Company: Tesla

FORMAT FOR CASE

The body of the case write-up should contain the following steps.

Case Write-up: USE THESE HEADINGS!!!

I. STATEMENT OF MAJOR PROBLEM. (Explain what you think the problem is and why You think it is the problem. The Problem is NEVER FINANCIAL, financial problems are symptoms of the real problem!!) You must state the problem in terms of how the companys current strategy has or will cause problems for the company in terms of the elements of the external environmental factors and the companys structure/internal environment.

CRITICAL SUBPROBLEMS (Identify and give a plan to solve them here. Usually financial, or maybe structural, but remember that financial problems are usually symptoms of the major problem.)

ANY OTHER SUBPROBLEMS YOU FEEL NEED MENTIONING.

9-10 Identified the problem and gave a solid argument for your choice

7-8 Identified the problem, but the argument lacked strength

5-6 Identified the problem, but had little or no argument

3-4 Did not identify the problem and the argument for it was unacceptable

1-2 Did not identify the problem and there was no argument.

Possible Corporate Strategies from which you may choose given your particular case. One of these must be the Major Problem for your case. They will also be those from which you choose your Alternative strategies to solve the major problem.

TABLE 5-4 Alternative Strategies Defined

Forward Integration: Gaining ownership or increased control over distributors or retailers

Backward Integration: Seeking ownership or increased control of a firms suppliers

Horizontal Integration: Seeking ownership or increased control over competitors

Market Penetration: Seeking increased market share for present products or services in present markets through greater

marketing efforts

Market Development: Introducing present products or services into new geographic area

Product Development: Seeking increased sales by improving present products or services or developing new ones

Related Diversification: Adding new but related products or services

Unrelated Diversification: Adding new, unrelated products or services

Retrenchment: Regrouping through cost and asset reduction to reverse declining sales and profit

Divestiture: Selling a division or part of an organization

Liquidation: Selling all of a companys assets, in parts, for their tangible worth

II. ALTERNATIVE STRATEGIES. (At least 3. Relate only to the major problem. List and briefly explain at least three advantages and three disadvantages of this alternative. Give a brief statement of implementation for each alternative which tells what functional areas will be involved first in the implementation process of this strategy, and how.) ***** See Format for Alternatives Below

9-10 Gave 3 solid, useable strategies that could be used to solve the major problem. Gave very good advantages, disadvantages, and discussed functional areas involved first in implementation

7-8 Gave 3 solid, useable strategies, to solve the major problem. Gave phrases for advantage and disadvantages, may not have given functional areas for implementation

5-6 Did not give 3 solid useable strategies. Gave phrases or meaningless sentences for advantages and disadvantages. No functional area discussion.. or a combination of these factors

3-4 Did not give 3 solid useable strategies. Did not give 3 advantages or disadvantages of each alternative. No implementation statements. Or a combination of these factors.

1-2 The alternatives chosen could not be used to solve the problem. No logical advantages or disadvantages. No implementation statement or a combination of these factors..

***** Use this Format for Alternative strategies:

Alternative Strategy 1: Give name and definition of Strategy and tell briefly how it should be used by the company.

Advantages:

1.

2.

3.

Disadvantages:

1.

2.

3.

Implementation Statement. Tell what functional areas will be involved first to implement that strategy and briefly how.

Follow this format for all 3 Alternative Strategies. Discuss them separately.

One of these Alternatives your discussed must be the Solution!

III. SOLUTION. (Give reasons for choosing this particular strategy as the solution. Your logic should be written in the alternatives. Could be a combination of alternatives, but choose the ONE you think is best.) Must be a solution to the major problem you stated above and must contain one of the alternative strategies that you previously discussed to repair it. Status quo may be an alternative strategy, but it is probably NOT the solution.

9-10 Chose the best solution and gave a solid argument for it.

7-8 Chose the best solution, but argument was not strong.

5-6 Chose the best solution, but there was no argument.

3-4 Did not choose the correct solution &/or the argument was weak.

