MGT501 Business Environment Report 2 Sample

MGT501 – Business Environment. Ass 2

Management – Report

Assessment Task

Critically analyse stakeholder theory in a real-life business or a project setting, with specific emphasis on relevant internal and external environment factors. In doing so, you are required to employ a stakeholder matrix and mapping techniques to determine the extent of stakeholder influence and interest.

Context

Stakeholder analysis is a technique for identifying stakeholders and analysing their roles in a given business or project scenario. The aim of the analysis is to map out and manage the stakeholders’ level of influence and degree of interest. Stakeholder analysis can also be used to assess the relationships between different stakeholders, as well as the issues they care about in the internal and external business environments. Internal stakeholders are individuals or groups who are directly involved in a business/project and includes owners, board members, managers, employees, and investors. External stakeholders, such as customers, suppliers, competitors, society and government are stakeholders who are indirectly impacted and influenced by the business or project activities. Understanding both internal and external stakeholders of a business/project is important as it helps to:

• engage and enhance communication with relevant stakeholders

• reduce/prevent/manage risks, and identify opportunities

• improve internal stakeholder commitment, and

• improve business reputation amongst external stakeholders.

Instructions

1. Selection of the business or a project scenario

You are required to select a verifiable real-life business organisation or a specific business project in an industry related to your course of study/area of specialisation (e.g., MGPM, MEM, MBA, MBIS, GCBA).

The chosen business/project can be one that you have worked for or would like to work for in the future. Please note that the chosen business/project MUST be approved by your Learning Facilitator before it can be used in your Assessment 2 Discussion Forum activities, and Assessment 2 Report.

2. Assessment 2 Discussion Forum activity

• As a crucial aspect of Assessment 2 report, you are REQUIRED to complete the following discussion forum learning activities in Modules 3.1, 3.2, 4.1 and 4.2:

o Module 3.1 Learning Activity 1 Assessment 2 Discussion Forum Topic 1

o Module 3.2 Learning Activity 1 Assessment 2 Discussion Forum Topic 2

o Module 4.1 Learning Activity 1 Assessment 2 Discussion Forum Topic 3

o Module 4.2 Learning Activity 1 Assessment 2 Discussion Forum Topic 4

• Each of these learning activities requires you to address a given topic as it relates to your chosen business organisation or project, and subsequently post your responses in relevant discussion forums. In addition, on each Discussion Forum topic, you are also required to comment on the response posted by one of your peers in a dissimilar industry and business/project.

• It is very important to NOTE that completion of these four discussion forum activities will help you to build up information and resources required for your Assessment 2 Report (stakeholder analysis).

• Please refer to Modules 3.1, 3.2, 4.1 and 4.2 Learning Activities sections for more information about completing these learning activities. Please NOTE that your contributions to the Assessment 2 Discussion Forum learning activities will be graded as part of your Assessment 2 Report (see assessment 2 rubric for more details).

3. Based on the selected business organisation or project, you are required to write an up to 2500-word report on its internal and external stakeholder analysis.
Please note that the business or the project selected for Assessment 2 Discussion Forum Topics (1-4) must be the same as the business/project selected for the stakeholder analysis report. Failure to adhere to this requirement may result to a zero grade in Assessment 2.

4. The stakeholder analysis report should address the following points:

• Identify and analyse the functional areas of the business/project.

• Scan the macro economy for recent developments and comment on the future economic outlook of the business. Based on verifiable evidence, discussion MUST include the current macroeconomic environment, industry outlook and competition landscape.

• Identify the important internal and external stakeholders, and comment on their interests and level of engagement in the business/project.

• Create a stakeholder matrix, and corresponding stakeholder mappings.

• From the discussion forums, choose a peer’s contribution, which MUST be in an unrelated industry and business/project to yours. Then, compare your industry and business/project against that of your chosen peer’s.

NOTE: if your assessment is on a project, it MUST be compared against another project in an unrelated industry.

• You are required to support your observations, statements and claims with relevant theoretical and conceptual frameworks, including evidence from credible sources.

• Note: PESTEL and Porter’s 5 Forces are good tools to help you identify most of the external stakeholders.

