Tesla Motors, Inc. - Devonshire Research Group, LLC
Transcription
Tesla Motors, Inc. - Devonshire Research Group, LLC
Devonshire Research Group, LLC Tesla Motors, Inc. March 2016 -Attorney Confidential- Disclaimer As of the publication date of this report, the Principals and Clients of Devonshire Research Group LLC ("Devonshire") have a short position in the stock of the company covered herein (“Company”) and stand to realize gains in the event that the price of the stock declines. Following publication of the report, Devonshire’s Principals and Clients may transact in the securities of the company covered herein, including but not limited to the use of derivatives to hedge, synthetically replicate, or profit from near term volatility in its position. All content in this report represent the opinions of Devonshire and is based on information that Devonshire believes to be reliable and the vast majority of which comes from publicly available sources. However, such information is presented “as is”, without warranty of any kind – whether express or implied. 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Investors should conduct independent due diligence, with assistance from professional financial, legal and tax experts, on all securities, companies, and commodities discussed in this document and develop a stand-alone judgment of the relevant markets prior to making any investment decision. 2 -Attorney Confidential- Notice of investment interests As of the publication date of this report, the Principals and Clients of Devonshire Research Group LLC have a net short position in the stock, put options, bonds, and credit swaps of Tesla Motors, Inc. and stand to realize gains in the event that the price of the stock “TSLA” declines over the long run, or if investment sentiment improves the appeal of an expected decline in any of its securities. However, Devonshire recognizes that while the technology strategy of the Company reflects a long term bearish outlook for Tesla Motors, Inc.’s security instruments, the short term implication of powerful marketing, including the power of social media tweeting by the CEO and his PR firm, well orchestrated and heavily blogged product launches, and a deep and powerful short term media control and attention span, suggests unpredictable short term volatility. Principals and Clients of Devonshire Research Group LLC are short term volatility oriented with a long term net short position across multiple security instruments. 3 -Attorney Confidential- On humility: It is unwise to be too sure of one’s own wisdom. It is healthy to be reminded that the strongest might weaken and the wisest might err. -Gandhi 4 -Attorney Confidential- Executive Summary What kind of company is TSLA really? Few companies have ever managed such a broad scope of business models. Its valuation multiples (when they can be calculated) lie well above its direct business model comparables − TSLA is attempting more vertical integration than any auto company has recently tried − TSLA trades at a higher revenue multiple than any related technology business − TSLA’s only comparables in terms of multiple are business models that TSLA is not: − Software companies: TSLA has low / negative margins and heavy fixed asset commitment − Social media companies: TSLA has no network effects, no platform economics and high scaling costs − Biotech or oil explorations companies: TSLA has high marginal costs for every unit it produces TSLA has relied heavily on existing technology in designing a successful EV model, and while it may have generated some valuable IP it now controls little of it and has questionable sustainable competitive advantage in technology − TSLA’s patents cover battery-related technology and selected components but not battery cells − TSLA’s patent holdings are dwarfed by its technology competitors, limiting its freedom to operate in the EV market where its technology position is modest − TSLA’s engineering talent is thin relative to competitors and many productive inventors have left − TSLA’s valuable inventions can be readily copied by its EV competitors − TSLA’s cost position is heavily dependent on its bargaining positions with strategic suppliers who have an incentive to price aggressively for their advanced technologies TSLA is not the green company it claims to be, with environmental risks at all stages of