The revenge of the electric car 4 страница

After people had a couple of drinks, Musk fought through the crowd to the front of the room, where old TV commercials projected onto a screen above the stage showed families stopping by Esso and Chevron stations. The kids were so happy to see the Esso tiger mascot. “Gas is a weird thing to love,” Musk said. “Honestly.” That’s when he brought a Model S up onstage. A hole opened up in the floor beneath the car. It had been possible all along, Musk said, to replace the battery pack underneath the Model S in a matter of seconds—the company just hadn’t told anyone about this. Tesla would now start adding battery swapping at its charging stations as a quicker option to recharging. Someone could drive right over a pit where a robot would take off the car’s battery pack and install a new one in ninety seconds, at a cost equivalent to filling up with a tank of gas. “The only decision that you have to make when you come to one of our Tesla stations is do you prefer faster or free,” Musk said. /Following the demonstration, Tesla struggled to deliver on the battery swap technology. Musk had promised that the first few stations would arrive in late 2013. A year after the event, though, Tesla had yet to open a single station. According to Musk, the company ended up needing to deal with more pressing issues. “We’re going to do it because we said we’d do it,” Musk said. “It may not be on the schedule that we’d like but we always come through in the end.”/

In the months that followed, a couple of events threatened to derail the Summer of Musk. The New York Times penned a withering review of the car and its charging stations, and a couple of the Model S sedans caught fire after being involved in collisions. Disobeying conventional public relations wisdom, Musk went after the reporter, using data pulled from the car to undermine the reviewer’s claims. Musk penned the feisty rebuttal himself, while on vacation in Aspen with Kimbal, and friend and Tesla board member Antonio Gracias. “At some other company, it would be a public relations group putting something like this together,” Gracias said. “Elon felt like it was the most important problem facing Tesla at the time and that’s always what he deals with and how he prioritizes. It could kill the car and represented an existential threat against the business. Have there been moments where his unconventional style in these types of situations has made me cringe? Yes. But I trust that it will work out in the end.” Musk applied a similar approach to dealing with the fires by declaring the Model S the safest car in America in a press release and adding a titanium underbody shield and aluminum plates to the vehicle to deflect and destroy debris and keep the battery pack safe. [Tesla does seem to promote an obsession with safety that’s unmatched in the industry. J. B. Straubel explained the company’s thinking as follows: “With the safety stuff, it seems like car companies have evolved to a place where their design objectives are set by whatever is regulated or has been standardized. The rule says, ‘Do this and nothing more.’ That is amazingly boring engineering. It leaves you maybe fiddling with the car’s shape or trying to make it a bit faster. We have more crumple zones, better deceleration, a lower center of gravity. We went in wondering, ‘Can we make this car twice as safe as anything else on the road?’”]

The fires, the occasional bad review—none of this had any effect on Tesla’s sales or share price. Musk’s star shone brighter and brighter as Tesla’s market value ballooned to about half that of GM and Ford.

Tesla held another press event in October 2014 that cemented Musk’s place as the new titan of the auto industry. Musk unveiled a supercharged version of the Model S with two motors—one in the front and one in the back. It could go zero to 60 in 3.2 seconds. The company had turned a sedan into a supercar. “It’s like taking off from a carrier deck,” Musk said. “It’s just bananas.” Musk also unveiled a new suite of software for the Model S that gave it autopilot functions. The car had radar to detect objects and warn of possible collisions and could guide itself via GPS. “Later, you will be able to summon the car,” Musk said. “It will come to wherever you are. There’s also something else I would like to do. Many of our engineers will be hearing this in real time. I would like the charge connector to plug itself into the car, sort of like an articulating snake. I think we will probably do something like that.”

Thousands of people waited in line for hours to see Musk demonstrate this technology. Musk cracked jokes during the presentation and played off the crowd’s enthusiasm. The man who had been awkward in front of media during the PayPal years had developed a unique, slick stagecraft. A woman standing next to me in the crowd went weak in the knees when Musk first took the stage. A man to my other side said he wanted a Model X and had just offered $15,000 to a friend to move up on the reservation list, so that he could end up with model No. 700. The enthusiasm coupled with Musk’s ability to generate attention was emblematic of just how far the little automaker and its eccentric CEO had come. Rival car companies would kill to receive such interest and had basically been left dumbfounded as Tesla snuck up on them and delivered more than they had ever imagined possible.