5. Structure and format of the report
Your individual stakeholder analysis should follow standard report structure and include the following:

• Cover page: You may use the formal Torrens University coversheet. Or a simple one with student details (student name, ID, Subject code & name, Assessment number and title, Lecturer/LF).

• Executive Summary: Provide a concise summary of the report in bullet points.

• Introduction: The aim of the report, and background information about the selected business/project.

• Main body:

o Identify the functional areas of the business/project.

o Present the macroeconomic scenario and outlook.

o Identify internal and external stakeholders, and their roles.

o Identify the nature and degree of main stakeholders’ interests, and implications of conflicting interests.

o Identify the level of the main stakeholders’ influence.

o Create a stakeholder matrix, and corresponding stakeholder mappings.

o From the discussion forums, choose a peer’s contribution, which MUST be in a dissimilar industry and business/project to yours. Against your peer’s:

- Compare your industry and business/project operations; analyse the competition landscape, and

- Identify the main points of stakeholder dissimilarities, and analyse the differences in their interests and influences.

• Conclusion: summarise the aim and findings of the report. There should not be any new information that was not captured in the introduction and main body in the conclusion

• References

• Appendices

You are REQUIRED to include the responses of the Discussion Forum activities (i.e., your responses, and critique of your peer’s responses) as Appendix. (Note: You can copy/screenshot and paste your Discussion Forum activities in the appendices).

Solution

Introduction 

Tesla is a famous American electric vehicle and clean energy organization that works internationally. Tesla's stakeholders, like those of other successful businesses, have a significant impact on the decisions and procedures the company employs, which ultimately contributes to its expansion and success. The primary objective of this report is to investigate and synthesize the fundamentals of modern business practices, particularly in relation to Tesla.

This report will give a relative investigation of Tesla's strategic policies against those of other industry pioneers. The focus will be on comparing Tesla's innovative business model and sustainable energy strategy to those of its market competitors. Moreover, the report will dissect the macroeconomic climate and give a reflection towards the external powers that essentially influence Tesla's business activities. As per the MBA Assignment Expert overview, The significance of Tesla's stakeholders and their roles in the company's success will be determined through stakeholder mapping and analysis. A comprehensive comprehension of the various groups involved in Tesla's operations and their interactions will result from this. This report plans to give a top to bottom examination of Tesla's strategic approaches and their effect on the organization's general achievement. Through this examination, we can distinguish the qualities and shortcomings of Tesla's tasks and decide regions for development in the profoundly serious market.

Identification of the functional area of the business

Identifying the functional area of a business is fundamental for figuring out its tasks and accomplishing its objectives. On account of Tesla, the organization works in the auto and energy ventures, delivering electric vehicles, energy capacity frameworks, and sun powered items. Research and development, production, marketing, sales, finance, and human resources are the business's functional areas.

Innovative work is a basic region for Tesla as the organization persistently enhances to work on its items and administrations. In order to enhance its energy storage solutions and technology for electric vehicles, the company makes significant investments in research and development. Tesla's production is another important part of the business because the company makes its products all over the world (Tesla 2022).

Tesla's expansion into the automotive and energy markets necessitates strong marketing and sales efforts. The organization's novel selling recommendation of maintainability and natural amicability separates it from its rivals, and showcasing endeavors center around advancing these perspectives (Furrier 2020).

Another critical area for Tesla is finance because the company must effectively manage its finances to maintain its growth and profitability. The financial strategies of Tesla include investing in growth opportunities to expand its product offerings and raising capital through debt and equity financing (Furrier 2020).

Human resources is another important part of Tesla's business because the company wants to hire and keep the best people in the industry (Tesla 2022). To keep its workforce motivated and productive, the company provides a variety of benefits and training opportunities.

