Comparison of Guth and Ginsberg model of corporate entrepreneurship

Question: Describe the Compare with .guth and ginsberg model of corporate enterpreneeurship? Answer: Introduction Entrepreneurship is known as a characteristic or process that helps to design, launch and run a new business. An entrepreneur must have the willingness to develop, organize and manage a business startup along with any of its risks to increase its market growth (Fairlie and Holleran 2012). It is the responsibility of an entrepreneur to act as a business leader and innovator of new ideas and business strategies. The Foremost task of an entrepreneur is to explore the market to find out opportunities. According to those opportunities, he develops business plans, hires human resources, acquires financial and nonfinancial resources and provides leadership to the organization to make its market position firm and wealthy (Ogunleye 2012). Risk taking is another supreme responsibility of entrepreneurs as it is highly important for a startup company to exploit all the available options in the market before choosing one. An entrepreneur must have skills and qualities to choose the right option a mong the alternatives. Therefore, it can be said that success and failure of a new venture solely depend on its entrepreneurs as they decide what to do and what not to do (Kuratko 2016). To understand and implement right strategies for a company an entrepreneur must have proper entrepreneurship skills like flexibility, focus, ability to invest for long term goals, self-reflection, and self-reliance, traits like determination, risk taking abilities, eager to learn, passionate towards his business and high level of confidence. However, these were only a few examples of skills and traits an entrepreneur needs to have in him but becoming a successful entrepreneur demands much more than these. Therefore, this report will focus on all possible traits and skills a leader need to transform into a successful entrepreneur. However, according to Baum et al. (2014), there is no foolproof map to entrepreneur greatness, but successful entrepreneurs all have the following skills and traits. Literature Review According to Leutner et al. (2014), passion, drive, self-discipline and flexibility are the most important traits of entrepreneurship. However, according to, Obschonka et al. (2012), it is not possible to point out exact traits to become a successful entrepreneur as some successful entrepreneurs did not have some of the traits defined by (Choi and Lee 2014) but still they did well in their respective organizations. However, there is no doubt that, a successful entrepreneur must have most of these traits if he wants to develop his business and organization is in a successful manner. Figure 1: five-trait model of entrepreneurship (Source: Leutner 2014) Passion Entrepreneurship is not a path for the phlegmatic. If an entrepreneur does not have any passion for whatever he is thinking and doing, then the path is not for them. It is highly possible that a startup company will experience many difficulties, setbacks, and challenges (Omorede 2015). Therefore, it a person does not have passion towards his work, as an entrepreneur, he will not be able to handle the pressure. For example, Raaja Nemani and Aaron Firestein, the founders of BucketFeet Shoe Company faced tremendous challenges when they tried to start their new venture. Even after launching their first bunch of Shoes, they asked their friends and families to buy their products. This shows the passion within them (Omorede 2015). Drive According to Hamilton (2014), passion is a very important trait for an entrepreneur, on the other hand, (Lo et al. 2015) states that drive is more important than passion as plenty of people are passionate about their hobbies, but they are not ready to make a full-time business of them. Drive is a very important trait as for an entrepreneur it is essential to overcome hurdles, get through long hours and failures and keep moving and updating the products and services. For example, Mark Zuckerberg, the founder and present CEO of Facebook, faced numerous challenges, after he and his roommates launched this social site. However, he never backed down and his willingness to become successful allowed him to make Facebook as one the most popular networking sites in the world (Omorede 2015). Self-Discipline An entrepreneur must be a disciplined person and leader. Being the boss of the company does not mean that an entrepreneur will sleep till noon and will take an endless vacation unless he does not want to run his company successfully (Espritu and Sastre 2015). Any new