I have uploaded the the file: Material you need to read, case requirements,and a Sample’s for you.

The Sample is for Tesla, and you are going to write the case is Mc Donald’s

Please read the material first, because everything you write include financial analysis base on the Material, not Google.

You can create chart for Sales Growth, Earning Growth, or Market share etc if you want.

Please Everything you write base on MATERIAL!!!!!

If you have any questions, just let me know.

(P.S the material include three companies : Tesla, Mc Donalds, and Amazon, you just need to read Mc Donald’s corporation which around 20 pages )

Please No plagiriasm!

Tesla Motors, Inc. Me Graw Hill Education MHE-FTR-032 1259420477 REV: MARCH 12, 2015 FRANK T. ROTHAERMEL DAVID R. KING Tesla Motors, Inc. January 1,2015. Elon Musk, chief executive officer (CEO) of Tesla is taking it easy on this New Year’s Day. While having his coffee, he scrolls through some recent issues of The Wall Street Journal on his iPad. A headline from one current story jumps out at him, “Gasoline prices have declined for 88 consecutive days, the longest streak of falling prices on record.”^ The slide in gas prices, which began in September 2014, also happened to coincide with the slide in Tesla Motors (TSLA) stock. With increasing oil, and therefore gas, prices, people had an incentive for purchasing electric cars. Now with gas prices drop­ ping, the incentive to buy would start to become less of one, and the demand for the product would probably drop. This was one of the challenges facing Musk on this New Year’s Day. In addition to hav­ing to contend with lower selling costs due to rising production, Tesla was also confronting increasing competition and economic headwinds that were likely going to lower the demand for electric cars. Musk is a serial entrepreneur longing to leave a legacy, and he believes that Tesla just might be the company that will help him leave his mark. He has a large profile already and has been described as “Henry Ford and Robert Oppenheimer in one person,” as well as “Tony Stark, the eccentric inventor better known as Iron Man.”^’^ (In fact. Musk made a cameo appearance in Iron Man 2.) But, with sev­eral pressing issues and the additional demands of running SolarCity and SpaceX, can he find a way to make it all work? As Musk attempts to prioritize all of the critical information that must be reviewed, he contemplates the many obstacles in his path at Tesla Motors. Is Tesla the next great American car company? Can it disrupt the market with electric vehicles just as Japanese and Korean car companies did in the past with their high-quality, low-fuel-consumption combustion vehicles? What is the competition doing to compete with Tesla, and how will Tesla need to change or adjust its strategy accordingly? Can an electric-car company really gain a competitive advantage with a limited infrastructure? Is Tesla’s busi­ ness model sustainable? Most importantly, can Tesla scale production to meet demand for the Model S and its upcoming Model X, while also maintaining the same high quality and simultaneously driving down costs? Should Musk consider instead selling to an established car company or partnering even more closely with one that already has an equity stake in fesla? As Musk reads The Wall Street Journal article, he reaches for his cup of coffee and wonders, “What will the next few years bring for this company, and what should I do to ensure its success?” Professors Frank T. Rothaermel and David R. King prepared this case from public sources. We gratefully acknowledge Professor Erin Zimmer’s contribution to an earlier version of this case, and Research Associate Michael McKay’s assistance in data collection. This case is developed for the purpose of class discussion. It is not intended to be used for any kind of endorsement, source of data, or depiction of efficient or inefficient manage­ ment. All opinions expressed, and all errors and omissions, are entirely the authors’. © by Rothaermel and King, 2015. Rothaermel, Strategic Management:Concepts and Cases Tesla Motors, Inc. Elon Musk: Engineer Entrepreneur Extraordinaire In 1989, Elon Musk left his native South Africa at age 17 to avoid being conscripted into the army. Says Musk, “I don’t have an issue with serving in the military per se, but serving in the South African army suppressing black people just didn’t seem like a really good way to spend time.'”^ He went to Canada and subsequently enrolled in Queen’s University in 1990. After receiving a scholarship. Musk transferred to the University of Pennsylvania. He graduated in 1995 with bachelor’s degrees in both economics and physics and then moved to California to pursue a PhD in applied physics and material sciences at Stanford University.® After only two days. Musk left graduate school to foimd Zip2, an online provider of content pub­ lishing software for news organizations, with his brother, Kimbal Musk. Four years later, in 1999, com­ puter-maker Compaq acquired Zip2 for $341 million (and was in turn acquired by HP in 2002). Not one to stand still, Elon Musk moved on to co-foimd PayPal, an online payment processor. In 2002, eBay acquired PayPal for $1.5 billion, netting Musk $175.5 million for his 11.7 percent share of the company. Although it was financially lucrative. Musk still harbors resentment about this deal. He feels that letting eBay acquire PayPal sold short the company’s potential, dooming it to a futme as a niche tool rather than a laxmch pad for a full-fledged, online financial institution. Musk describes himself as an “engineer and entrepreneur who builds and operates companies to solve environmental, social, and economic challenges.”® He is now leading firms on three different fronts: electric cars, renewable energy, and space exploration. Two of his three ventures—^SolarCity and SpaceX—seem to be doing well. SolarCity’s goal is to become the Walmart of solar-panel installations, and in 2014 it installed 34 percent of solar panels in the United States.^ SpaceX aims to send satellites into orbit at a quarter of t