In outline, Tesla's useful region of the business incorporates innovative work, creation, advertising, deals, money, and HR. The company's growth and success in the competitive energy and automotive sectors are heavily reliant on each of these areas.
Macroeconomic scenario and outlook

External Factors Impact 

Political 

• Political instability in some countries could affect Tesla's supply chain and sales 
• Government policies that support electric vehicles could positively impact Tesla's business
• Possible changes in tax policies could affect the demand for electric vehicles

Economic 

• The global economic conditions could impact the demand for luxury electric cars (Morecroft 2015)

• Changes in exchange rates could affect the company's profitability  (Dorobantu et al., 2018)

• The cost of raw materials, such as lithium and cobalt, could impact Tesla's production costs

Social 

• Growing awareness about climate change and the need for sustainable transportation could benefit Tesla

• Changing consumer preferences for environmentally-friendly vehicles could increase demand for Tesla's cars 

• Demand for autonomous driving technology is growing

Technological 

• Advancements in battery technology could affect Tesla's competitiveness in the market 

• Competition from other electric car manufacturers could impact the adoption of Tesla's technology  (Kokemuller 2018)

• Rapidly evolving technology requires ongoing investments in research and development

Legal 

• Regulations related to emissions standards and safety requirements could affect Tesla's production and sales 

• Intellectual property laws could impact Tesla's ability to protect its innovations and technology Possible changes in trade policies could affect the company's global supply chain

Environmental 

• Increasing focus on sustainability and renewable energy could benefit Tesla's image and sales 

• Government regulations related to emissions standards and carbon credits could affect Tesla's operations 

• The company's carbon footprint and environmental impact could be subject to public scrutiny and criticism.

TESLA has been impacted by a number of external factors, as can be seen from an analysis. The organization has faced a significant obstacle in the rapidly evolving political environment. TESLA has had the option to use its assets, for example, its creative items and solid brand picture to defeat these difficulties. Economic factors like fluctuating raw material prices and increasing market competition have also had an effect on the organization (Kokemuller 2015). TESLA, on the other hand, has been able to maintain its leadership position in the market by continuously investing in product and service enhancement research and development.

Social factors like the growing demand for eco-friendly products and awareness of sustainable living have had a positive effect on TESLA. Additionally, the organization has been able to benefit from technological advancements like the growing use of electric vehicles and autonomous driving technology. Product safety and employment laws have presented TESLA with legal difficulties. The company, on the other hand, has been able to keep up with these regulations and has actively worked to improve its safety measures.

Because the automotive industry is known to have a significant impact on the environment, TESLA has also been very concerned about the environment. In any case, TESLA has had the option to use its solidarity in advancement and supportability to moderate these difficulties. The association has executed a few drives to decrease fossil fuel byproducts, like the improvement of electric vehicles and the establishment of sunlight based chargers.

Identification of the internal and external stakeholders and their roles

Stakeholder mapping is a valuable device for recognizing the various gatherings engaged with a business and breaking down their effect on the association (Melancon & Dalakas 2018). On account of Tesla, partners can be partitioned into a few classifications, including investors, clients, workers, providers, controllers, and the local area.

Shareholders: Tesla's investors are a critical partner bunch as they give the essential money to the organization's tasks and development. The organization's essential objective is to make an incentive for its investors, and its strategic policies and choices are frequently determined by this goal.

Customers: As they drive demand for the products and services offered by Tesla, the company's customers are yet another significant stakeholder group. Individuals, organizations, and government agencies make up Tesla's customer base, and the company aims to provide them with sustainable goods of high quality.

Employees: The employees of Tesla are essential stakeholders because they are crucial to the success and operation of the business. Competitive wages and benefits, as well as opportunities for career advancement, are the company's primary strategies for retaining industry leaders (Chen & Miller 2015).

Suppliers: Because they supply the essential raw materials and components for the products manufactured by Tesla, Tesla's suppliers are also significant stakeholders. 
Tesla has an inventory network that traverses the globe and works with different providers to guarantee its creation processes are productive and practical.

Regulators: Because Tesla is in a highly regulated industry, regulators are an essential stakeholder group. Tesla necessities to conform to different guidelines connected with wellbeing and assembling norms to work in various business sectors around the world.

Community: Because Tesla's operations have a significant impact on the environment and the communities in which it operates, the community is another important stakeholder group for the company. By supporting local communities, promoting environmentally friendly practices, and reducing its carbon footprint, Tesla aims to be a responsible business (Leisyte & Westerheijden 2014).