venture will face several challenges and distractions. Being the leader of the company, an entrepreneur must show same discipline, responsibility, dedication and hard work like his employees to achieve the desired goals. Flexibility An entrepreneur not only carries the responsibilities of a leader but also performs different tasks in the initial stages. It is obvious that a new company does not have a huge number of employees who can perform every task under every department. Therefore, an entrepreneur acts like an accountant, marketer, PR representatives, project manager and service agent. According to Yang et al. (2014), an entrepreneur must be willing to dive into all aspects of the business to give it a successful start. However, according to, Todorovic et al. (2015), doing not everything alone is the right thing for an entrepreneur. He also says that an entrepreneur must focus on the goals of marketing, promotion and collect financial and non-financial resources because those are the primary concerns for a startup company. Motivation In some cases, it is seen that people are leaving their well-settled jobs to open their businesses. Those people are believed to be self-motivated people who want to do something on their own. For example, Raaja Nemani, one of the founders of BucketFeet Shoe Company of Chicago, left his job and joined hands with Aaron Firestein to open their new venture. They were highly motivated and focused about their business. However, it is not necessary that other employees will feel the same motivation because it is just a job for them. Therefore, as an entrepreneur, it is important that he can motivate the employees to perform at their best level (Estay et al. 2013). For start-up businesses, it is obvious that an entrepreneur runs short on financial resources; therefore, he cannot offer rewards like bonus payments and increments to motivate his employees. In this situation, an entrepreneur must communicate with his employees regularly to give them feedback on their performance. An entrepreneu r must not hesitate while appraising an employee in front of other employees by saying thank you for his good performance. In this way, he can motivate the other employees of the organization. However, according to Lewis and SIU (2015), finding out proper traits for an entrepreneur is not easy as above. He states that an entrepreneur must follow the Guth and Ginsberg model of entrepreneurship to become a successful leader in his organization. Figure 2: Guth and Ginsberg model of entrepreneurship (Source: Soriano and Huarng 2013) Unlike the previous entrepreneurship model that includes passion, drive, self-discipline, flexibility and motivation as the five most important traits, Guth and Ginsberg model of entrepreneurship describes a whole new idea of entrepreneurship. According to Guth and Ginsberg model, there cannot be any straightforward and simple model that can describe the traits of an entrepreneur. They divided the entrepreneurship into two sections, The first division of the model describes a new business within existing organization like the one Wal-Mart did in 2001 by joining hands with Stanley Works and selling the hand tools and mechanic tools of the company by opening a new business segment in their existing business structure (Caraway 2015). The second part of the model describes the transformation of an organization through renewal as if the one Volkswagen is planning to transform their technical structure to deal with their Cheating Emission Scandal (Goel 2015). It is obvious that for both of the divisions, different entrepreneurship skills are required. For example, while a company is starting a new business within the existing structure, the leader or entrepreneur of that particular business must focus on new business strategies, structures, processes and core values. He does not need to think about how his employees will do as the employees already understand the existing structure and brand value of the company. Therefore, they will perform with a good level of motivation because they are already familiar with the rewards they will get. That entrepreneur will never have to worry about financial resources, as he will get support from the existing structure of the company. Besides, that entrepreneur will get ample amount of support while promoting the new brand, communicating with stakeholders and distributors and setting a precise goal. On the other hand, while transforming an organization, entrepreneurs will face several challenges. For example, Volkswagen is currently planning to transform their entire technical structure after their "Cheating Emission