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    澳洲essay格式范文:Tesla Australia's Social Mission

    論文價格: 免費 時間:2022-09-05 10:20:28 來源:www.mobile1apps.com 作者:留學作業網

    澳洲essay范文- 特斯拉澳大利亞的社會使命。本文是一篇澳洲留學生essay范文,主要內容是介紹特斯拉澳大利亞公司從事電動汽車(EV)和可持續能源技術的生產。他們以客戶為中心的價值觀體現在其獨特的商業模式中,摒棄了傳統的汽車經銷商“中間商”特許經營方式。相反,特斯拉通過特斯拉擁有的商店和展廳直接向客戶銷售和促銷他們的車輛。這使得特斯拉能夠通過特斯拉專家正確地教育消費者電動汽車的好處,并確??蛻簟跋硎荏w驗……并期待回歸”。澳洲essay范文提出這有助于他們“加快世界向可持續能源過渡”的愿景,因為這使特斯拉能夠突出從汽油向電力過渡的環境和性能優勢。否則,傳統汽車經銷商將不愿意推廣特斯拉,因為他們的汽車庫存主要是汽油驅動的。下面就一起來看一下這篇澳洲essay范文。

    澳洲essay寫作范文

    Overview:概述
    Tesla Australia operates in the production of electric vehicles (EVs) and sustainable energy technology (Tesla, 2018a). Their customer-centric values are embodied by their unique business model, abandoning the traditional approach of franchising car dealership ‘middlemen’. Tesla instead sells and promotes their vehicles directly to the customer through Tesla-owned stores and showrooms. This allows Tesla to properly educate consumers on the benefits of EVs through Tesla specialists and ensure that customers “enjoy the experience… [and] look forward to returning” (Musk, 2012, para. 7). This is conducive to their vision “to accelerate the world’s transition to sustainable energy” (Tesla, 2018a, para. 1), as it allows Tesla to highlight environmental and performance advantages in transitioning from gasoline to electrical power. Traditional car dealerships would otherwise be reluctant to promote Tesla in light of their predominantly gasoline powered vehicle inventory.  
    Tesla’s mission reflects this vision, as it aims to mass-produce an EV at a price that is accessible to the average consumer and at a higher quality of its gasoline powered counterparts. It appears that Tesla is indeed fulfilling this mission, through their progress from luxury vehicles, the Roadster and Model S, to the latest Model 3, an affordable, mass produced sedan (Tesla, 2018a). Furthermore, Tesla’s operations in sustainable energy technology have caused them to work with the South Australian government in renewable energy projects to further their vision. One such project is the installation of solar panels and batteries in South Australian homes that will contribute to the state’s entire power grid (Government of South Australia, 2018). As such, the core mission, vision and values of Tesla are visible within its operations in Australia.
    特斯拉的使命體現了這一愿景,因為它的目標是以普通消費者可以接受的價格,以比汽油動力汽車更高的質量批量生產電動汽車??磥?,特斯拉確實在完成這一使命,從豪華車、跑車和S型車到最新的3型車,這是一款負擔得起的量產轎車。此外,特斯拉在可持續能源技術方面的運營促使他們與南澳大利亞州政府合作開展可再生能源項目,以推進其愿景。其中一個項目是在南澳大利亞家庭中安裝太陽能電池板和電池,這將有助于該州的整個電網。因此,特斯拉的核心使命、愿景和價值觀在其在澳大利亞的運營中顯而易見。
    Value Net Analysis – The Vehicle Industry:價值凈分析——汽車行業:
    Customers, suppliers, competitors, complementors:客戶、供應商、競爭對手和補充方:
    The customer base of Tesla Australia currently consists of environmentally aware consumers who are searching for luxury, high quality cars at premium price points (Tesla, 2018a). Additionally, the Model 3, due to reach Australia in 2019, targets the premium small vehicle market (Tesla, 2018c).