Stakeholder analysis assists in determining the significance of each stakeholder group and the ways in which they contribute to the success of the business. Customers and shareholders are Tesla's most important stakeholders because they drive the company's growth and profitability (Retolaza, Aguado & Alcaniz 2019). Because they supply the resources necessary for the company's operations, employees and suppliers are also important stakeholders. Because they have an impact on the company's ability to function and uphold its reputation, regulators and the community are significant stakeholders.
 

Identification of the nature and degree of main stakeholders' interests, and the implications of conflicting interests 

Shareholders, clients, workers, suppliers, regulators, and the communities in which Tesla operates are the primary stakeholders. As per Abreu  & Gomes (2018) maximizing profits and returns on investments is important to shareholders. Customers are interested in innovative, high-quality electric vehicles that are good for the environment. Fair pay, career advancement, and job security are important to workers (Retolaza, Aguado & Alcaniz 2019). It is in Tesla's best interest to maintain a long-term business relationship with its suppliers. Regulators are interested in ensuring that Tesla complies with environmental and safety regulations. In addition to the environmental impact of Tesla's operations, communities are interested in economic expansion and job creation (Guillot et al.,  2017).

Stakeholders, such as shareholders and employees, may have divergent interests. Investors might push for cost-slicing measures to increment benefits, which can prompt cutbacks or diminished benefits for workers (Rivai, Rohman & Supani 2020). Similarly, regulators may impose stringent environmental or safety standards that could increase Tesla's costs, which could lead to conflicts of interest between Tesla and regulators.

In addition, there may be divergent interests between Tesla and the communities in which it operates; for instance, some communities may oppose the establishment of Tesla factories due to worries about traffic congestion and pollution. Adjusting these clashing interests is urgent for Tesla to keep up with positive associations with its partners and guarantee the drawn out manageability of its business activities.

Comparison

Tesla and Ford Motors are two of the key part in the auto business. The distinct business practices and strategies of the two organizations set them apart from one another.

Tesla's business activities are centered on electric vehicles, energy capacity, and sunlight powered chargers. With its cutting-edge technology and sleek designs, Tesla has established itself as a market leader in the electric vehicle sector. Customers who care about the environment have developed a devoted following for the business thanks to its focus on renewable energy sources (DeBord 2018). Additionally, Tesla operates a direct-to-consumer sales model that avoids conventional dealership networks. This permits them to have more prominent command over their image and client experience (Mackintosh 2020).

Ford Motors, on the other hand, focuses on traditional gasoline-powered vehicles as well as electric and hybrid models in its business operations. The organization has a long history in the auto business and is known for its notorious American plans. Both Ford and Tesla face competition from established players as well as new entrants in the market in terms of competition (Paleja 2023). Tesla's principal rivals incorporate customary automakers like General Engines and Toyota, as well as more current electric vehicle players like Rivian and Clear Engines. Portage's primary rivals incorporate other conventional automakers like General Engines and Toyota, as well as more up to date players in the business like Tesla and Rivian.

As the industry moves toward electric and environmentally friendly vehicles, the landscape of competition is changing quickly. Both Tesla and Portage are putting vigorously in innovative work to remain on top of things. However, Ford's extensive product line and well-established dealership network provide it with a solid foundation on which to build, while Tesla's focus on electric and sustainable energy gives it a distinct advantage in the market (Paleja 2023).

In conclusion, Ford and Tesla are both significant players in the automotive sector who employ distinctive business practices and strategies. While Ford's extensive product line and well-established dealership network make it a formidable rival, Tesla's focus on electric and sustainable energy gives it a distinct advantage. To stay ahead of the competition, both businesses will need to adapt and innovate as the industry continues to change.

Identification of the main dis-similarities and analysing the differences in their interests and influences 

One principal divergence among Tesla and Ford is their emphasis on the kinds of vehicles they produce. Ford produces a wider range of vehicles, including gasoline-powered cars, trucks, and SUVs, while Tesla focuses primarily on electric vehicles. The interests of their stakeholders reflect this divergent focus. Tesla's partners are probably going to be more put resources into the turn of events and outcome of electric vehicles, while Ford partners might have a more extensive arrangement of worries connected with their different item portfolio.