As the Model S fever gripped Silicon Valley, I visited Ford’s small research and development lab in Palo Alto. The head of the lab at the time was a ponytailed, sandal-wearing engineer named T. J. Giuli, who felt very jealous of Tesla. Inside of every Ford were dozens of computing systems made by different companies that all had to speak to each other and work as one. It was a mess of complexity that had evolved over time, and simplifying the situation would prove near impossible at this point, especially for a company like Ford, which needed to pump out hundreds of thousands of cars per year and could not afford to stop and reboot. Tesla, by contrast, got to start from scratch and make its own software the focus of the Model S. Giuli would have loved the same opportunity. “Software is in many ways the heart of the new vehicle experience,” he said. “From the powertrain to the warning chimes in the car, you’re using software to create an expressive and pleasing environment. The level of integration that the software has into the rest of the Model S is really impressive. Tesla is a benchmark for what we do here.” Not long after this chat, Giuli left Ford to become an engineer at a stealth start-up.

There was little the mainstream auto industry could do to slow Tesla down. But that didn’t stop executives from trying to be difficult whenever possible. Tesla, for example, wanted to call its third-generation car the Model E, so that its lineup of vehicles would be the Model S, E, and X—another playful Musk gag. But Ford’s then CEO, Alan Mulally, blocked Tesla from using Model E, with the threat of a lawsuit. “So I call up Mulally and I was like, ‘Alan, are you just fucking with us or are you really going to do a Model E?’” Musk said. “And I’m not sure which is worse. You know? Like it would actually make more sense if they’re just fucking with us because if they actually come out with a Model E at this point, and we’ve got the Model S and the X and Ford comes out with the Model E, it’s going to look ridiculous. So even though Ford did the Model T a hundred years ago, nobody thinks of ‘Model’ as being a Ford thing anymore. So it would just feel like they stole it. Like why did you go steal Tesla’s E? Like you’re some sort of fascist army marching across the alphabet, some sort of Sesame Street robber. And he was like, ‘No, no, we’re definitely going to use it.’ And I was like, ‘Oh, I don’t think that’s such a good idea because people are going to be confused because it’s not going to make sense. People aren’t used to Ford having Model something these days. It’s usually called like the Ford Fusion.’ And he was like, no, his guys really want to use that. That’s terrible.” After that, Tesla registered the trademark for Model Y as another joke. “In fact, Ford called us up deadpan and said, ‘We see you’ve registered Model Y. Is that what you’re going to use instead of the Model E?’” Musk said. “I’m like, ‘No, it’s a joke. S-E-X-Y. What does that spell?’ But trademark law is a dry profession it turns out.” /As for the origins of the Model S name, Musk said, “Well, I like calling things what they are. We had the Roadster, but there was no good word for a sedan. You can’t call it the Tesla Sedan. That’s boring as hell. In the U.K., they say ‘saloon,’ but then it’s sort of like, ‘What are you? A cowboy or something?’ We went through a bunch of iterations, and the Model S sounded the best. And it was like a vague nod to Ford being the Model T in that electric cars preceded the Model T, and in a way we’re coming full circle and the thing that proceeded the Model T is now going into production in the twenty-first century, hence the Model S. But that’s sort of more like reversing the logic.”/

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes.

This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications.

You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

For the Model S owner, the all-electric lifestyle translates into a less hassled existence. Instead of going to the gas station, you just plug the car in at night, a rhythm familiar to anyone with a smartphone. The car will start charging right away or the owner can tap into the Model S’s software and schedule charging to take place late at night, when the cheapest electricity rates are available. Tesla owners not only dodge gas stations; they mostly get to skip out on visits to mechanics. A traditional vehicle needs oil and transmission fluid changes to deal with all the friction and wear and tear produced by its thousands of moving parts. The simpler electric car design eliminates this type of maintenance. Both the Roadster and the Model S also take advantage of what’s known as regenerative braking, which extends the life of the brakes. During stop-and-go situations, the Tesla will brake by kicking the motor into reverse via software and slowing down the wheels instead of using brake pads and friction to clamp them down. The Tesla motor generates electricity during this process and funnels it back to the batteries, which is why electric cars get better mileage in city traffic. Tesla still recommends that owners bring in the Model S once a year for a checkup but that’s mostly to give the vehicle a once-over and make sure that none of the components seems to be wearing down prematurely.

