
Research on Tesla’s Business Model on Obtaining Competitive Advantages
- 1 University of Birmingham
* Author to whom correspondence should be addressed.
Abstract
Organizations, governments, and communities have widely discussed the concept of digital and technological innovation when the world penetrated to a new era of technological modernization. People focus on developing advanced technologies to increase production efficiency and business profitability. As a result, many organizations discover new ways to promote their market positions and gain competitive advantages over their rivals. Tesla Inc. is a typical innovative firm that disrupts conventional vehicles' business model to create a more sustainable vehicle market. The analysis of the business model, SWOT, and Porter's five forces are used to understand how Tesla engages with the development of the electric vehicles market to win market shares and customer loyalty. The essay concludes that the ways of disrupting conventional vehicle value propositions, transforming to renewable energy fuels, and the efforts put into the research process make Tesla a successful and favorable organization in the innovative realm and vehicle market.
Keywords
Tesla, competitive advantages, technological innovation, electric vehicle, vehicle market
[1]. Shane, S. (2009) The Handbook of Technology and Innovation Management. John Wiley & Sons Ltd, England.
[2]. Liu, J. (2022). Research on the Tesla's Business Model Analysis. In 2022 4th International Conference on Economic Management and Cultural Industry (ICEMCI 2022.) pp. 828-835. Atlantis Press.
[3]. Li, C., Negnevitsky, M., & Wang, X. (2020). Prospective assessment of methanol vehicles in China using FANP-SWOT analysis. Transport Policy, 96, pp. 60-75.
[4]. Jiang, T. (2022) A Business Model to Analyze the Tesla Based on SWOT Analysis and POCD. In 2022 7th International Conference on Financial Innovation and Economic Development (ICFIED 2022) pp. 2896-2899. Atlantis Press.
[5]. Bruijl, D., & Gerard, H. T. (2018). The relevance of Porter's five forces in today's innovative and changing business environment. Available at SSRN 3192207.
[6]. Feng, W., & Figloizzi, M. A. (2012) Conventional vs electric commercial vehicle fleets: A case study of economic and technological factors affecting the competitiveness of electric commercial vehicle in the USA. Procedia-social and behavioral science, pp. 702-711.
[7]. Perkins, G., & Murmann, J. P. (2018). What does the success of Tesla mean for the future dynamics in the global automobile sector?. Management and Organization Review, 14(3), pp. 471-480.
[8]. Strömberg, H., Andersson, P., Almgren, S., Ericsson, J., Karlsson, M., & Nåbo, A. (2011). Driver interfaces for electric vehicles. In Proceedings of the 3rd International Conference on Automotive User Interfaces and Interactive Vehicular Applications. pp. 177-184.
[9]. Eberhard, M., & Tarpenning, M. (2006). The 21st century electric car Tesla motors. Tesla Motors, 17.
[10]. Kissinger, D. (2019) Tesla Inc. Five Forces Analysis (Porter’s model) & Recommendations. https://panmore.com/tesla-motors-inc-five-forces-analysis-recommendations-porters-model
[11]. Khan, S. (2016). Leadership in the digital age: A study on the effects of digitalization on top management leadership.
[12]. Bruijl, D., & Gerard, H. T. (2017) Tesla Motors, Inc.: Driving Digital Transformation and The Digital Ecosystem. BizChange (NZ) Ltd, New Zealand.
[13]. Liu, Z., Hao, H., Cheng, X., & Zhao, F. (2018). Critical issues of energy efficient and new energy vehicles development in China. Energy Policy, 115, pp. 92-97.
[14]. Rimmer, M. (2014). Tesla Motors: Intellectual property, open innovation, and the carbon crisis. In Intellectual Property Scholarship Seminar.
Cite this article
Yang,R. (2023). Research on Tesla’s Business Model on Obtaining Competitive Advantages. Advances in Economics, Management and Political Sciences,25,159-164.
Data availability
The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.
Disclaimer/Publisher's Note
The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of EWA Publishing and/or the editor(s). EWA Publishing and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
About volume
Volume title: Proceedings of the 2023 International Conference on Management Research and Economic Development
© 2024 by the author(s). Licensee EWA Publishing, Oxford, UK. This article is an open access article distributed under the terms and
conditions of the Creative Commons Attribution (CC BY) license. Authors who
publish this series agree to the following terms:
1. Authors retain copyright and grant the series right of first publication with the work simultaneously licensed under a Creative Commons
Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this
series.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the series's published
version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial
publication in this series.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and
during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See
Open access policy for details).