The two businesses' ages and sizes are another difference. Tesla, which was founded in 2003, is a much smaller company than Ford, which has been in business for over 100 years. The degree of influence held by their stakeholders may be affected by this difference in size and history. Passage might have more settled associations with providers, clients, and controllers, while Tesla's partners might impact the organization's course as it is as yet a somewhat new player in the business (Furr & Dyer 2020).

Conflicts may arise between the two businesses due to divergent stakeholder interests and influences. For instance, Ford's traditional gasoline-powered vehicles may be viewed as a threat by Tesla's focus on electric vehicles, resulting in market competition. Additionally, Tesla may be at a disadvantage due to Ford's larger size and longer history, which may give Ford more influence over industry standards and regulations. Tesla's innovative and disruptive approach to the industry, on the other hand, may also give it an advantage over more conventional businesses like Ford.

Conclusion 

It can be concluded that Tesla is a pioneer in the field of electric vehicles manufacturing and has gained immense success among the various stakeholders. The company attained a paramount competitive advantage in the industry by dint of innovation, sustainability, and advancement in the technological field thereby attracting stakeholders group. Ford Motors takes a more conventional approach to the automotive sector, concentrating on the production of gasoline-powered automobiles for a broader customer base. Tesla, on the other hand, focuses primarily on producing electric vehicles that appeal to a more specific segment of environmentally conscious customers. Despite these distinctions, managing stakeholder relationships and balancing competing interests present similar challenges for both businesses. Tesla needs to make sure that it continues to meet the needs and expectations of its stakeholders, such as shareholders, who may be more concerned with making short-term financial gains. Simultaneously, the organization should keep up with its imaginative way to deal with stay cutthroat in the quickly advancing electric vehicle market.

Overall, Tesla's success depends on its ability to overcome these obstacles and continue to fulfill the requirements of its diverse stakeholder group. By focusing on maintainable and creative strategic approaches, Tesla can keep on drawing in partners who line up with its qualities and add to the organization's drawn out progress.

References

Abreu, W., & Gomes, R. (2018). Measuring collaborative stakeholder influence and open budget actions. Public administration magazine , 52(4), 593-609. doi:10.1590/0034-7612173451

Chen, MJ & Miller, D. (2015). Reconceptualizing competitive dynamics: A multidimensional framework. Strategic management journal, vol. 36, no. 5, pp. 758-775
DeBord, M. (2018). Tesla keeps its Model 3 production a mystery -and it’s fueling speculation about how many cars it’s really making. Retrieved from https://www.businessinsider.com/tesla-model-3-production-is-a-mystery-and-that-2018-2

Dodds, F. (2015). Multi-stakeholder partnerships: Making them work for the Post-2015 Development Agenda. Retrieved from: https://www.un.org/en/ecosoc/newfunct/pdf15/2015partnerships_background_note.pdf

Dorobantu, S., Aguilera, R., Luo, J., & Milliken, F. (2018). Sustainability, stakeholder governance, and corporate social responsibility Bingley, UK: Emerald Publishing Limited. 

Furr, N., & Dyer, J. (2020). Lessons from Tesla’s Approach to Innovation. Retrieved from: https://hbr.org/2020/02/lessons-from-teslas-approach-to-innovation
Furrier, A. (2020). Tesla: Business Model and Strategic Analysis. Retrieved from: https://alecfurrier.medium.com/tesla-business-model-strategic-analysis-c7d00bdc0339

Guillot, C., Guillot, C. G. C., Guillot, C., & Guillot, C. (2017). Will Tesla’s Risky Manufacturing Strategy Pay Off? Retrieved from https://chiefexecutive.net/will-teslas-risky-manufacturing-strategy-pay-off/

Kokemuller, N. (2018). How Do Stakeholders Influence Business Activities?. Retrieved from: https://smallbusiness.chron.com/stakeholders-influence-business-activities-18754.html

Leisyte, I. and Westerheijden, D.F. (2014) Stakeholders and Quality Assurance in Education. Oxford university Press.  
Mackintosh, J. (2020). Don't worry about the tesla bubble. the market has other issues. investor sentiment can be a great contrarian indicator. trouble is, the rest of the market isn't behaving like tesla. Wall Street Journal (Online) Retrieved from https://www.proquest.com/newspapers/dont-worry-about-tesla-bubble-market-has-other/docview/2424738711/se-2

