TESLA [Brand Paper] [Ananya  Gupta,  Weihong  Chen,  Chen  Chen,  Guangyi  Song,  Prakarsh  Gupta]  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FUTURE

IS

ELECTRIC

 

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1.  Current  Situation  

Market  Status:  

The  US  auto  market  had  reached  17  million  unit  sales  per  year  before  the  2008  financial  crisis.  Whilst  since  2008,  the  US  market  had  dropped  significantly  to  10.5  million  in  2009,  it  has  been  recovering  gradually  to  15.58  million  unit  sales  in  2013.  

Within   this  market,  with   a   price   tag   ranging   from  $74,570   to   $   105,670,  Model   S   competes   in   the   large   luxury  sedan  segment.  Its  main  competitors  consist  of  Mercedes  Benz  S-­‐class,  Audi  A7,  BMW  7-­‐series,  BMW  i8,  Porsche  Panamera  e-­‐hybrid  and  Lexus  LS1.  However,  none  of  the  competitors  provide  a  full  electric  offering,  which  gives  Model   S   a  unique  opportunity   to   create   a  white   space   for   itself   catering   to  needs  of  high   income  eco   conscious  customers  seeking  performance  and  style.    

This  sub-­‐market,   including  other  luxury  car  brands,  roughly  adds  up  to  less  than  10%  of  the  total  US  auto  sales.  Tesla   occupies   around  1%  of   this   sub-­‐market   by   selling  18,195  Model   S   in  2013,  which   leaves  Model   S   a   great  growth   potential.(Exhibit   4).  Model   S   is   the   leader   in   the   large   luxury   car   segment   but   there   is   a   clear   growth  opportunity  in  crossover/SUV  and  mid  size  luxury  segment.2  (Exhibit  3)  

Brand  History  and  Developing  Plan:    

Tesla  was  founded  in  2003  by  a  group  of  Silicon  Valley  engineers  who  set  out  to  prove  to  the  world  that  electric  vehicles  could  be  awesome.  It  all  started  with  all  electric  sports  car-­‐  Roadster  in  2008.  The  company  went  public  in  2010  and  introduced  the  all-­‐electric  luxury  sedan-­‐  Model  S  in  2012.  The  car  has  been  a  huge  success  and  has  won  several  awards  since  its  launch.  Tesla  has  been  accelerating  its  route  of  building  sustainability  into  the  automobile  world,   by   building   100%   electric   cars  with   excellent   performance   that   surpass   their   combustion   counterparts.  Tesla  has  been  pioneering  cutting  edge  innovation  that  is  going  to  disrupt  the  whole  auto  industry.  

 “Our   goal  when  we   created   Tesla   a   decade   ago  was   the   same   as   it   is   today:   to   drive   the  world’s   transition   to  electric  mobility  by  bringing  a  full  range  of  increasingly  affordable  electric  cars  to  market.3”      -­‐  Elon  Musk  |  CEO  

To   accomplish   this   mission,   Tesla   has   a   three-­‐stage   master   plan.     First   is   a   high   price   and   low   sales   volume  offering,  the  Roadster,  to  demonstrate  how  great  the  performance  a  fully  electric  car  can  achieve.  The  second  is  the  medium  price  and  medium  volume  offerings,  the  Model  S  and  the  upcoming  Model  X,  to  prove  that  fully  electric  cars  can  be  financially  successful  even  while  competing  with  global  renowned  auto-­‐elites.  And  the  last  is  low  price  and  mass   volume,   the   Gen   III,   to   realize   the   transition   to   the   future   “electric”  mobility.   It   envisions   the   world  without  gas  burning  cars  and  making  that  technology  obsolete.    

Tesla’s  Marketing  Challenge  and  Opportunity:  

To  achieve  the  final  goal  of  mass  production  and  sales  of  Gen  III,  Tesla  needs  more  cash  to  expand  and  more  brand  communication  with  the  majority  of  the  consumers  of  automobiles  to  establish  organic  brand  relationships.  These  two  needs  ultimately  lead  to  one  marketing  challenge:  to  sell  more  Model  S  to  generate  sustainable  cash  flow  by  enhancing  target  customer  engagement.  