the vehicle lifecycle − TSLA battery production requires the mining and use of numerous toxic chemicals − TSLA EV production has a heavier carbon footprint than traditional vehicles − TSLA vehicles consume lots of energy; battery charging shifts CO2 emissions from car engines to power plants − Disposal of TSLA batteries at large scale will create a heavy toxic burden 5 -Attorney Confidential- Executive Summary What kind of company is TSLA really? Few companies have ever managed such a broad scope of business models. Its valuation multiples (when they can be calculated) lie well above its direct business model comparables − TSLA is attempting more vertical integration than any auto company has recently tried − TSLA trades at a higher revenue multiple than any related technology business − TSLA’s only comparables in terms of multiple are business models that TSLA is not: − Software companies: TSLA has low / negative margins and heavy fixed asset commitment − Social media companies: TSLA has no network effects, no platform economics and high scaling costs − Biotech or oil explorations companies: TSLA has high marginal costs for every unit it produces TSLA has relied heavily on existing technology in designing a successful EV model, and while it may have generated some valuable IP it now controls little of it and has questionable sustainable competitive advantage in technology − TSLA’s patents cover battery-related technology and selected components but not battery cells − TSLA’s patent holdings are dwarfed by its technology competitors, limiting its freedom to operate in the EV market where its technology position is modest − TSLA’s engineering talent is thin relative to competitors and many productive inventors have left − TSLA’s valuable inventions can be readily copied by its EV competitors − TSLA’s cost position is heavily dependent on its bargaining positions with strategic suppliers who have an incentive to price aggressively for their advanced technologies TSLA is not the green company it claims to be, with environmental risks at all stages of the vehicle lifecycle − TSLA battery production requires the mining and use of numerous toxic chemicals − TSLA EV production has a heavier carbon footprint than traditional vehicles − TSLA vehicles consume lots of energy; battery charging shifts CO2 emissions from car engines to power plants − Disposal of TSLA batteries at large scale will create a heavy toxic burden 6 -Attorney Confidential- Tesla wears many hats—does this large scope of functions justify its “disruptive” reputation and corresponding market cap? Automotive Design / Manufacture Software Business Function SIC / NAIC Code 1 Automotive Manufacturer / Designer 3711 / 336111 Models S and X in production GM, Ford, Honda, VW 2 Systems Integrator 7373 / 541512 Assembly plant in Fremont, CA; network of suppliers, retail stores, charging stations Apple, IBM, Fujitsu 3 Software Company 7372 / 511210 Autopilot, over-the-air updates, GUI Symantec, Microsoft, Oracle 4 Consumer Electronic Device Maker 3571 / 334111 Control & sensor electronics LG, Toshiba, Sony, HP 5 Electric Motor / Powertrain Provider 3714 / 336390 EV powertrain design & manufacture Magna, Denso, Delphi 6 Automotive Dealer 5511 / 441110 Direct-to-consumer vehicle sales Sonic, Penske, CarMax 7 Battery / Energy Storage Provider 3691 / 335911 Powerwall home battery, Gigafactory A123, Panasonic, LG Chem 8 Electric Utility 4931 / 2211 Charging stations, battery swapping Entergy, Edison, Ameren Automotive Components Sales & Service Nature of TSLA Involvement Example Comps 7 -Attorney Confidential- Tesla is currently trading at a 7.0x revenue multiple—far above any comparable except, at the extreme, a high-flying software company Key financials across TSLA comps (EV in billion USD) 1 Automotive Manufacturer / Designer Name EV/Rev GM 0.6 Honda 0.7 VW 0.7 Nissan 1.0 Daimler 1.0 Continental 1.1 Ford 1.1 Average 0.9 Tesla 7.0 5 EV 91 99 159 106 173 47 162 119 29 P/E 6 9 7 8 8 13 7 8 NM EV/Rev 0.5 0.7 0.8 0.9 1.1 1.5 1.7 1.0 7.0 EV 16 12 33 18 17 23 35 22 29 3 Systems Integrator Name Fujitsu Hitachi Cisco IBM Rockwell Apple Citrix Average Tesla EV/Rev 0.4 0.7 2.0 2.0 2.2 2.5 3.6 1.9 7.0 EV 15 63 100 165 13 585 12 136 29 P/E 8 10 12 10 18 11 16 12 NM Name Symantec Microsoft Oracle SAP Intuit Salesforce Adobe Average Tesla EV/Rev 1.7 4.0 4.0 4.3 5.9 7.1 8.4 5.1 7.0 