Melancon, J. P., & Dalakas, V. (2018). Consumer social voice in the age of social media: Segmentation profiles and relationship marketing strategies. Business Horizons, 61(1), 157-167. https://doi.org/10.1016/j.bushor.2017.09.015

Morecroft, JD. (2015). Strategic modelling and business dynamics: A feedback systems approach.  John Wiley & Sons, Hoboken.
Paleja, A. (2023). Ford vs Tesla : EV makers slash prices to become top pick among customers. Retrieved from:  https://interestingengineering.com/culture/ford-tesla-engage-in-price-war

Retolaza, J. L., Aguado, R., & Alcaniz, L. (2019). Stakeholder theory through the lenses of catholic social thought: JBE. Journal of Business Ethics, 157(4), 969-980. doi:https://doi.org/10.1007/s10551-018-3963-6

Rivai, F. R., Rohman, M. A., & Supani. (2020). A framework for mapping stakeholders interests related social sustainability in residential building. IOP Conference Series.Materials Science and Engineering, 930(1) doi:https://doi.org/10.1088/1757-899X/930/1/012003
Tesla. (2022). About us. Retrieved from: https://www.tesla.com/about

Trefis Team (2020). How Does Tesla Spend Its Money? Retrieved from Fobes: https://www.forbes.com/sites/greatspeculations/2020/01/03/how-does-tesla-spend-its-money/#381d7bd225da

PEER REVIEW 

3.1: Learning Activity 1

Tesla is an American electric vehicle and clean energy organization having its headquarters based in California. It was established in 2003 by Elon Musk determined to speed up the progress to economical energy. Solar panels, energy storage systems, electric cars, and related goods and services are Tesla's core offerings. With manufacturing facilities in Europe, China, and the United States, Tesla has a global presence. The organization's biggest manufacturing plant, situated in Fremont, California, delivers the Model S, Model X, Model 3, and Model Y vehicles (Salman 2019). Additionally, Tesla has a factory in Shanghai, China, where it manufactures Model Y and 3 automobiles for the Chinese market. Additionally, Tesla currently operates a factory in Berlin, Germany, which is expected to produce Model Y vehicles for the European market.

The business structure of Tesla is relatively flat and places an emphasis on rapid decision-making and innovation (Salman 2019). Engineering, design, manufacturing, sales, and service are just a few of the company's functional divisions. Tesla sells its vehicles directly to customers rather than through conventional dealerships owing to its direct-to-consumer sales model (Furr & Dyer 2020). As far as financials, Tesla's income has filled quickly lately. The company made $31.54 billion in revenue in 2020, up from $24.57 billion in revenue in 2019. Compared to its net loss of $862 million in 2019, Tesla's net income in 2020 was $721 million, a significant improvement.

Over 900 Tesla retail and service centers are currently in operation worldwide. Customers can see and test drive Tesla vehicles at these locations, as well as get service and support for their vehicles. Likewise, Tesla has a broad organization of Supercharger stations, which permit Tesla proprietors to re-energize their vehicles on extremely long outings rapidly (Saxena & Vibhandik 2021). With a rapidly expanding global presence and innovative products and services, Tesla is a global leader in the electric vehicle and clean energy industries.

References 

Furr, N., & Dyer, J. (2020). Lessons from Tesla’s Approach to Innovation. Retrieved from: https://hbr.org/2020/02/lessons-from-teslas-approach-to-innovation
Salman, D. M. (2019). An insight for the market driving forces: Case of tesla model- S. International Journal of Business Ecosystem & Strategy, 1(2), 25-30. doi:https://doi.org/10.36096/ijbes.v1i2.123

Saxena, N., & Vibhandik, S. (2021). Tesla's competitive strategies and emerging markets challenges. IUP Journal of Brand Management, 18(3), 57-72. Retrieved from https://www.proquest.com/scholarly-journals/teslas-competitive-strategies-emerging-markets/docview/2584598268/se-2

Peer Post 

The post and response on Seven Summit Treks was very knowledgeable as it provided major emphasis on trekking, mountaineering and expedition services in Nepal. The response regarding the traveler’s safety, business operations and hiking denotes that people around the globe are aware of the company owing to its dedicated services. The article has been well researched and drafted.

