questa frase l'ho già letta nel thread del russiagate, poi la realtà s'è rilevata amaramente diversa, se anche qua su 10 utenti sei il solo a pensarla in un modo sei sulla strada giusta per replicare lo stesso esito.
https://hbr.org/2017/08/is-tesla-rea...answer-matters
For one thing, it’s not clear what disruptive technology the company is offering. Electric cars have been around for a long time (Tesla has been selling them for almost a decade), but the technology is still neither better nor cheaper than internal combustion. According to Tesla’s own data, battery density doesn’t exhibit the kind of growth that has driven exponential improvements in digital technology. Battery performance may not reach parity with fossil fuels for another 50 years.
Ditto for autonomous vehicles, and for Tesla’s promise of fully-automated manufacturing based on improvements in artificial intelligence, robotics, and other disruptors. Tesla may find a disruptive solution using some or all of these technologies, but they haven’t yet.
In the meantime, of course, there’s no guarantee that Tesla will be the winner in any automotive technology arms race. Most major car companies are now investing heavily in the same technologies, and in some cases may be using the same component suppliers as Tesla. Tesla famously open-sourced all its patents in 2014, reducing any advantage the company may otherwise have claimed for proprietary inventions.
Tesla boosters compare the company to Apple, and on the surface the similarities are compelling. Both companies were led by visionaries, both offer high-end versions of commodity products, and both enjoy fierce loyalty from customers.
But the competitively-priced Model 3 is not the iPhone, which in 2007 radically reinvented cell phones, personal digital assistants, digital cameras, and several other disparate products in one remarkable leap. (At the time, one of the premium mobile devices was a Blackberry.) And Apple, unlike Tesla, had the capacity to make millions of the new devices right from the start, along with strong distribution, retail, and repair channels.
As these examples suggest, successful disruption often requires a robust manufacturing, distribution, and service platform that can be repurposed to help scramble the incumbent industry supply chain in short order, as well as a steady supply of revenue from more mature products to fund continued experimentation.
For now, Tesla has none of these. Worse, the company is subject to considerable uncertainty over substantial government subsidies, which in some markets have had a profound influence on the willingness of consumers to pay Tesla’s premium price. In Hong Kong and Denmark, for example, announcements that the subsidy would be withdrawn collapsed Tesla sales by 90% or more, leading Danish officials to extend the rebate period.