The answer to the first part of the question posed may be Tesla Inc., the U.S. electric automobile manufacturer founded in 2003 and headquartered in Palo Alto, California. The answer to the second part of the question may be “by matching internal strengths/weaknesses with external opportunity/ threats” using SWOT analysis. For the first time ever, in 2017, Tesla joined the Fortune 500 largest companies in the United States; the company’s annual revenues exceed $7 billion. An integral part of Tesla’s excellent strategic plan is to capitalize on the 6.5 percent annual gross domestic product (GDP) growth in China, compared to the GDP growth of about 2 percent in the United States. Tesla’s sales in China skyrocketed in recent years as CEO Elon Musk of Tesla capitalizes heavily on the firm’s technological prowess (internal strength) matched with China’s booming GDP (external opportunity) and China’s strong preference for electric vehicles (external opportunity). In 2016, sales of electric and plug-in hybrid automobiles in China rose 50 percent to 507,000, more than triple the comparable figure in the United States. Electric vehicles are viewed in China as a way to help clear smoggy skies (an external opportunity), and that is a primary reason why China’s government has ex-empted electric cars from rigid license plate restrictions in six large cities: Shanghai, Beijing, Shenzhen, Hangzhou, Guangzhou, and Tianjin; these six cities report the highest Tesla sales. Tesla’s strategic plan includes manufacturing cars in China by the end of 2018, because shipping cars from California to China is costly. Tariffs and taxes incurred to export cars to China increases the price of Tesla sedans and SUVs by 50 percent (external threat). The number of electric vehi-cle charging stations in China exceeds one thousand (external opportunity). Tesla mass produces its Model X SUV because China’s obsession with SUVs is a decade old and growing rapidly. Sales of SUVs in China now comprise nearly 40 percent of all passenger-vehicle sales in that country. Turning to Australia, Tesla recently supplied the largest battery in the world to Jamestown, Aus-tralia. The battery is storing electricity from a new wind farm that supplies thirty thousand homes with power. The battery has a 100-megawatt capacity. Tesla’s strategic plan is for the whole world to use its batteries in cars, trucks, homes, and businesses.

Questions:

- Identify several internal strengths and weaknesses that face Tesla.

- Match several of your external and internal factors to formulate several strategies that Tesla is (or could) use going forward.

A Black Belt consultant in the ABC Corporation reported the Sigma Performance of a manufacturing line as 3.1. Using Z score table calculate the % defective units coming off the production line.

Please show Show steps

List and describe five impediments to local participation in tourism planning.

Prepare a comprehensive and thumbnail brief of each of the following opinions:

United States v. Kovel

Brown v. Hammond

What are the differences between entrepreneurial, intrapreneurial and formulated marketing? What are the advantages and disadvantages of each? Explain how having strong competitors can benefit a company.

Which of the following statements is/are TRUE about a Franchise Disclosure Document (FDD)?

Group of answer choices

Federal law requires the franchisor to give a potential franchisee an FDD.

The purpose of the FDD is to guarantee that the franchisor’s business model is sound.

A franchisee can bring suit under federal law against a franchisor who has failed to provide an FDD prior to purchase of the franchise.

A and B only

A, B and C

list and briefly describe the 5 major promotion mix tools

Consider the following terms from chapter 7, 8 and 9. Select three of the items and briefly describe in your terms and give a practical example:

1. Service Bluepring

2. Poka Yoke

3. Yield Management

4. Time Fence

why half of the decisions made within organizations fail?

In the (very common) case where you as a leader cannot affect the right organizational levers to meet your employee’s motivational drivers, how do you best convey that to your employee without looking like you’re hiding behind the organization’s policies?

Given the following information concerning jobs awaiting processing at a single work center, what is the processing sequence using the critical ratio (CR) rule?

Much has been said about the concept of “continuous improvement” and TQM. Please answer the following sub-questions:

1. What does “TQM” stand for? In your own words, briefly describe what TQM entails for an organization.
2. Continuous improvement has been advanced by various schools of quality. Deming describes the PDCA (formerly PDSA) wheel. Six sigma advocates use DMAIC. Pick one of these two quality processes (PDCA or DMAIC) and describe how an organization might use each of its steps to continuously improve quality.

1) An incentive plan employing a kicker is in use. Below standard performance the worker is guaranteed a rate of $6 per hour and above standard performance the worker is paid $9.20 per hour. A job is studied and a rate of 0.036 hours per piece is set. What is the direct labor cost per piece at the following efficiencies?

a. 50 percent?

b. 80 percent?

c. 98 percent?

d. 105 percent?

e. 150 percent?