PEER REVIEW 

3.2: Learning Activity 1

In the current macroeconomic environment, Tesla has promising prospects. Tesla has established itself as a market leader in the field of electric vehicles (EVs) as a result of the global push for green energy and sustainable practices. The expanding use of electric vehicles around the world is one important industry-related macroeconomic data. The number of electric cars on the road worldwide will surpass 10 million by 2020, according to the International Energy Agency, which is a significant milestone for the EV industry (Saxena & Vibhandik 2021). The agency predicts that by 2030, there will be 145 million EVs in use worldwide, indicating that the trend toward EV adoption will continue.

The rising investment in renewable energy is yet another pertinent macroeconomic data point. As legislatures all over the planet focus on diminishing their carbon impressions, there is developing interest in environmentally friendly power framework, including EV charging stations (Furrier 2020). This venture establishes a more strong climate for Tesla and other EV producers, as it grows the charging foundation and makes EV proprietorship more open and helpful. Tesla is well-positioned to benefit from shifting consumer preferences due to its innovative approach to technology and sustainability. There is a growing demand for environmentally friendly products and methods as consumers become more environmentally conscious. This trend is reflected in Tesla's emphasis on clean energy and sustainable transportation, making it an appealing brand for consumers who care about the environment (Salman 2019).

In rundown, the ongoing macroeconomic climate presents huge open doors for Tesla. Tesla's core products and values are supported by the trend toward EV adoption and investment in renewable energy and shifting consumer preferences. These patterns are likely to continue in the future, which is positive news for Tesla's prospects over the long term.

References

Furrier, A. (2020). Tesla: Business Model and Strategic Analysis. Retrieved from: https://alecfurrier.medium.com/tesla-business-model-strategic-analysis-c7d00bdc0339

Salman, D. M. (2019). An insight for the market driving forces: Case of tesla model- S. International Journal of Business Ecosystem & Strategy, 1(2), 25-30. doi:https://doi.org/10.36096/ijbes.v1i2.123

Saxena, N., & Vibhandik, S. (2021). Tesla's competitive strategies and emerging markets challenges. IUP Journal of Brand Management, 18(3), 57-72. Retrieved from https://www.proquest.com/scholarly-journals/teslas-competitive-strategies-emerging-markets/docview/2584598268/se-2

Peer Post 

The comments and views on the Credent/ Enterprise regarding the macro variables have been explained in a detailed manner. Due to the various political, economic and social factors the business has to face hurdles and majorly in the car rental services. Some of the factors has been clearly reflected while some problems are missed out.

PEER REVIEW 

4.1: Learning Activity 1

Internal stakeholders for Tesla include:

Interior partners for Tesla include:

1.    Elon Musk - CEO and biggest investor

2.    Employees of Tesla, including designers, engineers, production workers, and sales personnel    

3. Board of Directors - The company's operations and strategic direction are overseen by the board of directors (Dorobantu et al., 2018).    

4. Investors - people and foundations who have put resources into Tesla's stock or bonds

5.    Suppliers - organizations that give materials and parts to Tesla's creation processes
External stakeholders for Tesla include:

1.    Customers are both private individuals and businesses who purchase Tesla's goods, such as electric cars and energy storage systems.    

2. Governments and regulatory bodies - at the neighborhood, state, and public levels, who set approaches and guidelines influencing Tesla's business tasks

3.Environmental groups that promote clean energy and reduced transportation emissions    

4. Competitors - Other automotive and energy companies that compete with Tesla in the market are competitors (Dorobantu et al., 2018).    

5. Communities close to Tesla's offices - who might be affected by the organization's tasks, like commotion or traffic.

There can be a wide range of interests and influences among these stakeholders. For instance, Elon Musk is exceptionally put resources into the progress of Tesla and has critical impact over the organization's essential bearing. In addition to having a stake in the company's success, employees may be concerned about job security and workplace safety (Clifford 2019). Suppliers may be more concerned with maintaining positive business relationships with Tesla than investors are with financial returns.