    特斯拉澳大利亞公司的客戶群目前由具有環保意識的消費者組成,他們以高價購買豪華、高品質的汽車(特斯拉,2018a)。此外,將于2019年抵達澳大利亞的Model 3以高端小型車市場為目標。
    As Tesla’s vehicles are manufactured within their Fremont factory, this would be Tesla Australia’s main supplier. The most important component of the vehicles, Lithium-Ion batteries, are provided by Panasonic (Steen, 2015). However, due to the absence of the manufacturing process and procurement in the context of Australia, suppliers are limited or only indirectly relevant.
    由于特斯拉的車輛是在其弗里蒙特工廠內制造的,這將是特斯拉澳大利亞的主要供應商。車輛最重要的部件鋰離子電池由松下提供。然而,由于澳大利亞缺乏制造流程和采購,供應商有限或僅間接相關。
    Tesla’s competitors include all companies that manufacture small, premium passenger vehicles, such as the BMW 5 Series and Audi A6 (Steen, 2015). However, direct competitors would encompass Battery Electric Vehicles powered purely by electricity, such as the Nissan Leaf, Mitsubishi i-Miev and BMW i3 (Zero Carbon Australia, 2017).
    特斯拉的競爭對手包括所有生產小型高端乘用車的公司,如寶馬5系和奧迪A6。然而,直接競爭對手將包括純電力驅動的電池電動汽車,如日產Leaf、三菱i-Miev和寶馬i3。
    The primary complementors to Tesla’s vehicles are solar energy systems, to generate electricity for charging in the home. This would include products like the Tesla Powerwall 2, which can lower household energy costs by 30%, reducing charging costs (Government of South Australia, 2018). Other complementary solar systems in Australia include the LG 310w and SunPower 327w (Solarbank, 2018).
    特斯拉汽車的主要補充設備是太陽能系統,用于為家庭充電。這將包括特斯拉Powerwall 2等產品,它可以將家庭能源成本降低30%,降低充電成本。澳大利亞的其他互補太陽能系統包括LG 310w和SunPower 327w。
    PARTS:部分
    The players certainly offer opportunities for co-operation to increase the overall size of the value net. Tesla has freed their patents, allowing competitors to access their research which will assist the global proliferation of EVs (Stringham, Miller & Clark, 2015). This will work to increase attention and customer demand in the EV market and will introduce new players into the value net.
    參與者當然提供了合作機會,以增加價值網絡的整體規模。特斯拉已經釋放了他們的專利,允許競爭對手獲得他們的研究,這將有助于電動汽車的全球擴散。這將有助于提高電動汽車市場的關注度和客戶需求,并將新的參與者引入價值網絡。
    Reduced fuel costs are one way that Tesla adds value to their EVs. Owners of Model S and X vehicles are offered free supercharging of up to 400 kWh per year, which equates to around 1600 km of driving (Tesla, 2018b). Tesla also addresses customer concerns regarding the resale value of EVs, by “guarantee[ing] a resale value pegged to similar BMW and Mercedes models” (Steen, 2015, p. 5). These methods work effectively to add value and gain customer loyalty. However, Tesla’s main method of adding value is through their superior technology. It assuaged the belief that EVs could not be powerful, as its Model S has a 0 to 100 km/h acceleration of 6 seconds, twice as fast as the Nissan Leaf and 10% faster than the gas-powered BMW 5 (Steen, 2015). Furthermore, it addressed ‘range anxiety’ – fears about the maximum possible distance travelled on a full charge – as its Model S and X boasted ranges of 350 km up to 500 km, in comparison to the Nissan Leaf and BMW i3’s ranges of 117km and 130km respectively (Zero Carbon Australia, 2017).