1-2 Chose the incorrect solution and had very weak or no argument.

IV. STRATEGY IMPLEMENTATION. (How are you going to do what you want to do? Where will the company obtain the $$, the resources, the people, etc. This should be the major section of your paper. This should be logical, practical, and sound. Remember, some ideas may sound good, but if the company can't implement them they are worthless. Critical thinking is definitely required here!! Discuss each major departments specific duties in implementation of this strategy (management, marketing, R&D/engineering, accounting, HRM, production, MIS, finance, legal).

(Section IV counts 50 points for each case.)

9-10 Implemented the best strategy through all functional areas using the key duties of each functional area.

7-8 Implemented the best strategy through at least 5 functional areas using the key duties of each functional area discussed

5-6 Implemented a substandard strategy and/or discussed less than 5 functional areas and only some of the functional area duties

3-4 Implemented a substandard strategy and/or discussed 3 or less functional areas and only some of the functional area duties.

1-2 Implemented the incorrect strategy and/or discussed 3 or less functional areas and incorrectly used the duties.

V. CONTROL SYSTEM/FEEDBACK/BACKUP SOLUTION. (How are you going to monitor the strategy implementation? How will you know if it is working? What will you do if it does not work?) You should follow the each step in the implementation process for each functional area and determine how each step will be controlled. If you have sold part of the company, it is impossible to go back to the status quo as a backup solution!

9-10 Logically controlled the implementation process through all functional areas discussed in IV.

7-8 Logically controlled at least 5 of the functional areas discussed in IV

5-6 Did not logically control 5 functional area duties in IV.

3-4 Did not logically control 3 or more functional area duties in IV.

1-2 Control was basically non-existent for IV

Using the table of duties for each function you used above to implement the solution, build in controls using the SMART format. These controls must be Specific, Measurable, Attainable, Related to the strategy you are implementing, and Time based.

VI. WHAT I THINK THE COMPANY REALLY DID?

Find what the company actually did. Get the companys corporate annual report for the year following the case year to find what the company actually did.

9-10 Evidence that the CAR was used to correctly determine current strategy

7-8 Evidence that the CAR was used but did not correctly identify current strategy

5-6 Evidence that the CAR was used but poor discussion of current strategy

3-4 No evidence that the CAR was used to determine current strategy &/or poor discussion

1-2 No evidence that the CAR was used to determine current strategy &/or no discussion

VII. Ratio Analysis.

Submit the finished ratio analysis. (Discussed on the next page)

For each ratio, the following Rubric is used:

9-10 Company ratio calculated correctly. Found correct industry ratio. Had excellent discussion from the text and/or CAR about the components of the ratio.

7-8 Company and Industry ratio correct. Good discussion from text and/or CAR about the components of the ratio, but lacked clarity in some areas.

5-6 Had correct company and industry ratios. Little discussion from text and/or CAR about the components of the ratio.

3-4 Calculations incorrect for company and/or corporate ratio incorrect. Very little discussion from text or CAR.

1-2 Calculations incorrect and/or corporate ratio incorrect or not listed. No discussion from text or CAR.

Ratio Analysis Format

Following the case analysis should be an appendix containing an analysis of ALL required ratios of the company. You should list the industry ratio amount and the company ratio amount, and give a comparison (in words about what this means to the company. See additional information in the Group Project Ratio assignment.

FOR EXAMPLE ......

QUICK RATIO INDUSTRY COMPANY

1.2 .8

This company is below industry average. This company does not have enough quick cash to cover short-term debt. ..then tell what does this mean in this particular situation for the company. Will the company have to sell long-term assets to pay bills? Will it have to liquidate some old inventory?? Look at the special situations found in the case which have arisen to create these numbers for the firm.

(An explanation of key ratios and a sample ratio analysis from a previous case is in separate handout in Blackboard.)

You must determine what the companys overall financial situation is by comparing each set of ratios to the industry and to themselves. Cross reference between categories of ratios: profitability, liquidity, and activity.