Financially  speaking,  despite  of  the  negative  operating  profit  margin,  Tesla  has  been  investing  heavily  in  product  development   and   capacity   expansion   to   grow   organically.   Clearly,   as   a   start-­‐up,   Tesla   is   leveraging   a   growth  strategy  to  seek  solid  market  share  growth  in  the  future,  which  is  in  line  with  Tesla’s  long-­‐term  goal.  However,  this  growth  strategy  requires  sustainable  cash  generation  from  revenue  growth  and  net  profit  growth,  and  therefore  demands  more  sales  of  Model  S.  

Within  the  niche  market  of  large  luxury  sedans,  Model  S  has  a  great  potential  to  grow  since  its  market  share  is  only  1%.  (Exhibit  4&5)  The  challenge  now  is  how  to  convince  the  other  potential  customers  to  switch  or  try  Model  S.  Here  are  few  challenges  and  opportunities  before  the  company  that  needs  to  be  addressed.  

• Potential  customers  are  still  using  concepts  from  combustion  cars  to  judge  Tesla,  for  example,  they  would  challenge  the  sales  man  by  saying:”  Call  me  when  your  range  reaches  400  miles.”  Whereas  in  fact,  people  don’t   need   this   amount   of   range   in   the   daily   use   of   a   car.   This   indicates   Tesla   has   not   successfully  addressed  this  concern  by  communicating  the  drastic  growth  in  Tesla’s  supercharger  network  in  last  one  year,  which  reveals  the  need  for  better  communication.    

• Some  customers  still  don’t  know  enough  about  the  features  of  Tesla  enough  to  trigger  a  purchase.  This  is  hindering   customers’   physical   and   further   emotional   engagement  with  Tesla   brand.   Tesla   believes   that  this   product   is   so   awesome   that   the   best  way   to   sell   this   car   is   to   get   a   potential   customer  behind   the  wheels.  

                                                                                                               1  Marketrealist.com,  Sizing  up  the  competition:  Is  Tesla’s  product  unique?  William  Lowry,  Jun  19,  2014  2  www.goodcarbadcar.net  3  Investor  Presentation,  Tesla,  Jan  2014  

 

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 • Some   perceive   Tesla   as   a   technical   gadget   rather   than   an   automobile.   Others   say   Tesla   is   a   toy   of   the  

wealthy   in   the   Silicon   Valley.   These   comments   reflect   the   chaos   in   delivering   the   right  message   to   the  target  audience.    

To  meet  the  challenge  above  and  to  gain  more  traction  in  the  luxury  car  market  Tesla  needs  a  strategic  IMC  plan  to  communicate  Tesla  values  by  maximizing  both  physical  and  emotional  interactions  between  Tesla  and  the  target  customers.    

2.  Market/Consumer  Research    

We   conducted   an   in-­‐depth   interview   with   a   customer   advisor   at   a   Tesla   store   and   also   took   a   test   drive   to  understand  the  brand  and  its  customers  more  deeply,  and  we  generated  several  key  insights  out  of  it.  People  are  buying  Tesla  more   for   its  high  performance,  design  uniqueness  and  cool  quotient   than   for  social   consciousness,  efficiency   and   environmental   reasons.   A   lot   of   people   buy   it   for   the   reliability   reasons,   simple  mechanics   zero  periodic  maintenance  and  running  cost  and  ease  and  convenience  of  never  having  to  go  to  a  gas  station  anymore.  The   car   therefore   alleviates   a   paint   point   or   tension   in   their   busy   lives.   Tesla   is   an   American   car   company.  Consumers   like   the   idea   of   supporting   a   brand   new   American   car   company,   which   is   born   out   Silicon   Valley’s  innovative  culture.  Tesla  is  a  high-­‐tech  gadget  that  has  the  form  of  a  car,  instead  of  a  car  built  with  new  technology.  People  resonate  with  the  “technology”,  not  the  car;  it  is  the  most  expensive  piece  of  gadget  that  one  can  buy.  Some  of  the  customers  are   informed  about  the  car,   they  have  heard  about   it   in  their  social  circles  but  the  final  buying  decision  is  highly  influenced  by  the  feeling  the  customer  gets  when  they  get  into  the  car  and  by  experiencing  the  product   first   hand.   The   instantaneous   torque   the   car   delivers   once   they   set   their   foot   on   the   pedal   and   the  exhilaration  of  driving  a  Tesla  transcends  them  into  the  future.  Based  upon  other  primary  and  secondary  research  we  also  arrived  at  a  conclusion  that  a  lot  of  people  are  not  really  aware  of  the  true  benefits  and  features  the  car  can  offer  and  there  is  a  knowledge  gap  that  needs  to  be  filled.  