    降低燃料成本是特斯拉為電動汽車增加價值的一種方式。S型和X型車輛的車主每年可獲得高達400 kWh的免費增壓,相當于行駛1600公里左右。特斯拉還通過“保證轉售價值與類似的寶馬和奔馳車型掛鉤”,解決了客戶對電動汽車轉售價值的擔憂。這些方法可以有效地增加價值并獲得客戶忠誠度。然而,特斯拉增加價值的主要方法是通過其卓越的技術。它緩和了電動汽車不可能強大的信念,因為其S型汽車的0至100公里/小時加速度為6秒,是日產Leaf的兩倍,比汽油動力寶馬5快10%。此外,與日產Leaf和寶馬i3的行駛里程分別為117公里和130公里相比,它還解決了“行駛里程焦慮”,即擔心滿負荷行駛的最大可能距離。
    The added values of competing EVs also include reduced running costs over gas powered cars, as they have less moving parts, reducing servicing costs. Electricity is also significantly cheaper than liquid fossil fuels, reducing fuel costs by up to 75% (Zero Carbon Australia, 2017). EVs also have the added benefit of reduced emissions, as a full transition to electric vehicles would lessen Australia’s greenhouse emissions by 6% (Zero Carbon Australia, 2017).
    競爭電動汽車的附加值還包括與燃氣汽車相比運行成本的降低,因為它們的移動部件更少,從而降低了維修成本。電力也比液體化石燃料便宜得多,降低了高達75%的燃料成本。電動汽車還具有減少排放的額外好處,因為完全轉向電動汽車將使澳大利亞的溫室氣體排放減少6%。
    The main ‘rules’ of relevance to the electric vehicle industry are governmental. There are various incentives to purchase EVs that are beneficial ‘rules’ for Tesla Australia, such as registration and stamp duty discounts (Barton & Schütte, 2016). However, these are minimal, up to values of $660 in Queensland, NSW and Victoria, while stamp duty on EVs has been fully removed in the ACT (ClimateWorks, 2017). Luxury car taxes are also discounted for EVs, applicable to both the Model S and Model X (Barton & Schütte, 2016).
    與電動汽車行業相關的主要“規則”是政府的。對于特斯拉澳大利亞公司來說,購買電動汽車的各種激勵措施都是有益的“規則”,例如注冊和印花稅折扣。然而,這些費用很低,在昆士蘭、新南威爾士州和維多利亞州最高可達660美元,而該法案完全取消了電動汽車的印花稅。電動汽車的豪華車稅也有折扣,適用于S型和X型。
    Tesla Australia may also be able to encourage the introduction of light vehicle emissions standards, as they are currently in consideration and is prevalent in most other developed countries. This ‘rule’ would force vehicles in Australia to be fuel efficient, increasing the significance of the EV value net as competitors strive to develop low emission vehicles (Barton & Schütte, 2016).
    特斯拉澳大利亞公司還可能鼓勵引入輕型車輛排放標準,因為目前正在考慮這些標準,并且在大多數其他發達國家普遍采用。這一“規則”將迫使澳大利亞的車輛提高燃油效率,隨著競爭對手努力開發低排放車輛,增加電動汽車價值網的重要性。
    The vehicle industry is highly competitive in Australia while the EV industry is relatively minor, and the tactics of competitors involve competition on “price, quality and branding” (Thomson, 2017, p.6). Customer perceptions mainly focus on price for small passenger vehicles (Thomson, 2017). Tesla Australia’s tactics in expanding the EV industry are centred around differentiation and highlighting superior EV technology. They attempt to shift consumer perspectives on the industry, as their showroom employees are trained to promote the benefits of EV technology in general (Musk, 2012). Not only is this transparent to customers, but along with its open patents, it also attempts to change the lack of cooperation amongst the Australian automotive industry.
    澳大利亞的汽車行業競爭激烈,而電動汽車行業相對較小,競爭對手的策略涉及“價格、質量和品牌”方面的競爭??蛻舾兄饕性谛⌒统擞密嚨膬r格上。特斯拉澳大利亞公司擴大電動汽車行業的策略是圍繞差異化和突出卓越的電動汽車技術。他們試圖改變消費者對該行業的看法,因為他們的展廳員工接受了培訓,以推廣電動汽車技術的總體效益。這不僅對客戶透明,而且隨著其開放專利,它還試圖改變澳大利亞汽車行業之間缺乏合作的狀況。
    The scope of the EV industry is currently small. From the product offering of Tesla and its competitors as discussed above, EVs in Australia are limited to small passenger vehicles. However, Tesla wishes to expand the EV industry, and is venturing into larger, commercial projects such as the Tesla Semi truck (Tesla, 2018a). There are also certain benefits in Tesla’s plans to link the EV industry to the renewable energy value net, as they are already direct complementors to Tesla’s vehicles (Tesla, 2018a). Solar systems provide reciprocal added value to Tesla’s vehicles – they reduce charging costs for EVs whilst the EV makes investment in the solar system more worthwhile. By possibly forming a package deal with the numerous solar system providers in Australia (Solarbank, 2018), Tesla could increase the scope of the EV industry and encourage value net growth.
