12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2https://learn.snhu.edu/d2l/le/content/1192074/viewContent/ XXXXXXXXXX/View 1/7CompetenciesIn...

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See Project Guidelines and Rubric. The company to write about is Tesla Energy Operations Inc. I have also attached some additional documentation to assist.


12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 1/7 Competencies In this project, you will demonstrate your mastery of the following competencies: Determine how an organiza�on gains a compe��ve advantage Determine organiza�onal risk and growth opportuni�es in order to develop a strategic plan Defend business decisions in support of an organiza�on’s strategic plan Scenario It’s the moment of truth: your opportunity to demonstrate why your new product or service is worth funding. You have done the research and know that the funding you seek can be a game changer for the company. Not only will it produce revenue and profitability, but more importantly, it will strategically set the company apart from its compe��on. You just have to convince senior management. In prepara�on, you have created a checklist for yourself to use in compiling informa�on that includes research, feasibility of the idea via the BMC, scope of project (�meline included), project risk mi�ga�on, DEI, CSR, and 24-month pro forma. You know that anything can happen in a funding pitch. With this in mind, you are prepared to answer ques�ons that encompass all aspects of the project. Direc�ons Create a pitch for funding. In this pitch, you will have to convince senior management to greenlight the new product or service. Aspects of the pitch that must be addressed: 1. Value proposi�on: Describe the company’s current value proposi�on in the market. a. Describe the selected company’s main product or service. b. Discuss the company’s overall strategic plan. 2. Compe��ve advantage: Describe the compe��ve advantage the company will gain by funding the project. a. Describe how you discovered an opportunity to do something be�er than your compe�tors. b. Determine how the new product or service shi�s the value proposi�on of the company. 3. Risks and opportuni�es: Establish the risks and growth opportuni�es of the company. a. Determine if the new product or service could disrupt the current industry. b. Iden�fy the risks associated with the development of this new product or service. 4. Growth opportuni�es: Describe the areas of poten�al growth for the company. a. Iden�fy the growth opportuni�es within the company. b. Explain how the compe��ve advantage allows for growth. 5. Dis�nguish as a new product or innova�on: Dis�nguish the new product/service as an innova�on or improvement on an exis�ng product/service. a. Determine if the product or service fits within the capabili�es of the company. Note: a company’s SWOT analysis or 10-K is an indicator of whether the new product or service could be feasible. b. Explain how the new product or service adds to the por�olio of the company. 6. Target segment: Describe the targeted segment. a. Iden�fy the target customer.  https://app.readspeaker.com/cgi-bin/rsent?customerid=9568&url=https%3A%2F%2Flearn.snhu.edu%2Fcontent%2Fenforced%2F1192074-BUS-400-T2417-OL-TRAD-UG.22EW2%2FProject%2520Guidelines%2520and%2520Rubric.html&lang=en_us&readid=d2l_read_element_1 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 2/7 b. Explain your blue ocean strategy. Note: The new market is iden�fied here. 7. Speculate sales: Speculate on the projected sales. a. Jus�fy your product or service by the numbers; discuss your projected revenue gain. Note: it MUST have an ROI that jus�fies the project for investors and/or senior management. b. Explain the risks associated with projected sales. 8. Speculate profitability: Speculate on the profitability of your proposed product or service. a. Determine if the project is profitable. Note: In this pitch for funding, senior management has to know that the project, based on market research, is speculated to be profitable. Use the company’s current income statement to project how the company’s profitability will be affected. Look to other companies in the marketplace with products or services similar to the one you are proposing as a basis for your projec�ons. Note: these numbers are purely specula�ve. b. Determine the impact on the func�onal areas of the business (accoun�ng, marke�ng, sales, and so on). 9. CSR plan: Outline the plan to service the community or customers that purchase the product or service. a. Discuss how the idea demonstrates corporate social responsibility (CSR). b. Iden�fy what the company has invested in as it relates to the communi�es they serve. c. Discuss how a good CSR plan helps the company gain compe��ve advantage. 10. DEI plan: Summarize how the project will include a variety of perspec�ves to get a be�er unique value proposi�on. a. Determine if the company has a corporate culture built on DEI. b. Discuss how the project’s DEI plan fits into the company’s overall strategic plan. What to Submit To complete this project, you must submit one of the following: Funding pitch video or audio recording Film a 15-minute camera facing or audio only recording. It must be submi�ed as one of the following file types: SWF, MPG, MPEG, RM, MP3, MP4, M4V, M4A, AVI, WAV, RAM, ASF, MOV, RA. You must also submit a speech outline in a Word document with the topics listed in order and a References page. Sources should be cited according to APA style. OR Funding pitch script Your script should be wri�en as if you were delivering the speech, submi�ed as a 7- to 8-page Word document. Sources should be cited according to APA style. Project Rubric Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Value Proposi�on: Main Product or Service Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Describes the selected company’s main product or service Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descrip�ons that are lacking in detail or inaccurate Does not a�empt criterion 3 Highlight Highlight 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 3/7 Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Value Proposi�on: Overall Strategic Plan Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Discusses the company’s overall strategic plan Shows progress toward proficiency, but with errors or omissions; areas for improvement may include incomplete or inaccurate descrip�ons of strategic plan Does not a�empt criterion 5 Compe��ve Advantage: Opportunity Discovery Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Describes how you discovered an opportunity to do something be�er than someone else Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descrip�ons that are cursory or