EV 11 351 150 98 26 48 40 103 29 P/E 16 18 14 17 27 69 31 27 NM 7 Automotive Dealer P/E 8 13 13 13 39 11 14 16 NM 4 Software Company 6 Electric Motor / Powertrain Provider Name Magna Valeo Denso Cummins MAN Delphi Eaton Average Tesla 2 Name EV/Rev Sonic 0.3 Penske 0.4 Group 1 0.4 AutoNation 0.5 Asbury 0.5 Lithia 0.6 CarMax 1.4 Average 0.6 Tesla 7.0 EV 3 8 4 11 3 5 20 8 29 Name HP Sharp LG Toshiba Sony Samsung Canon Average Tesla EV/Rev 0.2 0.3 0.3 0.4 0.5 0.7 0.8 0.5 7.0 EV 22 7 15 22 37 118 28 36 29 P/E 7 NM 16 NM 18 9 16 13 NM 8 Battery / Energy Storage P/E 9 10 8 12 10 12 16 11 NM Consumer Electronic Device Maker Name EV/Rev Panasonic 0.3 Elentec 0.5 Saft 1.0 LG Chem 1.0 EnerSys 1.1 Electrovaya 2.3 A123 Average 1.0 Tesla 7.0 EV 20 0 1 17 3 0 7 29 P/E 14 NM 13 14 14 9 NM 13 NM Electric Utility Name EV/Rev Entergy 2.3 FirstEnergy 2.5 Xcel Energy 3.1 Edison 3.2 Ameren 3.2 Natl. Grid 3.9 NextEra 4.7 Average 3.3 Tesla 7.0 EV 26 37 35 36 19 88 83 46 29 P/E 14 12 18 18 19 16 19 17 NM Tesla is not, and will not grow like, a software company—it is an automotive company, and the automotive industry is mature and famously difficult to disrupt 8 -Attorney Confidential- By valuation multiples, Tesla is comparable to a social media giant—except that it lacks network effects or serious user traction Comps derived from business model fail to support valuation Valuation-appropriate comp set? Social Media Name Yelp SINA LinkedIn Twitter Alphabet Renren Facebook Average Tesla Social media companies have… VS EV/Rev EV 2.2 1 2.7 4 4.4 13 4.9 11 5.6 420 16.2 1 16.3 293 7.5 106 7.0 29 P/E 40 36 35 34 21 NM 34 33 NM Tesla has… Network effects / tipping point economics Word-of-mouth marketing A dominant platform used by an active user base A subreddit with 30k subscribers A clear path to user base monetization No ability to sell product at a profit 9 -Attorney Confidential- Broadly speaking, Tesla’s multiple places it among industries that rely on speculative future windfalls; true comparables lie far below EV / LTM Revenue 14 Distribution of median revenue multiples across non-financial industries Biotech 13 Real Estate 12 11 10 9 8 TSLA 7 6 5 4 Twitter 3 2 Transportation Square Retail Automotive Electronics Electrical Equipment Pharma Upstream Oil Software Electric Utilities Chemicals 1 0 Where Tesla Should Be *Source: Cognient Industry Valuation Multiples, Q3 2015 Percentile Rank Where Tesla Currently Is 10 -Attorney Confidential- Executive Summary What kind of company is TSLA really? Few companies have ever managed such a broad scope of business models. Its valuation multiples (when they can be calculated) lie well above its direct business model comparables − TSLA is attempting more vertical integration than any auto company has recently tried − TSLA trades at a higher revenue multiple than any related technology business − TSLA’s only comparables in terms of multiple are business models that TSLA is not: − Software companies: TSLA has low / negative margins and heavy fixed asset commitment − Social media companies: TSLA has no network effects, no platform economics and high scaling costs − Biotech or oil explorations companies: TSLA has high marginal costs for every unit it produces TSLA has relied heavily on existing technology in designing a successful EV model, and while it may have generated some valuable IP it now controls little of it and has questionable sustainable competitive advantage in technology − TSLA’s patents cover battery-related technology and selected components but not battery cells − TSLA’s patent holdings are dwarfed by its technology competitors, limiting its freedom to operate in the EV market where its technology position is modest − TSLA’s engineering talent is thin relative to competitors and many productive inventors have left − TSLA’s valuable inventions can be readily copied by its EV competitors − TSLA’s cost position is heavily dependent on its bargaining positions with strategic suppliers who have an incentive to price aggressively for their advanced technologies TSLA is not the green company it claims to be, with environmental risks at all stages of the vehicle lifecycle − TSLA battery production requires the mining and use of numerous toxic chemicals − TSLA EV production has a heavier carbon footprint than traditional vehicles − TSLA vehicles consume lots of energy; battery charging shifts CO2 