    電動汽車行業的范圍目前很小。從上述特斯拉及其競爭對手的產品供應來看,澳大利亞的電動汽車僅限于小型乘用車。然而,特斯拉希望擴大電動汽車行業,并正在冒險進入更大的商業項目,如特斯拉半卡車。特斯拉將電動汽車行業與可再生能源價值網聯系起來的計劃也有一定的好處,因為它們已經是特斯拉汽車的直接補充。太陽能系統為特斯拉的汽車提供了互惠的附加值——它們降低了電動汽車的充電成本,而電動汽車使太陽能系統的投資更具價值。通過可能與澳大利亞眾多太陽能系統供應商達成一攬子協議,特斯拉可以擴大電動汽車行業的范圍,并鼓勵價值凈增長。
    Critiques:評論
    The main issue with the value net framework relevant to Tesla Australia is its focus on allocentrism. While Tesla is currently working to increase the value of the EV industry in Australia, this may only work positively in the short run. It will be detrimental if other firms who join the ‘game’ in the future approach business egocentrically, which may reduce Tesla’s market share. This is a key shortcoming in the ideas presented by the value net (Hitchcock, 2018).
    與特斯拉澳大利亞相關的價值網絡框架的主要問題是其對異中心主義的關注。雖然特斯拉目前正在努力提高澳大利亞電動汽車行業的價值,但這可能只在短期內起到積極作用。如果未來加入“游戲”的其他公司以利己主義的方式處理業務,這將是有害的,這可能會降低特斯拉的市場份額。這是價值網絡提出的想法中的一個關鍵缺陷。
    Role of Tesla in Society:特斯拉在社會中的作用
    An examination of Tesla’s operations in Australia reveals features of the Creating Shared Value (CSV) framework. Tesla simultaneously generates societal and economic growth through the following methods of creating shared value, as postulated by Porter and Kramer (2011):
    對特斯拉在澳大利亞的運營情況的研究揭示了創造共享價值(CSV)框架的特點。正如Porter和Kramer(2011)所假設的那樣,特斯拉通過以下創造共享價值的方法同時創造社會和經濟增長:
    Reconceiving Products and Markets 重新認識產品和市場
    In spurring the advent of the EV, Tesla has reimagined the market to capture both social and economic benefits. As highlighted in their vision, the environmental benefit of Tesla’s vehicles is immediately evident through reduced greenhouse emissions – in 2014, the average EV in Australia produced 0.16 Kg of CO2 equivalent per km, whereas the average gas-powered vehicle produced 0.19 Kg per km (Riesz, 2014). The disparity between these figures will increase as Australia inevitably adopts further sources of renewable energy in its electricity generation (Riesz, 2014). This has, in turn, allowed Tesla to remain unique within a largely homogeneous industry, creating a selling point (Stringham et al., 2015).    