The cost and performance of Tesla's products, as well as environmental issues, may be of interest to customers. Clean energy promotion and emission reduction may be of interest to governments and regulatory bodies, but infrastructure and safety may also be of concern (Retolaza, J. L., Aguado & Alcaniz 2019). Environmental organizations might back Tesla's effort to cut emissions, but they might also want to take more drastic measures. Communities near Tesla's facilities may be concerned about traffic, pollution, and employment opportunities, and competitors may be interested in market share and profitability.

References

Clifford, C. (2019). Elon Musk: This is the ‘why’ of Tesla. Retrieved from: https://www.cnbc.com/2019/02/04/elon-musk-on-the-why-and-purpose-behind-tesla.html
Dorobantu, S., Aguilera, R., Luo, J., & Milliken, F. (2018). Sustainability, stakeholder governance, and corporate social responsibility Bingley, UK: Emerald Publishing Limited. 

Retolaza, J. L., Aguado, R., & Alcaniz, L. (2019). Stakeholder theory through the lenses of catholic social thought: JBE. Journal of Business Ethics, 157(4), 969-980. doi:https://doi.org/10.1007/s10551-018-3963-6

Peer Post 

The post on Credent Enterprises provides exhaustive coverage on the concept of internal and external stakeholders. The power of each stakeholder has been reflected in a clear manner. Some of the points has been explained briefly which has been accepted by others. However some point of conflict has been observed in considering customers and suppliers as internal stakeholders. These points needed elaboration and clarity which is somewhere missing.  

PEER REVIEW 

4.2: Learning Activity 1

The structure of the industry, market trends, the competitive landscape, and the regulatory framework all has an impact on Tesla's meso environment. This meso-climate presents the two dangers and open doors that can influence the business.

One of the vital opportunity for Tesla is the developing interest for electric vehicles (EVs) as shoppers become all the more ecologically cognizant and states acquaint approaches with lessen fossil fuel byproducts (Marinova & Bitri 2021). 

Tesla, a market leader in EVs, has a significant growth opportunity in this. Tesla's capacity to create top notch EVs with longer ranges and quicker charging times than contenders has assisted it with acquiring a huge piece of the pie. 

Tesla's focus on sustainable transportation and renewable energy is also in line with the growing trend toward sustainable living, which could increase demand for its products even more.

Threats 

However, Tesla also faces significant competition from EV manufacturers. 

As the market for EVs keeps on developing, laid out automakers like Portage, General Engines, and Volkswagen are putting vigorously in the improvement of EVs, and new players are entering the market. Tesla's market share and profitability may suffer as a result of this increased competition (Guillot et al., 2017). 
Additionally, Tesla lacks the established dealer network and supply chain of traditional automakers. One more threat to Tesla is the possible effect of administrative changes. States all over the planet are acquainting strategies with decrease fossil fuel byproducts, which could speed up the reception of EVs (Davies 2020). 

However, Tesla's business may also suffer as a result of regulatory changes. For instance, governments in some nations have reduced or eliminated subsidies for electric vehicles, making them less appealing to consumers. Also, Tesla's capacity to work its immediate to-shopper deals model is restricted in states because of guidelines that expect vehicles to be sold through showrooms.

Tesla also faces opportunities and challenges related to the automotive industry as a whole. The trend toward connected cars, autonomous vehicles, and shared mobility may alter how people use and own cars, providing Tesla with new opportunities to innovate and disrupt the industry. However, these modifications may also necessitate significant R&D expenditures and present significant obstacles to the conventional automotive business model.

References

Davies, H. (2020). Exploring the impact of policy on road transport in 2050: Opportunities to accelerate reduction in carbon emissions. Johnson Matthey Technology Review, 64(3), 252-262. doi:https://doi.org/10.1595/205651320x15816871073928

Guillot, C., Guillot, C. G. C., Guillot, C., & Guillot, C. (2017). Will Tesla’s Risky Manufacturing Strategy Pay Off? Retrieved from https://chiefexecutive.net/will-teslas-risky-manufacturing-strategy-pay-off/

Marinova, G. I., & Bitri, A. K. (2021). Challenges and opportunities for semiconductor and electronic design automation industry in post-covid-19 years. IOP Conference Series.Materials Science and Engineering, 1208(1) doi:https://doi.org/10.1088/1757-899X/1208/1/012036

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