Even Tesla’s approach to maintenance is philosophically different from that of the traditional automotive industry. Most car dealers make the majority of their profits from servicing cars. They treat vehicles like a subscription service, expecting people to visit their service centers multiple times a year for many years. This is the main reason dealerships have fought to block Tesla from selling its cars directly to consumers. /A handful of lawsuits have been filed against Tesla with auto dealers arguing that the company should not be able to sell its cars directly. But even in those states that have banned Tesla’s stores, prospective customers can usually request a test drive, and someone from Tesla will show up with a vehicle. “Sometimes you have to put something out there for people to attack,” Musk said. “In the long run, the stores won’t be important. The way things will really grow is by word of mouth. The stores are like a viral seed to get things going.”/ “The ultimate goal is to never have to bring your car back in after you buy it,” said Javidan. The dealers charge more than independent mechanics but give people the peace of mind that their car is being worked on by a specialist for a particular make of vehicle. Tesla makes its profits off the initial sale of the car and then from some optional software services. “I got the number ten Model S,” said Konstantin Othmer, the Silicon Valley software whiz and entrepreneur. [Othmer has lined up to be the lucky owner of the first Roadster II.

Musk has developed an unconventional policy to determine the order in which cars are sold. When a new car is announced and its price is set, a race begins in which the first person to hand Musk a check gets the first car. With the Model S, Steve Jurvetson, a Tesla board member, had a check at the ready in his wallet and slid it across the table to Musk after spying details on the Model S in a packet of board meeting notes.

Othmer caught a Wired story about a planned second version of the Roadster and emailed Musk right away. “He said, ‘Okay, I will sell it to you, but you have to pay two hundred thousand dollars right now.’” Othmer agreed, and Tesla had him come to the company’s headquarters on a Sunday to sign some paperwork, acknowledging the price of the car and the fact that the company didn’t quite know when it would arrive or what its specifications would be. “My guess is that it will be the fastest car on the road,” Othmer said. “It’ll be four-wheel drive. It’s going to be insane. And I don’t really think that will be the real price. I just don’t think Elon wanted me to buy it.”] “It was an awesome car, but it had just about every issue you might have read about in the forums. They would fix all these things and decided to trailer the car back to the shop so that they didn’t add any miles to it. Then I went in for a one-year service, and they spruced up everything so that the car was better than new. It was surrounded by velvet ropes in the service center. It was just beautiful.”

Tesla’s model isn’t just about being an affront to the way carmakers and dealers do business. It’s a more subtle play on how electric cars represent a new way to think of automobiles. All car companies will soon follow Tesla’s lead and offer some form of over-the-air updates to their vehicles. The practicality and scope of their updates will be limited, however. “You just can’t do an over-the-air sparkplug change or replacement of the timing belt,” said Javidan. “With a gas car, you have to get under the hood at some point and that forces you back to the dealership anyway. There’s no real incentive for Mercedes to say, ‘You don’t need to bring the car in,’ because it’s not true.” Tesla also has the edge of having designed so many of the key components for its cars in-house, including the software running throughout the vehicle. “If Daimler wants to change the way a gauge looks, it has to contact a supplier half a world away and then wait for a series of approvals,” Javidan said. “It would take them a year to change the way the ‘P’ on the instrument panel looks. At Tesla, if Elon decides he wants a picture of a bunny rabbit on every gauge for Easter, he can have that done in a couple of hours.” /Or as Straubel put it, “Watching people drive the Model S across the country is phenomenal. There is no way you can do that in anything else. It’s not about putting a charging station in the desert as a stunt. It’s about realizing where this is going to go. We will end up launching the third-generation car into a world where this charging network is free and ubiquitous. It bugs me when people compare us to a car company. The cars are absolutely our main product, but we are also an energy company and a technology company. We are going down to the dirt and having discussions with mining companies about the materials for our batteries and going up to commercialize all the pieces that make up an electronic vehicle and all the pieces that make an awesome product.”/

As Tesla turned into a star of modern American industry, its closest rivals were obliterated. Fisker Automotive filed for bankruptcy and was bought by a Chinese auto parts company in 2014. One of its main investors was Ray Lane, a venture capitalist at Kleiner Perkins Caufield & Byers. Lane had cost Kleiner Perkins a chance to invest in Tesla and then backed Fisker—a disastrous move that tarnished the firm’s brand and Lane’s reputation. Better Place was another start-up that enjoyed more hype than Fisker and Tesla put together and raised close to $1 billion to build electric cars and battery-swapping stations. [Musk suspected Better Place came up with battery swapping as a plan after its CEO, Shai Agassi, heard about the technology during a tour of the Tesla factory.] The company never produced much of anything and declared bankruptcy in 2013.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards.

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