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3 Drivers of China’s Booming Electric Vehicle Market

Harvard Business Review

Norway, and other Scandinavian nations were early adopters of EVs, and Germany and Japan have long been automotive powerhouses, their EV markets have lagged in mass market adoption compared to China. What can companies looking to scale up their innovations learn from their approach? While the U.S.,

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Why Elon Musk’s New Strategy Makes Sense

Harvard Business Review

It outlined Tesla’s automotive strategy and it has been pretty much followed to the letter. The second installment moves Tesla beyond the traditional car market, with a plan to reconfigure our cities, energy systems, and our impact on the environment. The first installment had been written in 2006.

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Prototype Your Product, Protect Your Brand

Harvard Business Review

Designers and entrepreneurs have been experimenting with live prototyping — putting unfinished product ideas in the context of real markets and real customer situations — for years, and now bigger businesses have begun to catch on. Is quality essential in your market, or simply a nice-to-have. Might we tarnish our brand?

Brand 8
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The Real Reason Uber Is Giving Up in China

Harvard Business Review

In a group photograph, 30 CEOs with a combined market capitalization of $2.5 It is true that Kalanick consistently called China the most important market for Uber. Uber truly wanted to succeed in its fastest-growing market, one where taxi drivers outnumber their U.S. trillion smiled for the camera alongside the Chinese leader.

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What U.S. CEOs Can Learn from GM’s India Failure

Harvard Business Review

Like its American compatriot Ford Motor Company , GM’s market share in India has always been in the single digits, but recently Ford has reported rising monthly sales of 36% in India. 1 — Consistent Leadership Over Time Matters in This Market. Unlike Bentley or Rolls-Royce, GM is a mass-market car company in the U.S.

CEO 10
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Piecing Together the Tesla Strategy Puzzle

Harvard Business Review

These days, Tesla is the darling of the automotive world. But many of its strategic moves — A factory in Nevada that will crank out many times more batteries than the company can use? Turning over its patents to competitors? — can still seem quixotic, if not self-destructive. Let me explain.