emissions from car engines to power plants − Disposal of TSLA batteries at large scale will create a heavy toxic burden 11 -Attorney Confidential- Tesla’s patents focus on battery peripherals but do not address battery cells, the key performance driver of their products TSLA patent portfolio*: semantic map of 357 patent documents * Worldwide search of grants and applications, collapsed to one document per distinct invention 12 -Attorney Confidential- Tesla’s limited IP footprint is clearly evident in the broader scope of automotive technologies—they are exposed in many key areas Broad automotive space*: semantic map of 24,302 patent families (past 10 years only) Key TSLA patents Non-TSLA patents * US grants in past 10 years on the topic of motor vehicle or electric vehicle technology 13 -Attorney Confidential- Key players in the broad landscape have a long history of patenting, meaning larger stockpiles of enforceable IP Broad automotive space*: top assignee filing trends 0 0 06 2 … … 0 … … 0 … … 0 … … 0 … … 0 … … 0 … … 0 … … 0 … … 0 … … 85 TESLA MOTORS INC … … Company 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 TOTAL GEN MOTORS CORP 43 39 52 47 1 36 28 34 22 37 32 39 48 94 254 281 273 398 504 280 300 2841 TOYOTA MOTOR CO LTD 19 35 51 59 42 31 42 38 51 42 31 36 76 161 324 201 322 399 349 407 2716 BOSCH GMBH ROBERT 23 30 52 67 92 92 91 88 101 95 88 85 104 99 137 147 192 248 321 276 2428 FORD MOTOR CO 54 58 77 53 45 41 48 66 59 58 57 76 73 103 187 129 175 281 258 443 2341 HONDA MOTOR CO LTD 41 66 59 62 75 71 63 58 80 102 53 59 59 107 187 139 170 268 182 216 2117 DAIMLER AG 25 27 49 47 106 116 87 60 51 55 65 60 73 2 65 36 48 59 63 61 61 1214 DENSO CORP 0 1 14 32 40 47 29 31 49 57 38 40 56 91 81 69 99 101 88 127 1090 YAZAKI CORP 28 56 75 56 51 36 44 40 34 39 16 22 35 39 43 33 61 96 86 153 1043 3 0 CONTINENTAL 0 0 0 3 12 11 8 8 7 10 19 31 58 145 107 136 170 118 173 1016 NISSAN MOTOR 15 21 39 41 51 31 28 40 38 64 30 35 39 39 31 23 47 94 109 159 974 VALEO 13 23 50 37 25 41 29 29 33 16 21 46 51 61 70 66 65 143 81 85 985 ZF GROUP 5 1 3 4 4 10 7 5 11 10 32 34 57 72 136 82 96 94 80 79 822 4 HYUNDAI MOTOR CO LTD 6 18 12 10 10 14 16 8 9 7 7 11 13 71 69 48 90 96 91 158 764 PORSCHE AG 4 6 4 9 7 11 8 15 12 21 19 25 43 84 86 72 79 70 72 92 739 PANASONIC CORP 2 5 12 15 15 15 14 19 29 18 16 14 29 55 60 32 81 92 69 122 714 BMW AG 2 4 12 2 10 11 14 9 15 17 9 29 44 89 71 52 70 83 77 85 705 MITSUBISHI ELECTRIC CORP 15 37 21 23 10 26 22 17 14 23 10 14 26 23 47 22 41 79 45 103 618 DELPHI TECH INC 0 0 0 1 16 34 64 96 63 47 43 31 31 39 30 18 20 20 21 20 594 SUMITOMO WIRING 24 19 22 17 9 13 16 15 23 12 3 4 9 27 59 41 54 60 48 78 553 SIEMENS AG 3 6 5 5 19 36 48 23 38 35 54 47 45 45 20 15 14 3 8 9 14 487 … Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2 13 8 14 29 20 22 110 1 Sustained leadership with recent ramp-up 2 Secondary cohort contributing significant R&D spend 3 Recent ramp-up / expansion in scope 4 Re-investment following R&D down-cycle 5 Transient R&D productivity 6 Niche player with short history of innovative activity * US grants and applications in the past 20 years on the topic of motor vehicle or electric vehicle technology, collapsed by family 14 -Attorney Confidential- As a technology owner, Tesla’s patent holdings in key topic areas are dwarfed by its direct competitors in the automotive space Patent counts* in core automotive topic areas * INPADOC families filed in past 20 years, worldwide patent search 15 -Attorney Confidential- Within even the more narrowly specified electric vehicles space, Tesla’s portfolio accounts for a small share of total R&D activity Electric vehicle* patent citation network Key More EV patents than TSLA TSLA Fewer EV patents than TSLA *Source: Search on electric vehicle keywords returning ~13k INPADOC families filed in past 20 years. Chart shows assignees with 50+ patent families in set 16 -Attorney Confidential- Tesla’s Model S battery technology builds on pioneering innovation by EV competitors — these patents are still enforceable Patent No. Title Assignee Inventors Publication Year Ford Allan Gale Michael Degner 2010 50 Citations US7679336B2 Interactive battery charger for electric vehicle US7610978B2 Battery unit mounting structure for electric vehicle Mitsubishi Takasaki Seiichi Shimura Nobuyuki 2009 55 US7013205B1 System and method for minimizing energy consumption in hybrid vehicles