Scandal." They will have to withdraw near about 800,000 cars from all over the Europe to upgrade their engines to meet the rules and regulations of Environmental Protection Agency (EPA). Dealing with this situation will not be an easy task for the entrepreneurs of the company, as they will have to start from the beginning. Besides, upgrading 800,000 cars with the help of an existing number of employees is not possible. Therefore, entrepreneurs of Volkswagen will have to come up with the strategy to recruit new employees under short-term employment contracts. They will have to work hard to regain the trust of the customers, shareholders and distributors also. It can be said that for the entrepreneurs who are working to transform their organization will have to follow different traits than those entrepreneurs who are simply opening a business section under an existing organization. However, according to Aulet (2013), Guth and Ginsberg's theory is not a foolproof model of entrepreneurship. He states that the model follows a flow chart and, therefore, depicts a sequential relationship between entrepreneurship factor and entrepreneurship. This model also does not suggest how the entrepreneurs of a new company should act to provide a positive start to the business. On the other hand, entrepreneurship model supported by (Baum et al. 2014), describes two additional traits that are not present in the five entrepreneurship model and entrepreneurship model of Guth and Ginsberg. Those traits are a willingness to fail and strong social logistic network. Willingness to fail According to Audretsch (2015), successful entrepreneurs must follow the adage "nothing ventured, nothing gained." Entrepreneurs should not be afraid while taking a reckless decision. They must understand that failure is part of life and without failure; it is possible to understand and find the right paths. An entrepreneur who never fears failure can take best possible decisions in even the worst cases. Strong social logistic network Being an entrepreneur of a startup company is a very tough job to handle as in the initial stages he has to face scarcity of financial and non-financial resources. Having a strong social logistic network can help an entrepreneur to collect support from various places. For example, strong presence in social networks can help an entrepreneur to find out a person or persons who have similar interests or can invest in the company willingly. Raaja Nemani contacted Aron Firestein on Facebook before they opened their new venture BucketFeet. Conclusion The literature review clearly indicates that entrepreneur traits are very important to become a successful leader in an organization. However, it is said that describing and finding an accurate and efficient trait model is not possible as different businesses demand different skills and qualities. For example, skills and qualities of an entrepreneur in a construction business will be different from an entrepreneur who is committed to a service organization. In spite of this difference, researchers have identified five common traits that can help any entrepreneur disregarding their business background. It is true that an entrepreneur must have passion, motivation and self-discipline in him to achieve success in any industry. An entrepreneur must understand that the company highly depends on him. Besides, the employees who have no idea about how to proceed and perform will follow the footsteps of their respective entrepreneurs to guide themselves. Therefore, entrepreneurs must present themselves as an icon by doing exemplary works. Some authors like Guth and Ginsberg focused on different business levels before finding out proper entrepreneurship skills and qualities. First, they provide two sections of business like a new business for an existing company and transformation of the current organization. Then they pointed out entrepreneurship skills related to those different business scenarios. However, that entrepreneurship model is also not a foolproof model, as it does not suggest how an entrepreneur should organize his work style and attitude while starting a new business venture. Therefore, it is seen that each model has some flaws in it and various other authors criticize them. However, none of the models is completely wrong as each of them consist information that can help entrepreneurs in one way or another. Business Description Tesla Motors is an American based Automotive and Energy Storage Company that designs, manufactures and sells electric vehicles, powertrain components and battery products. In the year of 2003, Martin Eberhand and Marc Tarpenning