament that Tesla cars have passed the test
of product acceptance, but is also a demonstration of the viability of Musk’s strategy since
it was put in place in 2006.
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Source of cartoon: https://www3.epa.gov/recyclecity/service.htm