IBM James Hafner Anthony Tomlin 2006 226 US6841972B2 Method for resetting a state of charge of a battery of a hybrid electric vehicle Hyundai Jae Seung Koo 2005 26 US6868318B1 Method for adjusting battery power limits in a hybrid EV to provide consistent launch GM William Cawthorne Gregory Hubbard 2005 257 US6541151B2 Battery assembly system used for electric vehicle Toyota Minamiura Keiichi Nakanishi Toshiaki 2003 52 Tesla has proudly Open Sourced and abandoned it’s Intellectual Property, but other companies have not, and are under no obligation to abandon their rights 17 -Attorney Confidential- Tesla has orders of magnitude less patent protection than competitors in any of the related industries in which it participates Patent Count* 100,000 Automotive Manufacturer / Designer Battery / Energy Storage Consumer Electronic Device Maker Electric Motor / Powertrain Provider 10,000 Software Company Systems Integrator Tesla Motors Samsung Panasonic HP Canon Hitachi Honda IBM Fujitsu Sony GM Toshiba Oracle LG Sharp Cisco Denso Daimler VW Ford Delphi Continental Valeo LG Chem SAP Nissan Eaton Symantec Magna Adobe Rockwell Automation Cummins 1,000 MAN Citrix Microsoft Apple Intuit Salesforce Tesla Saft Groupe 100 EnerSys TEV (MM USD) 10 100 1,000 * INPADOC families filed in past 20 years, worldwide patent search 10,000 100,000 1,000,000 18 -Attorney Confidential- Tesla’s small inventor group highlights their lack of R&D depth in an industry with vast inventive resources Inventor Co-Occurrence Networks Tesla: 114 inventors with >2 patents i Ford: 3245 inventors with >2 patents Beyond the overwhelming difference in scale, Tesla’s small core inventor team is a source of fragility—R&D quality relies on the consistent output of a small talent base 19 -Attorney Confidential- The core inventor team is fragile: of the 16 inventors with 5+ coauthored patents, 10 have since left Tesla for other opportunities IP Counsel Key Currently employed by TSLA No longer employed by TSLA 20 -Attorney Confidential- Why patents matter: battery and automotive technology is complicated, and keeping up requires every advantage possible TSLA battery patents: 9-grams in claim language 21 -Attorney Confidential- Tesla’s technology would risk being copied even if it owned all the patents assigned to it…but it has actually given its IP away Patents have no value beyond the ability to enforce them; unless this is a PR platitude with no realworld meaning, then TSLA has discarded a key source of competitive advantage Translation: “please do not sue us, established auto manufacturers of the world!” Engineers do build technology leadership, but IP (and the threat of mutually assured destruction) maintains it 22 -Attorney Confidential- Tesla imports large volumes of strategic components in a supply network that is volatile and poorly understood Two 10x swings in less than a year 23 -Attorney Confidential- Tesla’s need to reduce cost requires tough negotiations with numerous strategic suppliers, possibly leading to drastic recent shifts Drastic supply shifts October ‘15 Top Tesla suppliers, containers per year J-13 F-13 M-13 A-13 M-13 J-13 J-13 A-13 S-13 O-13 N-13 D-13 J-14 F-14 M-14 A-14 M-14 J-14 J-14 A-14 S-14 O-14 N-14 D-14 J-15 F-15 M-15 A-15 M-15 J-15 J-15 A-15 S-15 O-15 N-15 D-15 J-16 F-16 Sanyo Electric Co. Ltd. 43416 34532 48600 51605 50760 62650 41040 80460 73374 75384 99360 81297 74376 95040 1E+05 84240 1E+05 1E+05 68178 69120 2E+05 2E+05 2E+05 28080 1E+05 2E+05 3E+05 1E+05 30247 2E+05 1E+05 1E+05 2E+05 2E+05 2E+05 2E+05 2E+05 2E+05 Luvata Pori Oy 48 47 58 58 33 33 34 35 33 29 60 70 69 102 41 0 121 120 62 35 12 Fukuta Electric & Machinery Co.,Ltd 28 21 97 159 100 176 145 240 195 177 116 183 126 155 210 214 298 230 283 208 136 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Ceramtec Gmbh Ningbo Jinyi Automotive Parts Hota Industrial Mfg. Co., Ltd. Srems Zhongshan Cenity Electronic Pektron Plc 4 118 0 15 107 251 127 124 178 129 90 78 79231 4E+05 1E+05 9E+05 3E+05 7890 15241 4080 7620 12208 12533 28856 27310 30468 26324 22950 24616 10460 31226 27780 37734 6250 0 0 0 0 0 12483 4 1 0 1 2 4 31201 62400 46800 78000 54600 5509 5244 5227 5079 7410 4692 5302 5388 6958 5797 4254 7704 4988 7070 1718 5714 9170 11822 6013 18389 15167 14220 12304 1457 6857 7055 13743 7195 3304 1245 2561 4900 6139 7646 836 668 2428 2073 4100 248 1708 2791 2366 2244 1718 3660 