Create a high-level (strategic) business plan for Operations and Finance for Tesla, covering the next 5-10
years.
Operations – How can it become more efficient, sustainable, and profitable? How can it leverage the current
revolutions in data, technology, etc.? How can it build resilience (stability & flexibility) into its operations?
Finance – What do its investors expect? What do its employees and other stakeholders expect? How can it
best finance its strategic growth and mitigate any major potential risks?
Tesla Operation and Finance strategic plan for next 5-10 years
The strategy of Tesla is to enter at the high end of the market where customers are prepared to pay a premium, and drive down market as fast as possible to higher unit volume and lower prices with each successive model. Tesla has applied an effective approach to build their innovation capital so they can win the resources and support to execute on their vision. Investors are seeing the potential of Tesla’s future as the company’s market value now exceeds the combined market value of GN, Ford and Fiat Chrysler. By investing in batteries, producing them at scale and in better ways, Tesla is betting that they will control the bottleneck, and thus the profit center, for the future of the industry. Tesla’s strategy also accounts for the system level, the entire set of complements needed for a customer to use its product.
separated by a title name: Employment, Affordability, Age, Learning Advances, Employer Perceptions and Burning Out. Underneath said concerns, descriptions are stated involving information that may not be known by future learners. However, in addition, Sabell also notes information that gives awareness of how to address and overcome said concerns. ‘I’m too old to study’ shows ones age as a negative barrier. Whereas, ‘age is their greatest advantage,’ attains a positive quality and illustrates their experiences of the world and their knowledge gained from the importance of learning. This piece of research is dated from 2017 and is considered relevant and fairly up to date. Also, the source reference of this article is from The College for Adult Learning, reassuringly confidence is given in that the knowledge and information published is creditable, as it’s from an educational setting.
According to Caschera (2013), the three biggest challenges facing adult learners are balancing school and life, accessibility and costs. The realisation of how time management is essential when deciding to enter or re-enter education is evident in all aspects of living. ‘The Balancing Act’ is detrimental to the success of progression, but many adult learners have family and work obligations. Furthermore, these ‘additional responsibilities can lead to stress and frustration for adult learners.’ It is then considered that accessibility is linked to time commitments and therefore attendance to classes may become more difficult during the regular course timetable, as employment and childcare may cause conflict. In turn, reluctance in the pursuit of higher education may occur. The long-term cost of higher education can also have a major impact on adult learners living situations.
However, knowledge of these concerns is being addressed by many educational in