founded the company and provided financial help until Elon Musk took all the responsibilities in his soldier (Liu et al. 2014). The primary idea of the company was to manufacture luxury cars and vehicles that will run on electricity. From past few years, diesel costs are rising in a rapid way. Therefore, the founders of the company felt the urge to manufacture a car that can run on electricity which is easy to afford. Besides, most of the countries in the world are fighting with the increasing level of pollution. Governments of the countries are developing several rules and regulation to prevent pollution caused by cars and vehicles (Moritz et al. 2015). Founders of the Tesla Motors understood this fact and decided to start their company as an electric vehicl e manufacturer organization. Another positive reason that helped the founders was the absence of any competitor in the market. Car and vehicle industry is full of competition where companies like BMW, Mercedes, Audi, Porsche, Aston Martin and Landrover are continuously upgrading and changing their strategies to outnumber each other. With almost no experience, it was very difficult for Tesla Motors to join such a market. Tesla founders noticed that most of these companies were planning to manufacture cars that run on electricity. Therefore, they did not hesitate to launch their first model Tesla Roadster before any other company could. Entrepreneurial characteristic of Tesla Motors In the year of 2003, Elon Musk joined Tesla Motors as its new CEO. It was a time when the company had nothing to offer, employees were confused and the company did not have any financial backup. The entrepreneurship skill of Elon Musk helped the company to acquire a satisfactory market position and to transform itself into a vehicle-manufacturing giant (Kedrosky 2013). The following table is presented to describe the entrepreneurship skills of Elon Musk Entrepreneurship skill of Elon Mask Justification Self Discipline Elon Musk strongly believes that a successful entrepreneur must not have any ego within himself. Therefore, even after selling his PayPal company to eBay for $1.5 billion and joining Tesla Motors in 2003, he kept contact with the other two co-founders of PayPal, Peter Thiel and Max Levchin. Risk taking characteristic Elon Musk was successfully handling his companies like PayPal and X.com when he decided to sell PayPal and join Tesla Motors. Undoubtedly, it can be considered as one of the riskiest decisions of all time. Elon received $165 million from selling PayPal to eBay for $1.5. He invested every penny of that into Tesla Motors. After doing that, he was cash-broke and he had to take personal loans from friends. However, his risk paid off successfully as Tesla has become one of the most popular car manufacturing companies that are suppressing competitors like BMW, Audi and Mercedes. Table 1: Entrepreneurship skills of Elon Musk (Source: Kedrosky 2013) Business Opportunity The idea of the electronic car development is a unique business idea which will be able to provide a high level of profitability to the organization. To understand the opportunity for the business idea in the present UK market, the macro environment analysis of the company with the specific product has to be considered. Macro-Environment analysis (PEST): Political and Legal factors Present UK government is encouraging the development of electronic vehicles, which is very good for the company. Supporting the electronic vehicle development by the government was initiated in the year of 2011. An amount of almost 200 million will be granted between the time-period of 2015 2020 for the development of electronic cars. This grant will help the company to launch the new products without facing any budget issue (Trop and Cardwell 2014). The present UK government is also helping to develop the infrastructure for using the cars by the users. They are supporting the local authorities and common people to start the use of the electronic cars and helping them to install the domestic charge points for the cars. The users of the electronic cars will be free from giving the congestion and parking charges in the government sectors. Economic and Environmental Factors Both of the economic and environmental factors of the business of electronic cars are associated with the energy sources of the vehicles (Abdulsater 2014). Besides, the high increasing price of the present energy sources is also hampering the global environment. Global warming is a big issue which can be reduced by the use of the electronic vehicles. Initially, Tesla Model Roadster had a price of $100,000. At that time, the