2841 3808 1647 4147 5722 4872 3379 993 7200 2599 3006 9776 7930 4288 23695 9196 9752 6429 6729 6337 3045 5968 2538 4364 3634 6499 3883 3430 1840 1450 1 7584 0 63 28 7 41 0 0 0 0 0 0 0 1600 600 0 0 0 0 0 0 0 1155 55 73 500 0 1080 540 39 19 35 62 82 98 300 1080 360 124 37 39 0 0 0 0 0 0 4549 20098 19120 24388 24406 22608 1399 1765 1428 1565 1310 1146 1422 2146 1633 2824 2086 1226 2559 2076 2433 3015 2950 1693 2167 3147 3378 2346 2858 1266 3804 1942 4110 4202 3888 3456 3930 4886 2240 3702 3956 3968 3622 2508 0 0 0 1558 2904 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 729 762 3283 1948 0 0 0 0 0 0 0 34 0 0 0 0 48 408 0 0 61 4 4690 5790 3256 1296 1296 11231 6406 6912 8208 1728 1728 2160 13 9 2 10 5 6 10 432 36 1296 1728 4752 4035 1 3 0 0 2753 678 3613 6623 4663 4343 6807 3547 4083 6379 5333 5733 5917 2105 26136 27 39921 33780 5745 2982 2428 3491 3746 2896 3977 5438 3959 4892 3573 3238 Amtek Plastic (Shenzhen) Ltd 0 0 115 170 214 196 121 88 319 121 1003 62 731 879 1706 415 Wabco Fahrzeugsysteme Gmbh 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 37 700 22500 20272 17900 11000 Dura Automotive Systems Gmbh 0 3 2 3 2 1 6 1 0 0 0 0 0 0 0 0 0 0 0 0 6 10 9 4 3 6 7 4 4 8 8 10 23 3971 18793 13146 14073 22270 1024 1242 983 387 722 1132 1083 954 1037 1084 1223 301 2487 843 1350 1305 1260 945 765 900 900 1485 1825 1848 3150 900 1848 2700 1944 1944 1944 3036 1044 1992 1140 1944 Sixxon Precision Machinery Co., Ltd Fuji Polymer Industries Co., Ltd. 705 900 1324 1158 1945 2452 2453 1359 2767 1211 4735 1596 864 41 2000 2300 5000 5000 3948 2787 240 1432 1728 4682 3864 1296 5616 4320 3888 4321 1200 1470 1000 Nishikawa Rubber Co., Ltd. Premo Mediterranee Sarl 2000 1800 2216 0 0 Barum Continental Spol Sro Amtek(Suzhou) Precision Engineering 6 31 0 7441 5171 4171 1306 3143 5308 10115 8802 3950 7662 8846 10151 5706 7068 12371 9541 8309 2961 1771 2287 1898 1277 Tesla Motors Netherlands 0 0 0 21 0 0 0 2 48 0 0 0 6 74 66 260 Leopold Kostal Gmbh & Co Kg 0 58 43 0 9 0 32 26 0 0 0 0 0 0 0 0 0 0 Panasonic Corporation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 600 Rogers Technologies (Suzhou)Co.,Ltd 2113 1240 1195 1740 1395 1546 1382 1465 1200 1194 1786 0 565 519 0 3551 2252 1823 1409 1882 3 15 350 0 1298 2331 1098 3948 1673 1604 1378 2203 1679 1697 1940 1705 2595 1044 2088 2256 1044 964 234 2806 571 4 0 7 3 1080 1872 3852 3840 1596 0 900 2088 1992 2161 192 405 1164 1080 1080 1164 1068 1646 2859 1204 1417 2163 1475 2749 2637 1981 3635 2653 18335 4 3 4 1 2 7 2 6386 17626 15491 5480 7305 2220 2400 1140 3840 3480 2112 1536 3636 1320 2652 5160 1716 3732 2928 1760 326 988 356 712 906 916 920 686 631 447 206 2594 2350 1245 0 846 1074 1230 3074 1479 1698 979 1292 1198 2090 1690 2768 2106 1632 Transtek Magnetics Ltd. 0 0 0 0 0 0 0 0 302 389 884 882 1616 812 51 767 964 1287 683 549 1688 1637 4207 0 1195 3346 2606 2506 2106 2390 843 1706 1442 2862 2534 2231 2968 1350 Flextronics International Kft 19 127 85 53 90 85 156 138 55 93 121 33 224 43 88 99 187 66 0 176 222 160 184 61 49 119 376 165 303 233 254 110 Huf Huelsbeck & Fuerst Gmbh & Co Kg 0 0 0 12 10 9 33 11 0 0 0 0 0 0 0 0 0 0 0 0 34 30 26 5 20 18 30 21 27 30 27 22 28 4359 14428 Isabellenhuette Heusler Gmbh & Co K 0 0 0 0 10 10 15 15 0 0 0 0 0 0 0 0 0 0 0 0 28 32 27 28 22 12 38 7 7 10 22 26 17 6000 3950 10300 12000 11200 Bizlink Technology Inc 619 143 667 311 371 873 324 833 491 392 279 685 1068 315 430 815 918 861 0 569 1790 971 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 4762 12897 Magnetec-Ungarn Kft. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 15 18 5962 7560 6440 10360 8400 0 2 0 0 0 0 10 20 20 12 18 20 18 20 8 26 6726 5760 9120 11520 4806 U-Shin Slovakia Sro 0 0 0 0 0 0 598 605 428 706 760 338 0 0 0 0 0 0 1130 1145 0 0 0 0 0 0 0 0 0 0 928 1229 920 690 1130 848 1227 943 0 0 0 0 0 0 0 0 1649 1735 1385 1321 1386 1308 1458 0 0 0 0 0 0 0 0 0 0 244 0 793 15204 10936 256 Metalsa Automotive Hainichen 1826 1443 1850 10 Csf Poland Sp Zoo Halla Visteon Climate Control Corp. 1331 1738 1382 2365 1027 8986 8000 7468 13002 4044 1208 1832 1638 2171 1587 1447 1385 0 0 0 0 0 0 0 1144 2031 2332 2479 2248 3081 1887 22 16 784 0 0 0 0 0 0 89 0 14200 8179 0 0 8594 2232 15688 4920 Khl Interior Gmbh 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 8 10 4 8 10 2921 4554 6716 6456 3648 Viasystems Asia Pacific Co Ltd 0 789 416 518 366 106 251 181 493 1175 158 339 246 1084 333 337 