 

3.  Marketing  Objective    

Increase  the  market  share  in  the  US  luxury  car  market  from  1%  to  2%  and  double  the  revenue  by  December  2015.  Tesla  is  a  high  growth  company  and  is  investing  heavily  in  new  products;  capacity  expansion  and  gaining  market  share  are  pivotal  to  its  growth  strategy.    

 

4.  Segmentation  

In  the  short  term,  Innovators  are  the  most  important  market  segment  for  Tesla.  They  have  social  resource,  which  means  affordability.  They  are  also  open  to  changes  and  possibilities  in  life.  Innovators  are  successful,  take-­‐charge  people   with   high   self-­‐esteem.   Because   they   have   such   abundant   resources,   they   exhibit   all   three   primary  motivations  in  varying  degrees.  Being  change  leaders,  they  are  the  most  receptive  to  new  ideas  and  technologies.  Innovators  are  very  active  consumers,  and  their  purchases  reflect  cultivated  tastes  for  upscale,  niche  products  and  services.  Image  is  important  to  innovators,  not  as  evidence  of  status  or  power  but  as  an  expression  of  their  taste,  independence,   and   personality.   Innovators   are   among   the   established   and   emerging   leaders   in   business   and  government,  yet  they  continue  to  seek  challenges.  Their  lives  are  characterized  by  variety.  Experiencers,  Achievers  and  Thinkers  are  also  segments  that  we  consider  in  the  long  term.      

For   Experiencers,   their   purchases   reflect   the   emphasis   that   they   place   on   looking   good   and   having   "cool"  stuff.    They   seek   variety   and   excitement,   savoring   the   new   and   the   offbeat.   Experiencers   are   people   who   are  heavily   motivated   by   self-­‐expression,   are   sociable   and   trendsetters.   They   seek   variety   and   quickly   become  enthusiastic  about  new  opportunities  but  are  quick  to  cool  off  too.  4  

For   Achievers,   image   is   important.   They   favor   established,   prestige   products   and   services   that   demonstrate  success   to   their   peers.   Because   of   their   busy   lives,   they   are   often   interested   in   products   that  make   their   lives  convenient   and   easy.   For   thinkers,   although   their   incomes   allow   them   many   choices,   they   are   conservative,  practical  consumers;  they  look  for  durability,  functionality,  and  value  in  the  products  that  they  buy.  

Besides  the  four  segments  we  mentioned  above,  there  are  also  four  other  market  segments,  which  are  believers,  strivers,  makers  and  survivors.  Because  of  the  income  level  is  comparatively  low  for  these  four  segments,  they  are  beyond  the  company’s  consideration.  For  them  a  car   is  a  utility   item  that  enables  them  to  move  around  and  the  current  product  line  at  Tesla  brand  will  not  resonate  with  them.  But  to  them  the  cost  saving  of  driving  an  electric  car  is  an  attractive  proposition  and  they  could  be  potential  targets  for  future  products.  

                                                                                                                 4  http://www.strategicbusinessinsights.com/vals/ustypes.shtml  

 

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5.  Targeting  

Our  priority  targets  are  Innovators  and  Experiencers.    Innovators  are  successful  people  with  high  self-­‐esteem  and  a  Tesla  product  may  be  the  apt  one  for  them  as  it  can  be  seen  as  a  reward  and  validation  of  the  success  and  heights  that  they  have  achieved.  They  are  change  leaders  and  receptive  to  new  technology  which  makes  them  the  perfect  target  for  a  futuristic  product  like  an  all-­‐electric  car.    

Experiencers  are  a  relevant  segment  for  Tesla  not  just  because  they  can  afford  and  potentially  be  satisfied  by  the  superior   technology   and   cutting   edge   product   but   have   the   capacity   to   influence   people   in   their   network   to  positively  change  their  attitudes  towards  electric  cars.  These  people  are  well  established  and  have  a  social  media  following   and   targeting   them   can   help   Tesla   achieve   the   long-­‐term   goal   of   being   perceived   as   an   electric   car  delivering   a   superior   driving   experience.   Innovators   and   Experiencers   share   many   features.   They   are   both  innovative  and  have  high-­‐income  level  (innovators  have  even  higher)  and  they  have  an  open  attitude  towards  new  opportunities  and  the  positivity  to  embrace  change.      