economy of the UK was going down; therefore, customers could not gamble on a car which is new and out of the world. Sociological factors Present customers are more concerned about the environmental development which is increasing the demand for the electronic vehicles (Martin 2014). The governmental initiatives and the present situation of the world are forcing the consumers towards the electronic cars. Technological factors The technology today has been updated to a higher level which is influencing the development of electronic cars. There are some issues in this area such as lack of public charging points, overheating of the battery and extended time required for charging (Anderman 2014). Both of the company and the government are trying to overcome these issues with the help of their RD activities. Industry analysis (Porters five forces) Figure 3: Porters five forces model (Source: Author) Industry rivalry There is no such high level of competition (Martin 2014). Threat of substitutions The electronic car is a new product and at this time, the company has nothing to worry about the substitutable product. Bargaining power of the customers The product is unique which will be the cause of less bargaining power of the customers. Bargaining power of the suppliers A lot of suppliers are available to supply the electronic equipment which is the cause of high bargaining power of the suppliers. Barriers to entry There is no such legal or competitive issue to enter the market (Rimmer 2014). Market analysis The electronic cars have a high demand in the present UK market. At present, there are no such big competitors in the area of the electronic cars (Martin 2014). The company has a big opportunity to face a high growth with the business of the electronic cars. Marketing Plan of Tesla Motors The marketing plan of Tesla Motors can be described using the 4Ps of marketing mix model. 4Ps of Marketing Mix The marketing mix is a general phrase used to describe the different kind of choices an organization has to make in the entire process of bringing a product of or service to market. 4Ps model is the best-known model of the marketing mix. Four elements of this model are product, price, place and promotion. Figure 4: 4Ps of Marketing Mix model (Source: Mangram 2012) Product Tesla is an electric vehicle manufacturing company that also builds and sells powertrains and batteries to third party companies. However, their primary products are luxury cars and vehicles. The reason for choosing this option as a business product is very simple. Tesla founders noticed that there were no other companies, who were selling eco-friendly electric vehicles (Park et al. 2014). Therefore, they did not hesitate to launch their first electric vehicle Model Roadster. Price There are several pricing strategies available in the market. One of those strategies is to launch the initial product at a high price to create a high brand image for the product. Tesla followed the same rule as they launched their first vehicle Model roaster at a price of $101,500 (Moritz et al. 2015). However, their strategy backfired as a car that expensive could give only 20m/hour to the customers. Recently, Tesla changed their way of thinking by configuring their car Model-S capable of giving 60m/hour. Besides, the authority of Tesla is also planning to release their new Model-X at a lower price because they want to enter the lower part of the market also. Place From the first day, Tesla planned to make their presence in the global market, rather than focusing on local markets. Therefore, according to their product, they selected places where diesel prices are high or places where the government is strict about environmental and pollution laws (Trop and Cardwell 2014). They also targeted markets like China and UK where the economy is wealthy, and customers can buy cars at that high price. Promotion Tesla had major issues while selling their cards in different states. Some states like New Jersey, Massachusetts, Michigan and West Virginia, do not allow any Tesla stores or showrooms. Therefore, the authority of Tesla applied a great idea to promote their brand in those states by opening Tesla Galleries in those states (Mangram 2012). They used their galleries to educate the local people about the brand and the cars of Tesla Motors. The gallery also helps the local people to understand the importance of electric vehicle and how it can help to keep the environment safe. Projected sales Figure 5: Projected sales of Tesla Vehicles (Source: Rimmer 2014) Operations and Human Resources plan It is very important to select a proper strategy for the business before