1021 818 616 501 952 1185 1266 0 346 218 1136 943 756 483 391 651 769 1676 419 Tpk Touch Solution(Xiamen)Inc. 7 2 16 15 11 13 312 432 384 500 341 360 413 636 516 874 392 445 609 345 722 720 848 0 449 865 656 1176 624 880 624 768 832 900 1256 1077 1353 89 138 420 186 120 124 310 260 391 324 373 403 484 416 421 226 376 485 366 307 0 706 594 378 190 743 849 691 247 1178 1095 1685 494 1492 557 548 1003 296 Ningbo Yexing Automotive Part Co., 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5579 6821 6357 843 Tesla Motors Hk Ltd 10 0 1 0 0 0 3 0 0 0 0 0 0 0 5 0 0 0 0 0 23 0 0 0 3712 0 0 0 5016 0 0 12 0 5184 Gaoyao Hongxing Precision Casting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 480 1976 4621 10048 1860 Connor Manufacturing(Suzhou)Co.Ltd. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 63 0 315 630 918 5 21 6 989 2410 2518 2245 1692 Hanon Systems. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 679 1209 3510 3002 3351 2629 1801 139 164 88 18 115 142 117 109 81 177 146 2488 106 124 256 134 273 397 322 47 166 301 273 16 101 56 146 136 162 233 142 106 119 Hongfujin Precision Brembo Spa Abrupt supply ramp-ups Abrupt supply discontinuations 1328 1717 1860 “December effect” 2806 0 154 1158 959 0 230 776 5136 167 753 0 5144 24 -Attorney Confidential- Tesla is increasingly dependent on battery and motor imports The “smoking gun”: as deployment of diverse motor parts increases, the probability of patent infringement increases 25 -Attorney Confidential- Tesla’s cost position is driven by negotiations with suppliers (e.g. Panasonic and Fukuta) with incentives to charge high prices for advanced technologies Aluminum (for doors, hood, etc.) Supplier Constellium France Sas Constellium Neuf Brisach Constellium Singen Gmbh Toyota Tsusho Corporation Sanmina-Sci Enclosure System Premo Mediterranee Sarl King Lai International Co., Ltd. Aleris Aluminium Duffel Bvba Constellium Hunan Xiangtou Goldsky Titanium Kobe Steel, Ltd. Kobe Steel,Ltd. Mga International Odawara Engineerinbg Co.,Ltd. Sanmina-Sci Enclosure Systems Shenzhen Meinie Tool & Die Co Ltd Srems Zhongshan Cenity Electronic Basic industrial commodity Batteries # bills 67 40 23 12 11 7 2 1 1 1 1 1 1 1 1 1 1 Supplier Sanyo Electric Co. Ltd. (Panasonic) Lg Electronics Inc Tesla Motors Netherlands Amtek Plastic (Shenzhen) Ltd Samsung Sdi Co.,Ltd Ningbo Jinyi Automotive Parts Tesla Motors Ltd Samsung Sdi Co.,Ltd. Tesla Motors Japan Kk Shenzhen Tat Fook Tech Co Ltd Tesla Automobile Distribution Atlasbx Co., Ltd. Tesla Motors Hk Ltd Aig Verpackungs Gmbh Brabus Gmbh Galliker Transport Ag Valuable semi-commodity Motors & motor parts # bills 521 56 52 49 19 10 7 5 5 4 4 3 3 1 1 1 Supplier Fukuta Electric & Machinery Co.,Ltd Da Horn Refining Co., Ltd. Faurecia (Wuxi) Seating Components Kuen Tong Industrial Co., Ltd. Ningbo Xusheng Auto Technology Hongfujin Precision Igarashi Electric Works Hk Ltd Mabuchi Taiwan Co., Ltd. Amtek Plastic (Shenzhen) Ltd Tesla Motors Taiwan Limited Semyung Industrial, Co., Ltd. Sixxon Precision Machinery Co., Ltd Brembo Spa Faurecia (Yancheng) Automotive Syst Central Corporation Eaton Automotive Controls Ltd. Jiu-Bor Industrial Co.,Ltd. # bills 251 79 75 62 60 41 38 35 34 28 18 16 15 12 10 10 9 Critical technology chokepoint Tesla does not own its IP, and worse, it doesn’t own the technology within its motors. As soon as Tesla becomes profitable its margins will be drained by its vendor network 26 -Attorney Confidential- Executive Summary What kind of company is TSLA really? Few companies have ever managed such a broad scope of business models. Its valuation multiples (when they can be calculated) lie well above its direct business model comparables − TSLA is attempting more vertical integration than any auto company has recently tried − TSLA trades at a higher revenue multiple than any related technology business − TSLA’s only comparables in terms of multiple are business models that TSLA is not: − Software companies: TSLA has low / negative margins and heavy fixed asset commitment − Social media companies: TSLA has no network effects, no platform economics and high scaling costs − Biotech or oil explorations companies: TSLA has high marginal costs for every unit it produces TSLA has relied heavily on existing technology in designing a successful EV model, and while it may have generated some valuable IP it now controls little of it