Strategic Plan Part 2: Internal Environmental Analysis

********************** ************* ** ******************* ********* **************** *********** ** the ***************** ****** ******* ** a company ** ******* which ***** produces *** supplies electric cars *** ******** power ****** of * **** **** ********** ** other ********* **** ******* was ******* ** **** 1 2003 ** ******* * Straubel Elon * **** and **** ********** ** has its ************ ******* ** **** **** CA *** ******* ******* ********* its ******* ***** ******** ** **** *** it *** ********** ** the ***** ******** electric ***** *** ** *** best **** performance ********** *** **** *** ***** Model S * ***** **** the thought of ** ******** use **** * design that *** **** ********** *** **** *********** *** * ***** capacity and ***** **** time *** *** ******** ** **** ******* have ******** several ******** *** ******** ********** ** ** ************ *** ****** ** *** culture *** procedures ** ************ ********* *** ******** *********** ** **** company the ********* *** ****** **** is *** greatest ******* ******** ***** *** ******* ** **** relevant *** crucial ***** that *** **** ** *** ************ of electric ***** ****** *** ********* Considering **** 40 ******* have **** ***** awards ***** 200 *** ***** ******* **** company *** ********* in ********* *** ********* ***** *** **** ********** in ***** **** **** **** ********* researched ** ***** ************ Giving ** ******* of **** **** the ***** *********** ********* ** ******* ** *** market **** *** highest ****** density ****** ********* company **** *** ****** ****** ** manufacturing design and ********* ***** ****** are ****** a contribution ** *** ****** **** employees ********* every time *** again *** **** **** ***** talents ** engineering The company *** expanded ** ** ****** ** ******* up ** ***** ****** in ****** ****** of ******* Europe and **** and ** still ******** **** ** **** ******** expanding **** ** *** next ****** ***** ** *** internal *********** ** **** find **** company’s financial analysis ** *** ********* ***** ***** ** ** ***** ******** company **** ** ** *** ******* of ********** *** ** ** stretched in terms ** ******* *** **** sales *** *** ** ******* ******** cars ***** **** failed ** ***** ****** ** ** *** ****** in **** **** EBITDA became positiveAnother ****** considered ** *** internal environment ** *** ********* ******** Here *** ******* has **** one model ***** ** model * in ********** **** ****** pricing ****** **** $69000 ** to ******* **** ***** *** *** pricing ****** for *** **** ********* ******** unit ***** **** ** ******* on *** ********* *** ******** **** is ** *********** with ******** ***** * *** *** * series The ******* **** has ********* **** ***** ********* ******* and Toyota which ****** ** *** * ****** ** revenues ******** **** ************** and weaknesses ** *** ************ *** assessment ** ************* **************** ***** ** strengths *** opportunities have **** ******** ***** ********* *** ***** ** management ** Tesla ******* within *** ******** *********** **** ** *** ********* are ** ******* the *********** ******* *** ******* *** *** worker ** ********* unlike **** ***** company or industries *** **** *** nation ***** the employees are not ********* by * ****** ********** argumentAdditionally ****** ********** ** ********* ****** ********** ** better customer ********** ****** and ********** **** therefore *********** ** ********* of * high ***** ** *********** ** *** work ***** ** **** ****** the company to ******* ******** *** ******* ** * **** ********** cost compared to net ******** ** ********** **** ** *** ******* ** **** ** ******* *** least ******** ******** *** ** *** favorable ************ ******* ** *** *** **************** strength ** *** creation ** *** *** ***** ** distribution ***** cars *** **** through *** *********** website *** **** been showcased ** ***** **** ***** opened ****** *** **** developed ******* ***** company is also very ****** ** ***** ** *** ********* ******** ** *** ****** ** ***** ** that *** only ***** **** *** has also ******* *** ******* **** by *** ************ ** the new ****** to *** in **** *** ** *** **** ***** * larger space ** *** auto ****** **** *** making company In as **** ** the ******* *** ********* *** opportunities it **** *** ****** to **** ********** ** **** ******** **** ********* ** *** weaknesses ********* *** as ******** Teslacompany’s major ******** ** *** ******** ***** and ********* channels **** explains **** *** company ******* ** **** ** * ******* ****** ** ********* ** gain *** ****** **** ** the ******* * ****** **** leads *** company ** ****** an ********* worse ****** on *** ***** ********* the ******* needs to improve *** ***** *** ********* ********* and ** **** ***** ******* customer ***** ** ***** *** riskof losing * ****** client ******* weakness ** that *** company *** * ***** **** ****** *** ** ************ **** gain and ** *** ******* ** unable ** sustain **** ** **** **** ** ****** *** level ** investments ** **** late **** ***** ***** **** affect future *********** ** assessing this *********** ********* ** ** ******* **** ** *** * ***** ******** *********** that ******* ** ******* its ******* **** *********** and *********** *** *********** ********* has enabled efficiency *** ************* ** ******* *** *********** ***** due to the **** ************ ******* ** *** the ******* ****** ************** ******** **** **** contributed ** this ** **** **** *** of the highest ******* **** attracts *** keep clientsMost ********* ******** environmental ****** ** *** ******* industry *** ******** analysis in ******** to ******** ********** analysis of *** *********** ** a ******* ** ******** ** *** ********* ** ********* the ********* *********** and **** ****** ** ***** out a ********* **** *********** *** * ******* to ******** a *********** **** in the industry ** ** ** ***** *** *** company ** ******* *** ********* ** both the ******** *** ******** ************ The ****** ** **** ************* analysis **** enable the ******* to put in place ********* ******* ** ******* ************* ** *** ********* environment *** ******* ** also ***** *** ****** to *** ready ** ***** to *** ********** actions and ****** **** ***** changes ** *** ******** ****** in *** ****** ***** The **** ********* factor in *** internal *********** ** *** ********** of *** *********** ****** ** ** ** ****** *** ******* ** *** *** ******** at *** ******* levels ********** and effectiveness *** better *** ******** ** the organization ******* 2010)This factor is ******* to *** general ******** *** ******** ** **** ** internal environment ** that when ********** ** ******* *** in the ******** environment ** well ** ******** the ********* of *********** within *** organization ****** **** ****** ** ********* ** *** ***** system of *** organization ******** **** *** ********* *** clients at *************** *********** Tesla ******* ** very competitive and **** companies and ********** *** ******** to **** ***** products ********* in *** **** ***** ** ******** levels ************** ** **** overcrowdedauto industry ** *** outcome of ********* ******* and ********* ** ********* that *** so *********** As ***** ********* strive ** *** a ***** ** ****** ***** ** a *********** **** ***** ******* *** ********** * reduction ** profit ** ******* gain ** a ********* ** the ***** *********** **** ******* ** ********** ** *********** is ** ** **** ** exercise **** influence and totally govern *** *************** ******* **** is not as ********* ** *** competitors *** company *** * ***** ******* ** the ****** ***** **** ******* ** ** **** ***** ******** ** a competitive price *** ****** use ** ***** ********** amuch ***** ***** **** ** ********** *** **** implementation of their **** *** ***** ************* **** **** therefore ***** a fast adoption of *** ****** *** **** achieve ******** * ****** ** ***** **** much of ********** * ************ to ****** the **** structure ** the organization (Lewis ************** ** *** ************ *** the ********* ** *** ** ************** organizational ********* ** Tesla ******* ******* ******* on *** ******** *********** ************ ** *** ******* management **** *** **** ** place the general ********* ******** **** ** *** company ***** * main ****** ** *** ********** **** **** possibly **** ****** *** ******* ** *** **** ** perform ***** strategic ******** plans ********************** ******** ** *** ************ and the possibility ** ************* company ** *** ******* ******* *** * ******** competitive ******** ** *** ***** market ** *** the ******** ***** ******** *** findings as ******* *** company ** **** ** ********** ********* **** *** ****** ******* ** ****** ***** ** ******* ***** cars ** *** ******* ******* *** taken ****** position ** *** market mainly ** ***** **** ********* ********* **** **** **** ****** *** **** ********* as **** ** *** long *** tesla *** often **** mistaken *** the *********** ****** ******** it holds ** that ******** ******* ********* ******* creates ** ********* for * *** ********** *** ****** cites **** ****** a big ****** to ***** ******* ******** * *** **************** ** *** main principles of tesla ** ************** that ***** ** *** **** ******* that ******** **** *** and ***** ****** *** ** ***** company ever ***** ** ** ******* **** ***** lead ** cannibalizing ** *** ***** of ***** **** **** *********** position **** *** **** ** * ****** ** ***** positon ** *** ****** *** ***** ******* view ** the ******* *** **** *** **** ** ****** **** cash ** **** process And ****** ********* competition **** not ***** that ** other *** *** ******* ** ******* *** **** *** **** *** company is **** ** sell **** end motors ** different *** sectors and this ***** ** *** chance to **** **** ******* which it **** ** ****** ****** production *** ******** efficiently so ** to ****** the unit ***** *** expand shares ** its ****** ******* ************************ ******* *** ****** *********** and *********** ** ******** *** achievement of a ****** and their ******* *** ******* *********** all issues *** ******* of production ****** and marketing and even their *********** ********* ** *** ***** market    ReferencesBryson J * (2004)Strategic planning *** ****** *** ********* ************** A ***** ** ************* *** ********** ************** *********** San ********* Calif: Jossey-BassLewis * S (2007)Management: ********** for ********** ******* ***** OH: Thomson/South-WesternDriver * M (2010)Guidelines *** ******* successful ***** ********* *** ********* ************** ********* **** vision * * ***** ***** to ******** grant ******* Bloomington **** **************** D C ************* ****** *********** *********** ** integrated ******** ******* **** NY: ************** LearningLussier * * Kimball D C ***** Lussier R * ************* ***** ********** ****** ********* IL: ***** **********

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