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Better Place Strategic Management Analysis

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1. Mission, Vision and Stakeholders

The aim is to reduce, and eventually eliminate, the car industry’s dependence on gasoline. Vision: to create partnerships between battery companies, car suppliers, consumers, and utilities so that electric cars may gain widespread recognition and adoption (Etzion & Struben 2011, p. 5). Electric cars are the company’s main business, and it also provides electric car services. Better Place’s stakeholders include venture capital firms, automotive suppliers, states, executives, administrators, rivals (such as other electric car service providers such as ERGO, Coulomb Technologies, and Elektromotive), battery manufacturers, energy corporations, local governments, prospective electric vehicle purchasers, and business shareholders.

The stakeholders are important to the firm primarily because they check the actions of the company to ensure that the company serves their interest. They can influence decisions or exert control; the level of control or the extent of influence would differ depending on how much the stakeholders are interested or involved in the firm (Besanko 2010, p. 33). Governments could also offer rebates on electric vehicles. For instance, Israel usually taxes internal combustion engine (ICE) vehicles at 70%, but agreed to tax electric vehicles at 10% until the year 2019. The United States, as of the year 2010, offered rebates that ranged from $3,200 – $7,500 depending on the capacity of the battery. In Denmark, rather than the 180% ICE tax, consumers would be able to buy electric vehicles at 0% until the year 2015 (Etzion & Struben, 2011, p. 16). Workers have an influence in that they could take an industrial action to persuade the company to do as they wish; and venture capital companies could vary the credit period and amount of credit to Better Place.

Better Place Strategic Management Analysis

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