and has questionable sustainable competitive advantage in technology − TSLA’s patents cover battery-related technology and selected components but not battery cells − TSLA’s patent holdings are dwarfed by its technology competitors, limiting its freedom to operate in the EV market where its technology position is modest − TSLA’s engineering talent is thin relative to competitors and many productive inventors have left − TSLA’s valuable inventions can be readily copied by its EV competitors − TSLA’s cost position is heavily dependent on its bargaining positions with strategic suppliers who have an incentive to price aggressively for their advanced technologies TSLA is not the green company it claims to be, with environmental risks at all stages of the vehicle lifecycle − TSLA battery production requires the mining and use of numerous toxic chemicals − TSLA EV production has a heavier carbon footprint than traditional vehicles − TSLA vehicles consume lots of energy; battery charging shifts CO2 emissions from car engines to power plants − Disposal of TSLA batteries at large scale will create a heavy toxic burden 27 -Attorney Confidential- Finally, all-electric vehicles are not as sustainable as they may seem; this is a serious brand risk and an unknown legal exposure “ ” Battery Sourcing Battery Charging “Graphite…is mined and processed in China where graphite pollution has fouled air and water, damaged crops and raised health concerns…Tesla concerns…Tesla’ Tesla’s factory alone could double demand for graphite in batteries.” -- Bloomberg “When a wire is connected to an electric vehicle at one end and a coal-fired power plant at the other end, the environmental consequences are worse than driving a normal gasolinegasoline-powered car…allcar…all-electric vehicles cause 86% more deaths from air pollution than do cars powered by regular gasoline.“ -- Carnegie Inst. for Sci. “Initial production of the vehicle and the batteries together make up something like 40 percent of the total carbon footprint of an EV— EV nearly double that of an equivalent gasoline-powered vehicle.” -- EC “The extraction of lithium has significant environmental and social impacts, impacts especially due to water pollution and depletion.” -- EC “A carbon emissions surcharge [was] slapped on…the Model S [in Singopore for]…an equivalent CO2 emission of 222g/km. The emissions were calculated using a "grid emissions factor" [for] emissions created by energy use … when its battery converts electricity into power” -- CNBC Battery Disposal “The recovery rate of lithium ion batteries, even in first world countries, is in the single digit percent range. Most batteries end up in landfill.” landfill -- Tech Metals Insider “The environmental impacts include resource depletion, global warming, and ecological toxicity — primarily resulting from the production, processing, and use of cobalt and nickel metal compounds, compounds which can cause adverse respiratory, pulmonary, and neurological effects in those exposed.” -- ABT Associates 28 -Attorney Confidential- Pounds of toxic cobalt and unstable lithium are present in each Tesla EV, and present a serious safety (as well as moral) hazard Cobalt Tesla Battery Pack Immediately dangerous to life and health at 20 mg / m3 (microgram / L) A Tesla EV contains 18 pounds of cobalt distributed throughout the battery cells This toxic concentration of a dangerous heavy metal is core to Tesla vehicle performance Lithium Lithium in damaged battery cells is known to lead to spontaneous and violent explosions The Model S stores 30 pounds of lithium in cells with reduced individual safety features From US20150111082A1: Cell Module Assemblies What happens when aging Tesla batteries get compacted and punctured in landfills? Just as switching from tobacco cigarettes to e-cigarettes is still bad for your health, switching from gas automobiles to electric vehicles is still bad for the environment 29 -Attorney Confidential- On market price adjustments: There’s a man goin’ round takin’ names. An’ he decides who to free and who to blame. Everybody won’t be treated all the same. There’ll be a golden ladder reaching down. When the man comes around. -Johnny Cash 30 -Attorney Confidential- Thank you For more information, please contact Devonshire Research Group, LLC on Bloomberg: SURFHACKER
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