We  chose  to  target  these  two  segments  because  they  would  find  highest  resonance  with  the  Tesla  brand  and  they  are  thought  leaders  in  their  social  circles,  their  peers  admire  them  for  where  they  are  and  where  they  are  heading  in  life.  They  could  be  great  brand  advocates  for  Tesla  and  influence  people  in  their  network  to  transition  to  electric  vehicles.   They   value   efficiency   and   environment  but   not  willing   to   compromise   on   aesthetics   and  performance.  Tesla  offers  the  perfect  product  that  matches  the  taste  and  aspirations  of  this  segment.  Following  are  the  typical  profile  of  our  prime  prospects:  

a)  Our  primary  target  segments  are  people  in  the  age  group  of  40-­‐50  who  are  self-­‐driven,  entrepreneurial  and  tech  savvy  with   a   preference   towards   cool   and   stylish   lifestyle.   They   really   value   the   efforts   of   high   technology   and  design   of   Tesla   cars.   They   look   at   owning   Tesla   as   an   affirmation   of   them   doing   well   and   being   on   the   right  professional   path.   They  mainly   buy   the   car   for   it's   excellent   performance   and   beautiful   artistic   outlook   and   to  reward  themselves  for  the  hard  work  they  put  in  life.    

b)  Affluent  City  Dwelling  DINK  (Dual  Income  No  kids.)  They  are  young  professionals  in  their  mid  30s  and  have  just  stepped  into  a  high-­‐income  job.  They  have  a  promising  future  without  too  many  financial  liabilities.  They  are  tech  savvy   early   adopters  who   need   to   own   the   latest   piece   technology.   They  want   to   tell   the  world   that   they   have  arrived  and  have  made  it  big.  They  may  seek  to  upgrade  their  car  to  meet  their  raised  social  status.  

c)  HNI  (High  Net  worth  Individuals)  group.  They  are  people  above  the  age  of  50  have  a  great  focus  on  self-­‐esteem  and   social   status,   which   they   try   to   communicate   through   the   objects   they   possess.   They   care   about   the  environment  and  drive  Tesla  as  a  statement  and  symbol  of  their  eco  consciousness.    

6.  Behavioral  Objective    

Increase  test-­‐drives  by  15%  and  the  social  media  engagement  measured  by  positive  social  mention  score  by  10%  in  the  US  market  by  December  2015.  The  focus  here  is  to  get  the  innovators  and  experiencers  to  test-­‐drive  the  car  to   educate   the   them   about   the   product   and   increase   positive   word   of   mouth   publicity   by   sharing   of   these  experiences  in  their  social  network.    

7.  Mental  Objective    

We  aim  to  increase  the  customer  acceptance  of  electric  vehicles  to  10%  by  2015(measured  by  consumer  perception  studies)   for  Tesla   to  be  perceived   as   the   future  of  mobility   and   the  preferred   choice  of   people  who  are   seeking  technologically  superior  products.    

8.  Brand  Positioning  

Classic  Positioning:  To  the  tech  savvy  innovators  Tesla  is  a  technology  company  that  makes  100%  electric  cars,  one   that   offers   highest   level   of   style,   performance   and   efficiency   in   its   category   because   of   its   cutting   edge  technology,  design  and  its  innovation  driven  culture.  

Brand  Positioning  using  Ladder  Model  

Value:  Stand  out  from  the  crowd  by  embracing  the  change  over  status  quo.  

Emotional  Benefit:  The  feeling  of  being  environmentally  responsible  and  part  of  greater  purpose-­‐  driving  a  social  change-­‐  without  having  to  compromise  on  social  status,  aesthetics  and  performance.  

 

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Functional  Benefit:  Not  only  cleaner  and  efficient  but  also  has  stunning  looks,  is  faster  and  more  fun  to  drive  than  conventional  cars,  all  this  with  the  convenience  of  never  having  to  go  to  a  gas  station.  

Attributes:    

• Stylish  yet  minimalistic  design  and  17”  touch  screen  dashboard  renders  it  a  sleek  and  futuristic  look.  • Cutting  edge  battery  and  supercharging  technology  that  offers  highest  range   in   the  electric  car  segment  

and  lowest  charging  time.  • Low  centre  of  gravity  enables  better  handling  and  control  on  turns;  Instantaneous  motor  torque  delivers  

silent  yet  quick  acceleration.    • Lightweight  aluminum  body,  aerodynamic  design  and  regenerative  braking  maximize  efficiency.  

