Tesla In China

Tesla In China

  1. Preparation for market entry: An analysis of the target culture (and regional / industry sub-cultures if necessary).


Market Targeted

For electric vehicles, the People’s Republic of China is currently the world’s leading marketplace. It is estimated that by 2018, China will be the globe’s principal marketplace for luxury automobiles because electric (plug-in) sales are amplifying to sales of almost 600,000 in 2016 already, twice the United States level (Olson et al., n.d., 2016). Established in 2003, Tesla Motors provides electric cars as a better option to the gasoline-driven cars. With unbelievable power, prompt torque, and no emissions, Tesla Company’s products are cars devoid of compromise. Every fresh generation is progressively affordable, assisting the company labor towards accelerating the world’s conversion to ecological transport, the company mission (Tesla, 2016). In china, there is a continued request for luxury vehicles and the local and national administrations bid buyers of the EV lavish discounts of almost $15,000 on each car (Ho and Hull, 2015). Tesla entered Chinese market April 2015 but sales growth has been slow, this means, adjusting their approach (Motors, T., 2015). In China, that means building Tesla slightly less reserved and a lot extra likeable.

Analysis of regional sub-cultures

Over the centuries, Chinese rulers have been paid overt homage by foreigners. Kow-towing is an archaic standard ritual of banging foreheads to the ground, but still Chinese anticipate appreciation. Tesla’s Chinese problem is appreciation, more than a miscarriage of communication and education of Chinese customers. Tesla has to become extra flexible in this regard. The business failed to appreciate that several wealthy occupants of Shanghai, Beijing or even Shenzhen fancy to be chauffeured everywhere. Individuals who spend most of the time in the hind seat suppose creature relaxations, not the bench-like outline found in Tesla cars.

The Chinese are initially a communist state where most families do not own reserved garages and residence is highly intense in the urban regions (Galateanu, S., 2016). This means owners of car naturally park in community garages, the street and at workplaces, creating difficulty in installing private charger points. China is additionally complicated by customers’ overall misgivings around accepting and assuming new technology, mainly cars. Chinese consumers have not been familiar with Tesla’s present EV’ durability and their present social representations on the electric cars are outdated. There is need for fresh social representations to shape misgivings on the electric car to make the Chinese acquainted with current cars.

Debates and dialogues within the public are fundamental to the growth of social representations since such communal representations are molded by interactions. The company should maintain constructive communication with customers to enable reciprocal communication, debate, and discussion (Mayer, J., 2016). I advise Tesla to take benefit of social media podiums in transforming this process since public media is a powerful instrument for broadcasting knowledge and creating people’s perception.

  1. B) Specific cultural challenges after entry

What issues may occur in the following areas in the future, and how might they be overcome?

  1. Leadership and Management


Tesla as a company should realize that the state government is its first client. It should appreciate that two markets exist, the consumer and government, in China. It desires the government approval before the company can win consumers hearts. Supplying and getting government tenders is essential in China (Prestige, 2016). Tesla needs to aver wide and far that the Chinese are the undoubted leader in electric cars. Tesla is just there to sustain the worthy reason. High-level intervention is essential because Chinese laws oblige a foreign automaker to take a joint-venture Chinese partnership.

The company needs to grow inside. To triumph in China, the company must construct its merchandise in the Middle Kingdom. It is from California that Tesla imports yet China tackles imports with grueling import fees and duties. A typical Model S vehicle costing about $85,000 in the US is almost $123,000 in the Chinese (Megatrends, 2014). Therefore constructing a plant offers the Chinese people assurance that Tesla is dedicated to China, People’s Republic, a significant perception. Tesla is allegedly hunting for a manufacturing location but hasto move sooner.

The company must aim at closing the service slit. The Chinese-Tesla stakeholders love their electric cars, but feel different in regards to individual attention and service. Perhaps Tesla has a reserved culture that makes them feel unfriendly. Whatsoever the reason, Tesla, as a company, is obliged to compete or better the virtually reverential conduct that the Chinese car purchasers now get from other brands like Porsche, and Land Rover.