launching the product in the target market. The different types of roles and responsibilities and the HRM strategy for the new business are discussed in the section below: Operational Strategy Ownership The ownership of the new business will be the shareholders of the Tesla Motors. Location of the business The business will be conducted in the present UK market. Equipment These include the electric vehicles, power trains, superchargers. The battery of Tesla is different from the batteries of regular cars, but it is a trade secret between Tesla and Panasonic (Kwan 2015). Materials The main body of the Model S uses small structural force fields which are made of woven composite materials from duranium and tritanium allows. Human Resource Management Strategy Responsibilities of the management team The management is responsible for the proper recruitment and management of the human resources of the business. They have the high level of responsibility to hire the right people for the right job and providing them the required facilities for performing better in the workplaces (Liu et al. 2014). Most important three responsibilities of the management team are recruitment, job designing, monitoring and motivating the employees. Recruitment strategy Two major sections of the new business are the development and the marketing of the electronic cars. Different types of qualities are required for these two segments of the business. The recruiters of the company should follow a proper structure for the recruitment process through which they can be able to verify all the required qualities of the applicants (Kwan 2015). After selecting the applicants initially, they have to test the ability of the applicants in the practical field. This can be done by considering their past experiences or by taking some practical tests. Motivational Strategy The first step of the motivational strategy is to give proper training to each of the new employees. Training helps the employees to understand the job responsibilities and opportunities for the future growth. These facts help the employees to get the high level of job satisfaction and motivation at the time performing in the workplaces. To motivate the employees the management should provide all the basic facilities besides the salary (Liu et al. 2014). At the time high level of success in the selling of the cars, the company should provide rewards to the employees for motivating them. They should give incentives for performing better in both of the development and marketing section of the company. Finance plan The estimated structure of Starting funds is laid below: Start-Up funding Start-Up Expenditure $ 50,500 Start-Up Assets to Fund $ 20, 000 Total $ 70,500 Tesla Motors aims to assume business operations with $ 70,500 as Start-Up funding. Later the firm plans to accumulate funds by virtue of other investments. The balance sheet of the firm is outlined below: Assets Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Cash and short-term investments $50,000 $22,542 ($2,583) ($13,295) ($37,504) ($61,107) Accounts receivable 35,000 35,000 35,000 35,000 35,000 35,000 Total inventory 16,000 16,000 16,000 16,000 16,000 16,000 Prepaid expenses 0 0 0 0 0 0 Deferred income tax 0 0 0 0 0 0 Other current assets 5,000 5,000 5,000 5,000 5,000 5,000 Total current assets $106,000 $78,542 $53,417 $42,705 $18,496 ($5,107) Buildings $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 Land 100,600 100,600 100,600 100,600 100,600 100,600 Capital improvements 0 0 0 0 0 0 Machinery and equipment 82,000 82,000 82,000 82,000 82,000 82,000 Less: Accumulated depreciation exp 0 4,000 42,148 81,044 120,688 161,080 Net property/equipment $287,600 $283,600 $245,452 $206,556 $166,912 $126,520 Goodwill $0 $0 $0 $0 $0 $0 Deferred income tax 1,200 1,200 1,200 1,200 1,200 1,200 Long-term investments 0 0 0 0 0 0 Deposits 0 0 0 0 0 0 Other long-term assets 0 0 0 0 0 0 Total assets $394,800 $363,342 $300,069 $250,461 $186,608 $122,613 Liabilities Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Accounts payable $4,500 $4,500 $3,000 $3,000 $1,500 $1,500 Accrued expenses 0 0 0 0 0 0 Notes payable/short-term debt 0 0 0 0 0 0 Capital leases 0 0 0 0 0 0 Other current liabilities 150 150 150 150 150 150 Total current liabilities $4,650 $4,650 $3,150 $3,150 $1,650 $1,650 Long-term debt from loan payment calculator $80,000 $65,522 $50,320 $34,358 $17,598 $0 Other long-term debt $34,500 $33,000 $36,000 $42,000 $46,000 $49,000 Total debt $119,150 $103,172 $89,470 $79,508 $65,248 $50,650 Other liabilities 0 0 0 0 0 0 Total liabilities $84,650 $70,172 $53,470 $37,508 $19,248 $1,650 