ZAP and the Electric Vehicle Industry (EV)

Paper Summary:

This paper explains that the ZAP company began by commercializing electrically powered bikes, acquired several diverse products and patents in this area, and expanded distribution globally and through the Internet, changing its name to Zapworld.com. The author points out that there is a high degree of rivalry in the EV market, including the electric bicycle market, the scooter market, the golf caddies market, and other similar products. Each market is quite segmented and has many small manufacturers, but no serious large players; thus, the industry is in the early EV producing stages. The paper recommends that the company adopt a high volume/low price strategy, yet maintain quality, thus increasing the ZAP's competitive abilities.

Table of Contents
Executive Report
Introduction
Situation Analysis
SWOT Analysis
Industry Analysis
Competition Analysis Porter's Five Forces Model
The Degree of Rivalry
The Threat of Entry
The Threat of Substitutes
Buyer Power
Supplier Power
Macro-Environmental Analysis
Political Environment
Socio-Cultural Environment
Legal Environment
Economic Environment
Technological Environment
Demographic Environment
Company Analysis
Liquidity
Profitability
Debt
Statement of Alternative Options
Recommendations

From the Paper:

"In addition to these products, ZAP had a 14 patent portfolio, which meant that the company was well protected against the increasing competition in the market. This was, however, both a strength and a weakness. As Starr has recognized himself and as events that followed showed, patents represented a way to protect your interest, but it also meant that you had additional legal costs, implied by legal actions taken against patent infringers. As such, on one hand you had a strength, because you had a diversified portfolio of patents and a protected intellectual property, and, on the other, you had additional legal costs."

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