    為了推動電動汽車的出現,特斯拉重新規劃了市場,以獲取社會和經濟效益。正如他們的愿景中所強調的,特斯拉汽車的環境效益通過減少溫室氣體排放立即顯現出來——2014年,澳大利亞平均電動汽車每公里產生0.16千克二氧化碳當量,而平均氣體動力汽車每公里產出0.19千克二氧化碳當量。隨著澳大利亞不可避免地在其發電中采用更多的可再生能源,這些數字之間的差距將增大。這反過來又使特斯拉在一個基本同質的行業中保持了獨特性,創造了一個賣點。
    Redefining Productivity in the Value Chain 重新定義價值鏈中的生產力
    Tesla have also reimagined the operations of a typical car manufacturer, maintaining Tesla-owned dealerships in favour of franchised dealerships. By paying their showroom employees fixed salaries rather than commissions (Steen, 2015), this allows employees to properly promote the advantages and unique features of EVs, instead of focusing on the “high-volume sales” Federal Trade Commission, 2016, p. 90) mindset of commissioned salespeople. This trait serves to further the transition to a sustainable future by educating consumers on the benefits of Tesla’s technology, as well as EVs in general (Musk, 2012). Tesla has created shared value by both positively redefining their employee productivity and increasing customer experience and awareness.
    特斯拉還重新設想了一家典型汽車制造商的運營,維持特斯拉擁有的經銷商,而不是特許經銷商。通過向展廳員工支付固定工資而不是傭金,這使員工能夠適當宣傳電動汽車的優勢和獨特功能,而不是專注于委托銷售人員的“大批量銷售”心態。這一特點有助于通過教育消費者了解特斯拉技術以及電動汽車的好處,進一步向可持續發展的未來過渡。特斯拉通過積極地重新定義其員工生產力并提高客戶體驗和意識,創造了共享價值。
    Enabling Local Cluster Development 支持本地集群開發
    In order for Tesla’s vehicles to succeed, relevant infrastructure such as charging stations must be developed (Stringham et al., 2015). Tesla has built thirteen ‘Supercharger’ stations, for rapid charging, and numerous destination chargers around Australia, filling in the lacking infrastructure (Tesla, 2018b). While this provides Tesla with access to the Australian market, it also encourages the development and introduction of other EVs into Australia. In developing Australia’s EV market, Tesla will profit economically and also serve to combat the environmental detriments of gas powered cars.
    為了使特斯拉的汽車獲得成功,必須開發充電站等相關基礎設施。特斯拉已經建造了13個“增壓器”站,用于快速充電,并在澳大利亞各地建造了許多目的地充電器,填補了基礎設施的不足。雖然這為特斯拉提供了進入澳大利亞市場的機會,但也鼓勵了其他電動汽車在澳大利亞的開發和引進。在開發澳大利亞電動汽車市場的過程中,特斯拉將從經濟上獲利,同時也有助于消除燃氣汽車對環境的危害。
    Critiques:評論
    While it appears that Tesla’s social mission is integrated within their business model, reflecting CSV attributes, the lack of a concrete definition of CSV is problematic. There is an unclear boundary between Social Entrepreneurship, CSV and Corporate Social Responsibility (CSR). As described by Porter and Kramer (2011), Social Entrepreneurship should also target a social problem through the creation of shared value. Furthermore, CSV’s main differentiation from CSR is based on the false premise that CSR is separate from business strategy and is only for improving the business’ image (Crane, Palazzo, Spence & Matten, 2014). Greenwashing is also an issue, as Tesla’s cars are currently not as environmentally friendly as they promote – much of Australia’s electricity is not produced by renewable sources (Crane et al., 2014). Nevertheless, Tesla most closely abides by the methods of creating shared value as defined by Porter and Kramer.
    澳洲essay范文強調雖然特斯拉的社會使命似乎已融入其商業模式,反映了CSV屬性,但缺乏CSV的具體定義是有問題的。社會創業、CSV和企業社會責任之間的界限不明確。正如essay范文中引用的Porter和Kramer所述,社會企業家也應該通過創造共享價值來解決社會問題。此外,CSV與CSR的主要區別是基于一個錯誤的前提,即CSR與業務戰略是分開的,只是為了改善企業形象。綠色清洗也是一個問題,因為特斯拉的汽車目前并不像他們所提倡的那樣環?!拇罄麃喌拇蟛糠蛛娏Σ皇怯煽稍偕茉瓷a的。然而,特斯拉最嚴格遵守波特和克萊默定義的創造共享價值的方法。本站提供各國各專業essay寫作指導服務,如有需要可咨詢本平臺。

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