Case Analysis for Tesla

STUDY GUIDE MGS 4999 CHAPTERS 1-12

2019

CHAPTER 1, WHAT IS STRATEGY, AND WHY IS IT IMPORTANT? Strategic Management AFI Framework

 Analysis  Formulation  Implementation

Strategy  Set of Coherent Actions

Competitive Advantage Sustainable Competitive Advantage Competitive Disadvantage Competitive Parity Strategies

 Cost-Leadership Strategy  Differentiation Strategy  Integrated Strategy

“Stuck in the Middle” Strategy is NOT:

  

Industry Effects Firm Effects Black Swan Events Stakeholders Stakeholder Strategy Internal Stakeholders External Stakeholders CSR AFI Framework

CHAPTER 2, STRATEGIC LEADERSHIP: MANAGING THE STRATEGY PROCESS Triple Bottom Line Strategic Management Process Strategic Leadership Vision Mission Strategic Commitments Organizational Values Upper-Echelons Theory Formulating Strategy across Levels: Corporate, Business, and Functional

 Corporate

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 Business  Functional

Scenario Planning Dominant Strategic Plan Top Down and Bottom Up Strategies

 Intended Strategy  Realized Strategy  Emergent Strategy

CHAPTER 3, EXTERNAL ANALYSIS: INDUSTRY STRUCTURE, COMPETITIVE FORCES, AND STRATEGIC GROUPS PESTEL Framework 5 Forces Model Michael Porter Network Effects Switching Costs Perfect Competition Monopoly Oligopoly Exit Barriers Complement Industry Convergence Strategic Group Strategic Group Model Mapping Strategic Groups Mobility Barriers

CHAPTER 4, INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND CORE COMPETENCIES Core Competencies Resources RBV Tangible Resources Intangible Resources Resource Heterogeneity Resource Immobility VRIO Framework Path Dependence Causal Ambiguity Dynamic Capabilities Resource Stocks Resource Flows (Inflows / Outflows) Value Chain Analysis Economic Value Creation (V-C) Primary Activities Support Activities

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SWOT Analysis Problems with SWOT

CHAPTER 5, COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND BUSINESS MODELS Competitive Advantage Firm Performance Accounting Profitability Shareholder Value Economic Value ROIC ROE ROA ROR COGS/Revenue R&D/Revenue SG&A/Revenue R&D Intensity Marketing Intensity Working Capital Turnover Fixed Asset Turnover Inventory Turnover Receivables Turnover Payables Turnover Accounting Limitations Shareholder Value Creation Risk Capital Total Return to Shareholders Market Capitalization Stock Market Valuations Economic Value Creation Profit Producer Surplus Consumer Surplus Opportunity Costs Balanced Scorecard Triple Bottom Line Business Model Different Business Models

 Razor – Razor Blade  Subscription-based  Pay-as-you-go  Freemium

CHAPTER 6, BUSINESS STRATEGY: DIFFERENTIATION, COST LEADERSHIP, AND INTEGRATION

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Differentiation Strategy Cost-Leadership Strategy Focused Cost-Leadership Strategy Focused Differentiation Strategy Cost Drivers:

 Cost of Input  Economies of Scale  Learning Curve Effects  Experience Curve Effects

Minimum Efficient Scale (MES) Diseconomies of Scale Learning Curves Experience Curves Economies of Scope Innovation

CHAPTER 7, BUSINESS STRATEGY: INNOVATION AND ENTREPRENEURSHIP Invention Patent Entrepreneurs Intrapreneurs Network effects Imitation Social Entrepreneurship Standard Product Innovation Process Innovation Industry life cycle, Stages = ? Introduction Stage Growth Stage Shakeout Stage Maturity Stage Decline Stage Harvest Strategy Exit Strategy Chasm Framework Crossing the Chasm Technology Enthusiasts Early Adopters Early Majority Late Majority Laggards Incremental Innovation Radical Innovation Architectural Innovation Disruptive Innovation

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Open Innovation Closed Innovation

CHAPTER 8, CORPORATE STRATEGY: VERTICAL INTEGRATION AND DIVERSIFICATION Corporate Strategy Core competencies Transaction costs Transaction cost economics External transaction costs Internal transaction costs Make or buy decisions Vertical integration Specialized division of labor Principal-agent problem Opportunism Information asymmetry Short term contracting Strategic Alliances Long term contracts Licensing Franchising Equity Alliances Joint Ventures Parent-Subsidiary Relationship Industry Value Chain Raw Materials Intermediate Goods and Components OEMs Backward vertical integration Forward vertical integration Specialized assets Site specificity Taper Integration Strategic Outsourcing Off-shoring Diversification Product Diversification Strategy Geographic diversification strategy Product-market diversification strategy Related Diversification Related-constrained diversification Unrelated diversification strategy Conglomerate Restructuring BCG Growth-Share Matrix

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CHAPTER 9, CORPORATE STRATEGY: MERGERS AND ACQUISITIONS, STRATEGIC ALLIANCES Build-borrow-buy framework Acquisition Hostile takeover Horizontal integration Reduction in Competitive Intensity M&A Principal-Agent problems Managerial Hubris Real-options perspective Complementary assets Co-opetition Learning races Greenfield/Brownfield plants Non-equity Alliances Explicit knowledge Equity Alliance Licensing agreements Tacit knowledge Corporate Venture Capital Joint Venture Alliance Management Capability Partner compatibility Partner commitment Inter-organizational trust Alliance Champion Alliance Leader Alliance Manager

CHAPTER 10, GLOBAL STRATEGY: AROUND THE WORLD Globalization MNE FDI Global Strategy Advantages/Disadvantages of Globalization Location Economies Liability of Foreignness CAGE framework Geert Hofstede Cultural Distance National Culture Power Distance Individualsim Masculinity-femininity

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Uncertainty avoidance Economies of experience/scale/scope/standardization Economic arbitrage Greenfield Operations / Brownfield Operations Local responsiveness International Strategy Multi-domestic Strategy Global-standardization Strategy Transnational Strategy Death-of-distance National competitive advantage Porter’s Diamond Framework Factor conditions Complementors

CHAPTER 11, ORGANIZATIONAL DESIGN: STRUCTURE, CULTURE, AND CONTROL Strategy implementation Organizational design Alfred Dupont Chandler Organizational Structure Specialization/Division of Labor Formalization Centralization Hierarchy Span of Control Organic Organization Virtual Teams Mechanistic Organization Simple Structure Functional Structure M-form Matrix Structure Cross-functional Teams Organizational Culture Values Norms Founder imprinting Groupthink Causal ambiguity Social complexity Input controls Output controls

CHAPTER 12, CORPORATE GOVERNANCE AND BUSINESS ETHICS Public Stock Company Limited Liability

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Transferability of Ownership Legal Personality Separation of Legal Ownership and Management Control Black Swan Events Milton Friedman Stakeholder strategy Stakeholder Theory Regional clusters Corporate Governance On-the-job consumption Agency theory Adverse selection Moral hazard BoD Inside directors Outside directors Board independence Stock Options Winner’s curse SEC GAAP Business ethics Codes of conduct Stephen Covey

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