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Tesla's China Drive
內容大綱
As a newcomer in the automobile industry, Tesla Motors had distinguished itself by redefining automobiles and rewriting some of the rules of the automobile industry. Ten years after its founding, it had begun to make inroads into China — a totally different market from Europe and the United States — and commenced its globalization efforts. China had set “new energy” as its major strategy for sustainable development and national security. Which path should Tesla follow to make China its second-largest market? How can Tesla’s director for China overcome the company’s strategic challenges in innovating in the Chinese market?
學習目標
This case has been designed primarily to facilitate discussion on global strategy development in courses on strategy, technology and business model innovation. It can be used in MBA classes, EMBA classes and executive development programs. Participants can be executives from state-owned or foreign enterprises, owners of private firms and professional managers. Students will learn:<ul><li>How to choose a strategy based on specific local conditions during the process of globalization.</li><li>How to plan business model innovation in a new market for cross-border enterprises.</ul></li>