Read case: Tesla Motors located at
Rothaermel, F. T., & Zimmer, E. (2014). Tesla Motors (in 2013): Will sparks fly in the automobile industry? (McGraw-Hill Education Case No. 0077645065). Retrieved from https://cb.hbsp.harvard.edu/cb/pl/28623611/28636591/8b0a28d6c507858967e18f2e9d50a628
Identify, as explicitly as possible, all the relevant stakeholders that have an interest in Tesla Motors, and how Tesla should manage them as part of a strategy.
Research your stakeholder list initially this way, to ensure complete coverage:
General Ecosystem Stakeholders (the ones that are behind the specific P.E.S.T. influences, includes the press, interest groups, the public at large, communities, shareholders, etc.)
Industry Level Stakeholders (direct local competitors, potential substitute companies, other competitors or potential competitors outside your current markets, lenders, alliance or potential alliance partners, trade associations, suppliers in the entire supply chain, customers and their end-users, potential customers or end users, etc.)
Internal Stakeholders (these are the people who influence the company from inside, including the board of directors, senior leadership, management, skilled employees at any level, other employees, contract workforce, outsourced workforce, potential new recruits, etc.)
Potential New Stakeholders (at any level, but which may become stakeholders as you consider new strategic actions and activities)
Then, reorder and rank the stakeholder list in order of influence priority, where stakeholders at the top of the prioritized list require more of Tesla Motor’s attention because they can/will influence your strategic choices for the future the most. An assessment of the stakeholder environment for Tesla (and the U.S. automobile industry) that includes a comprehensive and prioritized list of stakeholders and explains who the key stakeholders are that Tesla Motors must pay attention to and why; and then offers specific strategies for how Tesla must seek to manage or otherwise, legally and ethically, influence these stakeholders.
*must be original writing no plagiarism.
Wolfe, N. (2011). The living organization: Transforming business to create extraordinary results. Irvine, CA: Quantum Leaders Publishing.
Chapter 8, Experience: The Driver of Perceived Value
Chowdhury, S. D. (2014). Strategic roads that diverge or converge: GM and Toyota in the battle for the top. Business Horizons, 57(1), 127 136.
Retrieved from the Walden Library databases.
Applegate, L. M. (2008). Stakeholder analysis tool [Exercise]. Retrieved from https://cb.hbsp.harvard.edu/cb/pl/28623611/28644117/653bbd82e156def6e1399535711fa0c5
This article and exercise describe one approach to conducting a stakeholder analysis. You can use the table provided as a template to evaluate stakeholders in any project, company, or industry.
Porter, M. E. (1983). Note on the structural analysis of industries [Industry and Background note]. Retrieved from https://cb.hbsp.harvard.edu/cb/pl/28623611/28644116/e94bc0593b2ab35046b839e8732d70ac
In this seminal article, renowned business scholar Michael Porter categorizes the general forces that shape and influence all industries. This week, only focus on pages 13 and page 13. These pages discuss the industry-wide forces that influence all competitors. You will read the remainder of the article next week.
Rothaermel, F. T., & Zimmer, E. (2014). Tesla Motors (in 2013): Will sparks fly in the automobile industry? (McGraw-Hill Education Case No. 0077645065). Retrieved from https://cb.hbsp.harvard.edu/cb/pl/28623611/28636591/8b0a28d6c507858967e18f2e9d50a628Â