9.  Key  Consumer  Insight  

There   is   a   general  perception   that  Tesla   is   a   car   for   elites  who  use   the  product   as   an  expression  of   their   social  status  and  eco  consciousness.  Tesla  has  revolutionized  the  entire  industry  by  challenging  the  established  mindset  that   electric   cars   are   clean  but  dorky   and   low  performance.  By  designing   a   car   that   is   100%  electric   they  have  proven  it  to  the  world  that  electric  is  not  only  cleaner  but  a  better  than  the  existing  technology.  From  the  moment  you  enter  the  car  and  set  your  foot  on  the  pedal  every  thing  about  the  car  is  futuristic  and  it  beats  a  gasoline  car  on  every  performance  metric.  This  is  the  car  not  for  a  few  technology  enthusiasts  but  it  is  the  future  of  mobility.  The  product  is  so  awesome  that  it  sells  itself  as  long  as  we  are  able  to  get  the  target  customer  behind  the  wheels.  

10.  Creative  Idea  

In  line  with  our  mental  objective,  our  communication  strategy  is  based  on  the  tagline  –  “Future   is  Electric.”  We  want  our  target  audience  to  believe  the  world  would  drive  only  fully  electric  cars  in  the  future.  Tesla  is  the  car  for  those  seeking  change  and  thinking  that  they  need  to  be  on  the  cutting  edge  of  technology.    We  need  to  get  these  people  into  our  stores  and  behind  the  wheels.  

The  print  ad  creative  (Exhibit  7)  symbolically  compares  conventional  internal  combustion  engine  technology  with  obsolete  products,  such  as  CRT  television,  alarm  clock  and  black  and  white  desktop  computers.  Driving  gasoline  cars  would  be  a  thing  of  the  past  while  driving  Tesla  is  the  future.  The  copy  would  also  emphasize  that  Tesla  is  a  100%  electric   car  with  no   tradeoffs  or   compromises   that  make   it  unique,  which  differentiates   it   from   the  other  plug  in  hybrids  available  in  the  market  today.  The  call  to  action  would  be  -­‐  Text  the  word  “DRIVE  THE  FUTURE”  at  56565  to  test-­‐drive  the  car.    

The  banner  ad  creative  (Exhibit  8)  would  have  dynamic  GIF  images  of  products  such  as  floppy  disks,  computers,  and  cars  evolving  over   time  and  ending  up  with  a  question  –   "Wondering  what  next?"  There  will  be  a   clickable  button   that   says  –   "Drive   the   future."  That  would   redirect   the   target   audience   to   test  drive   registration  page  of  Tesla  website.  We  would  like  to  integrate  social  media  with  this  campaign  by  asking  people  to  share  their  favorite  Tesla  feature  on  social  media,  such  as  Twitter,  for  a  chance  to  win  a  free  tech/premium  interior  package  upgrade  on  their  Model  S,  once  they  have  test  driven  the  car.  

11.  Media  plan  and  Measurement  

Tesla’s  target  audience  is  Internet  savvy  and  reads  a  lot  of  business,  lifestyle  and  technology  magazine.  The  media  plan  would  include  print  ads  and  banner  ads  on  digital  apps  and  websites  such  as  Tech  Crunch,  Business  Insider,  Fast  Company,  Wall  Street   Journal,  Economist.  We  also  plan  to  encourage  current  owners  and  bloggers  to  share  their   Tesla   road   trip   stories   which   could   later   be   published   as   advertorials   on   auto   magazines   and   the   Tesla  website.  We  also  plan  to  measure  the  effectiveness  of  the  different  creative  using  A/B  Testing  on  digital  platforms.  

We  also  plan  to  display  Model  S  and  to  have  billboards  at  all  major  domestic  business  airports  to  spread  the  word  and   get   people   to   test-­‐drive   Model   S.   The   efficacy   of   twitter   #DriveTheFuture   hash   tag   campaign   would   be  measured  by  social  media  tools  such  as  Twitalyser  and  Social  Mentions.  We  plan  to  measure  banner  ads  through  Click  Through  Rate  (CTR)  and  conversion  rates  in  terms  of  test-­‐drive  registrations.  The  effectiveness  of  our  print  ads  will  be  measured  by  amount  of  test  drive  requests  received  via  text  messages.    