The company needs to dominate. Karma, Atieva and NextEV are the recent businesses Chinese-investor billionaires are sponsoring to advance Tesla cars. As early as 2018, these companies will start distributing products since they have hired crucial Tesla workers. It is without a doubt that the government of China will consider more sympathetically their own when they are prepared for marketplace. Tesla must therefore move fast to create the most out of this design and technology.

Tesla must invest in supplementary foreign test Drives that will lead to more orders when they go back home (Bierau et al., 2015). Chinese industries invested almost $19 billion into the US in the early 2016 since there are many rich Chinese inhabitants in America spending, learning, employed and touring every day. Chinese currently account for the entire a third of global students in the United States. It is prudent the company gets the tourists test drives in US, which will eventually lead to additional orders back at home in china.

Range anxiety is a state where a person is so afraid when far from their home. Most Chinese fear running out of power when using the electric car. While Tesla is hastening to enlarge, its charging locations network to ease range anxiety, the company’s main challenge is persuasion of potential clienteles they need should have no fear of going out of energy between especially where traffic jams lasting hours is a great country concern (Eberhard, M, 2006). Tesla is complementing the Superchargers network with terminus charging points at malls and hotels, currently with over 1,000 charge points all over the nation. In addition, the company continues to pose free home-based charging in its efforts to lessen worries. Tesla is similarly working with residential structures and land proprietors to establish charging arrangements.





Eberhard, M. and Tarpenning, M., 2006. The 21 st Century Electric Car Tesla Motors. Tesla Motors.

Galateanu, E. and Avasilcai, S., 2016. Framing the Competitive Behaviors of Niche Players: The Electric Vehicle Business Ecosystem Perspective. Procedia-Social and Behavioral Sciences, 221, pp.342-351.

Mayer, J., 2016. Tesla Motors.

Motors, T., 2015. Powerwall; Tesla Home Battery’. URL:http://www.teslamotors.com/powerwall  (Accessed: May 2, 2015).

Prestige, (2016). Prepare for China – Prestige Consulting. [online] Prestige Consulting. Available at: http://www.prestigeconsulting.kiwi/prepare-for-china/  [Accessed 21 Oct. 2016].

Tesla, (2016). About Tesla | Tesla. [online] Tesla.com. Available at: https://www.tesla.com/about  [Accessed 21 Oct. 2016].

Olson, D., Virta, R., Mahdavi, M., Sangine, E. and Fortier, S. (n.d.), (2016) Natural graphite demand and supply—Implications for electric vehicle battery requirements. Geoscience for the Public Good and Global Development: Toward a Sustainable Future, [online] (2016.2520_08v1 520/0/67), pp.67-77. Available at: http://specialpapers.gsapubs.org/content/520/67  [Accessed 21 Oct. 2016].

Ho, A. and Hull, D. (2015). Musk Reboots Tesla’s China Strategy. [online] Bloomberg.com. Available at: http://www.bloomberg.com/news/articles/2015-03-29/musk-reboots-tesla-china-strategy-as-range-anxiety-crimps-sales  [Accessed 21 Oct. 2016].

Bierau, F., Perlo, P., Müller, B., Gomez, A., Coosemans, T. and Meyer, G. (2015). Opportunities for European SMEs in Global Electric Vehicle Supply Chains in Europe and Beyond. Advanced Microsystems for Automotive Applications 2015, [online] pp.223-235. Available at: http://link.springer.com/chapter/10.1007/978-3-319-20855-8_18  [Accessed 21 Oct. 2016].

Megatrends, A. (2014). Automotive Megatrends Magazine – Q4 2014. [online] Issuu. Available at: https://issuu.com/megatrends/docs/automotive_megatrends_magazine_-_q4  [Accessed 21 Oct. 2016].


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