| Others discussed hydrogen. Frankly it seems to me to be a bad bet by Toyota. I assume they have better information than I do, but they also may have been prevented from a reasonable position on battery vs hydrogen by some internal politics or other dynamics. The robot:
Tesla seems to have approximately reproduced the state of Japanese robotics in 2000 (Honda Asimo) using technology that has seriously advanced in twenty years. I am not qualified to say what the future value of that is, or why battery packs are a competitive advantage to something that never leaves the home. Tech to sell to other car companies:
Humans run the other car companies. What will they do if they recognize a competitive threat with a technology advantage? Will they say “great, let’s buy that from our competitor since they’re clearly superior”? Or are they more likely to say something like “let’s figure out a way to neutralize or eliminate this advantage” and then go about doing it (even as a collective)? Tesla hired Toyota execs to build their manufacturing line. There is little chance that Toyota could not, if it could get out of its own way, do what Telsa is doing from a manufacturing and technology perspective. This to me suggests that others will, even if Toyota culturally cannot make it happen. The profit per vehicle available is primarily indicative of competition. Toyota is a mature company in a mature segment with a lot of competition. Tesla is entitled to those numbers as long as they can maintain them and stave off competition. Some people think they will be able to do that for a long time. I’m not one of them. Tesla’s barrier in justifying their market cap is not only the other car companies, of whom there are roughly a dozen with similar revenue or higher. In the process of capturing the value they are talking about, their competition becomes major portions of the structure of global markets in the energy and transportation sectors, at least. |