The   overall   success  would   eventually   be   tracked   on   the   basis   of   conversion   rates   of   the   test   drives   and  how   it  impact  sales  during  the  campaigns.  Tesla  would  have  to  periodically  invest  in  similar  campaigns  to  reinforce  the  positioning  so  competition  cannot  stake  a  claim  to  it.  This  positioning  would  play  a  critical  role  in  the  success  of  its  future   products   and   will   help   to   achieve   its   long-­‐term   mission   to   accelerate   the   world’s   transition   to   electric  mobility  with  a  full  range  of  increasingly  affordable  electric  cars.  

 

 

 

 

  6  

Appendix  

Exhibit  1:  SWOT  

 

Strength  

• Strong  Management/Celebrity  CEO  • Brand  loyalty  &  Equity  • Blue  Ocean  strategy  • Vertical  integration  of  Channel  • Innovative  culture  • Earned  media  and  PR  buzz  •  

Weakness  

• Production  constraint  • Lack  of  economies  of  scale  • Financial  strength  • Limited  to  early  adopters.  • Skepticism   about   the   range   of   full  

electric  vehicle  

Opportunities  

• New  segments  –Fleet,  company  car    • Growing  eco  consciousness  globally.  • New  products-­‐midsize  sedan,  SUV,  

Trucks  • New  Markets  -­‐International,  

emerging  markets  

Threats  

• Competition  from  hybrids  • Political  regulations  in  states.  • Discontinuation   of   government  

incentives  could  impact  cost.  • Dealer   lobbying   against   direct  

distribution  model  

 

Exhibit  2:  PEST  

 

Political  

• Department   of   energy   has   huge  grants   and   incentives   to   promote  sustainable  mobility  

• Several   states   have   imposed   ban   on  Tesla  from  directly  selling  its  cars  to  its  customers.  

Economic  

• Recovery  in  macro  economic  factors  has  boosted  consumer  confidence.  

• Easing  of  inflation  and  interested  rates  and  easier  leasing  options.  

• Low  maintenance  and  running  cost  and  tax  rebates  make  it  attractive.  

Socio-­‐cultural  

• Tesla  brand  is  perceived  as  a  driver  of  a  social  change.  

• Increasing  environmental  consciousness  and  demand  for  fuel-­‐efficient  cars.  

 

Technical  

• Tesla  offers  highest  range  in  the  electric  vehicle  segment.  

• Need  to  develop  a  huge  infrastructure  network  of  charging  stations.  

• Instantaneous  torque  is  unique.  

 

Exhibit  3:  2013  Market  share  –  Large  Luxury  Segment  

   

 

 

 

 

 

 

 

 

 

  7  

 

Exhibit  4:  2014  US  Luxury  Auto  Market  Share  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Exhibit  5:  2013  US  Electric  Car  Market  Share    

 

 

 

 

 

 

 

 

 

 

 

 

Exhibit  6:  Twitalyser  Status  

 

 

 

 

 

 

  8  

 

Exhibit  7:  Print  Ad  

STILL LIVING IN THIS AGE? WHY LIVE IN THE PAST WHEN FUTURE IS HERE

TEXT “DRIVE THE FUTURE” AT 56565 TO TAKE THE MODEL S FOR A SPIN TODAY*.  

ZERO EMISSIONS | ZERO COMPROMISE | 100% ELECTRIC

*Tweet you favorite Model S feature with #DriveTheFuture for a chance to win tech/interior package upgrade.

 

Other  print  creative  would  use  following  products:  

 

 

Future is Electric

 

  9  

 

Exhibit  8:  Banner  Ad  

 

 

 

 

 

 

 

 

 

 

 

 

 

Other  banner  creative:      

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Waiting for what next?

 

  10  

 

 

Exhibit  9:  Twitter  buzz  

 

   

Here  are  a  couple  of  other  ideas  that  can  be  considered  for  future.  

• Product  placement  in  the  movie  Iron  Man  4      • Youtube  video  contest  to  create  user  generated  content  for  next  Tesla  TVC.  • Instagram  photo  contest  -­‐  Tesla  Smile  is  Infectious.  Share  it  with  #LoveAtFirstDrive  • Create  Formula  –E  racing  event  property  with  annual  calendar  of  events  all  over  the  world.    • Electric  car  rally  from  coast  to  coast  using  the  nationwide  network  of  Tesla  super  chargers.