Equity Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Owner's equity (common) $56,000 $56,000 $56,000 $56,000 $56,000 $56,000 Paid-in capital 200,500 200,500 200,500 200,500 200,500 200,500 Preferred equity 0 0 0 0 0 0 Retained earnings 0 (15,480) (65,051) (103,697) (153,290) (202,687) Total equity $256,500 $241,020 $191,449 $152,803 $103,210 $53,813 Total liabilities and equity $341,150 $311,192 $244,919 $190,311 $122,458 $55,463 Here, the balance sheet clearly outlines a fair image of the financial movements and how the firm functioned during the year. General Assumptions: Sales growth will bea minimum of12% annually, the prospects of margins is excellent, profits at approximately 20% - 25%, cash flow adequate. Marketing will remain below 7% of sales. The company will invest residual profits into financial markets or real estate. Future cash investments will use NPV projections to achieve maximum return with limited risk. The two decade record of positive growth for specialty automobile industry will continue at a healthy rate. The Automobile Association is of the view that the market is far from saturation and will not reach maturity until at least 2019. Despite recession other global economic issues, automobile industry has shown strong growth every year for the past two decades. Automobile industry will continue to be considered an affordable luxury. 16% minimum sales growth rate over the next three years as Tesla Motors assumes more popularity. The P/L or Profit and Loss of Tesla Motors is discussed below: Year 1 Year 2 Year 3 Year 4 Year 5 Revenue Gross revenue $112,400 $115,772 $121,561 $129,462 $138,524 Cost of goods sold 52,490 53,802 55,685 58,470 62,855 Gross margin $59,910 $61,970 $65,875 $70,992 $75,670 Other revenue [source] $0 $0 $10,000 $0 $0 Interest income $1,200 $0 $0 $0 $0 Total revenue $61,110 $61,970 $75,875 $70,992 $75,670 Operating expenses Sales and marketing $10,000 $10,250 $10,609 $11,139 $11,975 Payroll and payroll taxes 25,000 $25,625 $26,522 $27,848 $29,937 Depreciation 4,000 38,335 38,709 39,270 40,205 Insurance 9,000 $9,225 $9,548 $10,025 $10,777 Maintenance, repair, and overhaul 12,300 12,608 12,731 12,915 13,223 Utilities 7,500 $7,688 $7,957 $8,354 $8,981 Property taxes 8,000 $8,200 $8,487 $8,911 $9,580 Administrative fees 16,000 $16,400 $16,974 $17,823 $19,159 Other 5,000 $5,125 $5,304 $5,570 $5,987 Total operating expenses $96,800 $133,455 $136,840 $141,855 $149,823 Operating income ($35,690) ($71,485) ($60,965) ($70,863) ($74,154) Interest expense on long-term debt 3,590 2,866 2,106 1,308 470 Operating income before other items ($39,280) ($74,351) ($63,070) ($72,171) ($74,623) Loss (gain) on sale of assets 0 0 1,000 0 0 Other unusual expenses (income) 0 0 0 0 0 Earnings before taxes ($39,280) ($74,351) ($62,070) ($72,171) ($74,623) Taxes on income 30% 0 0 0 0 0 Net income (loss) ($39,280) ($74,351) ($62,070) ($72,171) ($74,623) The P/L as explained above, of Tesla cuts a positive picture as far as finance is concerned. To begin with the operations the firm will incur expenses. But with time, the firm will consolidate and strengthen its finances. In complaint with taxes and other compliances the firm has performed well. The cash flow of Tesla is laid as below: Year 1 Year 2 Year 3 Year 4 Year 5 Total Operating activities Net income ($39,280) ($74,351) ($62,070) ($72,171) ($74,623) ($322,495) Depreciation 4,000 38,335 38,709 39,270 40,205 160,519 Accounts receivable 0 0 0 0 0 0 Inventories 0 0 0 0 0 0 Accounts payable 0 (1,500) 0 (1,500) 0 (3,000) Amortization 0 0 0 0 0 0 Other liabilities 0 0 0 0 0 0 Other operating cash flow items 0 0 0 0 0 0 Total operating activities ($35,280) ($37,516) ($23,361) ($34,401) ($34,418) ($164,976) Investing activities Capital expenditures $0 $0 $0 $0 $0 $0 Acquisition of business 0 0 0 0 0 0 Sale of fixed assets $0 $0 ($1,000) $0 $0 (1,000) Other investing cash flow items 0 0 0 0 0 0 Total investing activities $0 $0 ($1,000) $0 $0 ($1,000) Financing activities Long-term debt/financing ($15,978) ($12,202) ($9,962) ($12,760) ($14,598) ($65,500) Preferred stock 0 0 0 0 0 0 Total cash dividends paid 0 0 0 0 0 0 Common stock 0 0 0 0 0 0 Other financing cash flow items 0 0 0 0 0 0 Total financing activities ($15,978) ($12,202) ($9,962) ($12,760) ($14,598) ($65,500) Cumulative cash flow ($51,258) ($49,718) ($34,323) ($47,161) ($49,016) ($231,476) Beginning cash balance $50,000 ($1,258) ($50,975) ($85,299) ($132,459) Ending cash balance ($1,258) ($50,975) ($85,299) ($132,459) ($181,476) In fine, the cash flow of Tesla Motors provides us with a detailed analysis of financing activities. 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