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    Technology, or An Innovative Business Model, Will Only Take You So Far. One of The Reasons

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    Anisha Rohatgi
    Tesla and SpaceX have been able to dominate industries with historically high barriers to entry through economies of scale. By making components like rocket boosters and batteries reusable and mass producing thousands of cars and dozens of rockets, they are able to significantly reduce costs and compete with larger incumbent companies. Tesla applies this strategy by continuously upgrading production processes and bringing more operations in-house to improve quality and reduce costs through large-scale manufacturing. SpaceX also relies on economies of scale to put satellites and astronauts into orbit at a fraction of the usual cost by making its launches increasingly reusable and reducing turnaround times between launches.

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    Technology, or An Innovative Business Model, Will Only Take You So Far. One of The Reasons

    Uploaded by

    Anisha Rohatgi
    72 views2 pages
    Tesla and SpaceX have been able to dominate industries with historically high barriers to entry through economies of scale. By making components like rocket boosters and batteries reusable and mass producing thousands of cars and dozens of rockets, they are able to significantly reduce costs and compete with larger incumbent companies. Tesla applies this strategy by continuously upgrading production processes and bringing more operations in-house to improve quality and reduce costs through large-scale manufacturing. SpaceX also relies on economies of scale to put satellites and astronauts into orbit at a fraction of the usual cost by making its launches increasingly reusable and reducing turnaround times between launches.

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    Tesla Case

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    Tesla and SpaceX have been able to dominate industries with historically high barriers to entry through economies of scale. By making components like rocket boosters and batteries reusable and mass producing thousands of cars and dozens of rockets, they are able to significantly reduce costs and compete with larger incumbent companies. Tesla applies this strategy by continuously upgrading production processes and bringing more operations in-house to improve quality and reduce costs through large-scale manufacturing. SpaceX also relies on economies of scale to put satellites and astronauts into orbit at a fraction of the usual cost by making its launches increasingly reusable and reducing turnaround times between launches.

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    Download as docx, pdf, or txt
    72 views2 pages

    Technology, or An Innovative Business Model, Will Only Take You So Far. One of The Reasons

    Uploaded by

    Anisha Rohatgi
    Tesla and SpaceX have been able to dominate industries with historically high barriers to entry through economies of scale. By making components like rocket boosters and batteries reusable and mass producing thousands of cars and dozens of rockets, they are able to significantly reduce costs and compete with larger incumbent companies. Tesla applies this strategy by continuously upgrading production processes and bringing more operations in-house to improve quality and reduce costs through large-scale manufacturing. SpaceX also relies on economies of scale to put satellites and astronauts into orbit at a fraction of the usual cost by making its launches increasingly reusable and reducing turnaround times between launches.

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    When economics professors explain the concept of an industry with high “barriers to entry,”

    the examples they usually reach for are automobiles and space flight. Setting up a lemonade
    stand (or, these days, a software company) may be child’s play, but the complexity and
    massive capital requirements of the “metal-bending industries” have kept them more or less
    closed shops for as long as they’ve existed.

    So, how did two spunky startups come to dominate these two impenetrable industries within
    the space of a few years? Many have pondered this question, and several plausible answers
    have been found — most having to do with disruptive technology. However, innovative
    technology, or an innovative business model, will only take you so far. One of the reasons
    it’s so hard to challenge the Toyotas and Boeings of the world is their economies of scale.
    You may be able to build a great car, or a spaceship, in your garage, but you’ll never be able
    to sell it at a reasonable price unless you can build thousands of cars, or dozens of spaceships.
    s Enrique Dans writes in a recent piece published in Forbes, for Elon Musk and his fellow
    visionaries at Tesla and SpaceX, economies of scale don’t represent an obstacle, but rather an
    integral part of the companies’ respective business plans.

    Economies of scale are what allows SpaceX to put satellites, and now human astronauts, into
    orbit at a fraction of the usual cost. By making its booster rockets (and other components,
    such as fairings) reusable, the company is able to reduce not only the hardware costs of
    launching payloads into space, but also the turnaround time between launches.
    SpaceX’s Starlink project, which may involve deploying as many as 42,000 satellites to
    provide global internet access, would never be viable without keeping the cost of each launch
    to a minimum. More launches translate to lower costs per launch.

    SpaceX’s sister company, Tesla, also relies on economies of scale. Elon and his merry men
    and women understood from the beginning that the only way to get battery costs down would
    be to manufacture lots of them — that’s why Tesla started building the Gigafactory well in
    advance of beginning volume production of Model 3. Believe it or not, economies of scale
    represent one reason that Tesla is beating the much larger legacy automakers at their own
    game. (Oh, the irony!) Whereas Tesla enjoys healthy profit margins, at least on its higher-
    priced models, other carmakers complain that they can’t make a profit on EVs. Tesla
    continuously upgrades its production processes to improve quality and squeeze out costs, and
    most of these innovations rely on economies of scale to make them feasible. When it started
    out with the Roadster, the young company had no choice but to follow the usual auto industry
    practice of relying on other companies for key components, and even for vehicle assembly.
    Once it started building Models S and X, Tesla soon found that outside suppliers weren’t able
    to keep up with its rapid innovations, and it gradually brought more and more operations
    under its own roof. Tesla is said to be the only auto firm that makes its own seats; it
    dropped Mobileye as a supplier of the computer that powers Autopilot, and now makes the
    necessary computers in-house; and it is widely believed to be close to making its own battery
    cells.

    Identify the strategy in the above case and explain it with respect to the case.

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