incomplete Does not a�empt criterion 4 Compe��ve Advantage: Value Proposi�on Shi� Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines how the new product or service shi�s the value proposi�on of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include inaccurate or cursory explana�ons Does not a�empt criterion 5 Risks and Opportuni�es: Industry Disrup�on Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines if the new product or service could disrupt the current industry Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is incomplete or inaccurate Does not a�empt criterion 4 Risks and Opportuni�es: Risks Associated With Development Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies the risks associated with the development of this new product or service Shows progress toward proficiency, but with errors or omissions; areas for improvement may include risks that are inaccurate or lacking in detail Does not a�empt criterion 4 Growth Opportuni�es: Company Growth Opportuni�es Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies the growth opportuni�es within the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include Does not a�empt criterion 5 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 4/7 Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value growth opportuni�es that are inaccurate or lacking in detail Growth Opportuni�es: Compe��ve Advantage Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Explains how the compe��ve advantage allows for growth Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explana�ons that are lacking in detail or inaccurate Does not a�empt criterion 5 Dis�nguish as a New Product or Innova�on: Fit Within the Capabili�es of the Company Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines if the product or service suggested fits within the capabili�es of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is inaccurate or cursory Does not a�empt criterion 4 Dis�nguish as a New Product or Innova�on: Overall Por�olio Addi�on Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Explains how the new product or service adds to the por�olio of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explana�ons that are fragmentary or incomplete Does not a�empt criterion 4 Target Segment: The Customer Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies the target customer Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion of target customer that is lacking in detail or inaccurate Does not a�empt criterion 5 Target Segment: Blue Ocean Strategy Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Explains blue ocean strategy Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explana�ons that are cursory or inaccurate Does not a�empt criterion 5 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 5/7 Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Speculate sales: Projected Revenue Gain Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Jus�fies your product or service by the numbers: discusses your projected revenue gain Shows progress toward proficiency, but with errors or omissions; areas for improvement may include jus�fica�ons that are incomplete or inaccurate Does not a�empt criterion 4 Speculate sales: Risks Associated With Sales Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Explains the risks associated with projected sales Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explana�ons that are not associated with projected sales or fragmentary Does not a�empt criterion 5 Speculate Profitability: Is the Project Profitable? Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines if the project is profitable Shows progress toward proficiency, but with errors or omissions; areas for improvement may include determina�ons that are incomplete or lacking in detail Does not a�empt criterion 4 Speculate Profitability: Impact on Func�onal Areas Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines the impact to the func�onal areas of the business Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that lacks detail or does not assess the impact on func�onal areas of business Does not a�empt criterion 5 CSR Plan: The CSR Data Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Discusses how the idea demonstrates corporate social responsibility (CSR) Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussions that don’t address CSR or are lacking in detail Does not a�empt criterion 4 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 6/7 Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value CSR Plan: Community Investment Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies what the company has invested in as it relates to the communi�es they serve Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explana�ons that are lacking in detail or don’t relate to the community being served Does not a�empt criterion 4 CSR Plan: Increasing the Compe��ve Advantage of the Company Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Discusses how a good CSR plan helps the company gain compe��ve advantage Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussions that are lacking in detail or are not targeted toward helping to gain compe��ve advantage Does not a�empt criterion 3 DEI Plan: The Culture Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines if the company has a corporate culture built on DEI Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descrip�ons that are lacking in detail or cursory Does not a�empt criterion 3 DEI Plan: Overall Strategic Plan Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Discusses how the project DEI plan fits into the company’s overall strategic plan Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is missing key components or is inaccurate Does not a�empt criterion 5 Ar�cula�on of Response Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstra�ng an understanding of audience and purpose Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, nega�vely impac�ng readability Submission has cri�cal errors in grammar, sentence structure, and spelling, preven�ng understanding of ideas 5 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities 22EW2 https://learn.snhu.edu/d2l/le/content/1192074/viewContent/20810068/View 7/7 Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Cita�ons and A�ribu�ons Uses cita�ons for ideas requiring a�ribu�on, with few or no minor errors Uses cita�ons for ideas requiring a�ribu�on, with consistent minor errors Uses cita�ons for ideas requiring a�ribu�on, with major errors Does not use cita�ons for ideas requiring a�ribu�on 5 Total: 100% BUS 400 Module Two Assignment
Answered 3 days AfterDec 05, 2022

Answer To: 12/5/22, 6:25 PM Project Guidelines and Rubric - BUS-400-T2417 Driving Business Opportunities...

