商品敘述：

Between late 2014 and late 2016, Tesla and CEO Elon Musk undertook several major, and risky, initiatives that would dramatically expand the scale and scope of Tesla''s business. In late 2014, Tesla began construction on a $5 billion "gigafactory" that would manufacture lithium-ion batteries used in Tesla''s electric vehicles on an unprecedented scale. In early 2015, Tesla announced a new product line of battery packs designed for large-scale energy storage for residential, commercial, and utility-scale installations. In 2016, the company acquired SolarCity, a leading solar energy firm, creating what Musk called "a vertically integrated energy company." These moves, representing billions of investment and extension into new industries, came at a time when Tesla was still losing money and struggling to scale up production of its electric vehicle lines to meet ambitious delivery targets. Meanwhile, Musk was also CEO of SpaceX, which was, while growing its business of launching satellites and cargo into space for commercial and governmental clients, preparing to take astronauts into space, pioneering the use of reusable rockets, and announcing plans to colonize Mars. Would Musk be able to realize his ambitious goals or was he taking too many risks with his investors'' money?

涵蓋領域：

Business expansion;Capital investments;Return on investment;Risk management;Scaling entrepreneurial ventures;Vertical integration

相關資料：

, (9-717-511), 9p, by David B. Yoffie, Eric Baldwin

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