Entity Dossier
entity
Ford Motor Co.
Strategic Concepts & Mechanics
Cornerstone MoveSell the Sequel to Fund Survival Today
Signature MoveBudget Is a Banned Word
Cornerstone MoveBulldoze First, Partner Second
Capital StrategyEach Round Buys More Control
Competitive AdvantageApple-Store DNA Without Apple-Store Obsession
Signature MoveSkip-Level Communication as Survival Obligation
Strategic PatternMule-Car Conviction Theater
Capital StrategyPublic Markets as Distraction Tax
Signature MoveSpecial Forces Hiring, Not Headcount Filling
Cornerstone MoveGallery Loophole Before Lawmakers Reconvene
Signature MoveFlippant Until Focused, Then Total Possession
Decision FrameworkHigh-Velocity Reversible Decisions
Primary Evidence
"Blankenship glanced online at the handful of stores Tesla had already established—many were either former car showrooms or designed like them. A customer had to drive to get to one. He thought that would be fatal for Tesla. Car customers tend to be loyal; a majority of new vehicle buyers in 2010 returned to the brand that they bought the last time. Some brands had even better return rates, such as Ford Motor Co., which saw a 63 percent loyalty rate. Tesla needed not just to convince people of their brand, but to persuade them to leave their old one. It didn’t help their cause that Tesla was asking buyers to take a chance on a new, unfamiliar technology."
Source:Power Play