Swati answered on Dec 09 2022
31 Votes
Funding Pitch
1. Value proposition: In addition to a greener choice, Tesla's value offer for cars also includes high performance, design, functionality, efficiency, a longer range, flexibility, and inexpensive (or free) recharging. Tesla Energy Operations Inc., a division of Tesla Inc., sells vertically integrated solar energy solutions. It designs, gets approval for, provides funding for, and installs solar and energy storag
e systems. Additionally, the company provides services for maintenance and monitoring. It purchases a range of components from several vendors, such as solar panels, power walls, and roof-mounted solar panels. The company advertises and sells the products and services using a national sales structure made up of a direct outside sales force, a door-to-door sales force, contact centers, channel partner networks, and customer referral programs. It also uses traditional and internet marketing techniques. The business provides services to residential, commercial, governmental, and educational clients throughout the United States, Puerto Rico, Canada, and Mexico. San Mateo, California, in the US, serves as the home base for Tesla Energy Operations.
2. Competitive advantage: The project focuses on battery storage technologies, which are solutions that assist hasten the transition from fossil fuels to renewable energy sources. Both the client and the environment will gain from this. The battery storage system's goals are to meet the demand for power and give people access to renewable energy sources. Devices for storing energy from renewable energy sources like solar and wind include battery storage systems. The custocustomer’s is where the solar panel is put. The battery is connected to a power point, where the energy produced is transmitted. The electric vehicle is recharged when the client plugs the charging plug into the power outlet. This will provide a competitive edge and a focused differentiation approach. Tesla has few competitors in this market since other companies can't copy its innovations.
I have identified a chance to outperform the competition because of the strategic edge. The five main competitive tactics that organizations may apply to their benefit are low-cost provider, wide differentiation, best-cost provider, focused low-cost provider, or focused differentiation (Thompson, Peteraf, Gamble, & Strickland, 2015). Tesla aims for the high-end market with the help of high-performance EVs equipped with unmatched autopilot technologies (consumers with middle- and upper-class incomes).
The new product or service moves the company's value proposition to a more sustainable energy source while also focusing on the wealthier classes. There is a huge market for battery-based storage solutions that aid in the production of renewable energy sources like solar and wind and can be released when consumers need it to power their electric vehicles and smartphones. It is a green energy that is in demand and can function even when there is no wind or sunlight (National Grid, 2021). Targeting a particular market segment with goods that are created to satisfy the needs and preferences of the target market is known as a targeted differentiation approach (Thompson et al., 2015). Tesla does not join other market segments since it is focused on providing energy storage solutions and electric automobiles. Two of Tesla's cutting-edge energy offerings are battery systems and solar energy systems. The core of Tesla's competitive edge is its strong internal R&D division, which has made over $900 million in investments and develops unique designs and patented technologies (Tesla, 2017).
3. Risks and opportunities: Risks and opportunities associated with the company are as follows:
Risk: There isn't much demand because the electric car sector is still in its early stages.
Tesla cannot produce for the mass market because of its low sales volume and high R&D manufacturing and investment costs. As a result, there are few scale economies (Mangram, 2012). Limited brand recognition in the low-end market area; typical people might not like the pricey luxury EVs (Stringham, Miller, & Clark, 2015). Limited manufacturing capacity - the company's low output and the rapid increase in demand for automobiles may affect supply...
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