skyote
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Clickbait title, but a good article on Rivian.
My two key takeaways are:
1) Production estimates - 20K in 2021, & 40K in 2022
2) Cox partnership providing a much larger service capability than Tesla
https://www.forbes.com/sites/chuckt...illion-war-chest-and-tesla-in-his-headlights/
My two key takeaways are:
1) Production estimates - 20K in 2021, & 40K in 2022
2) Cox partnership providing a much larger service capability than Tesla
https://www.forbes.com/sites/chuckt...illion-war-chest-and-tesla-in-his-headlights/
The company expects to deliver an ambitious 20,000 units (combined truck and SUV) in 2021 and 40,000 in 2022, which could translate to approximately $1.4 billion and $2.8 billion, respectively, if all goes according to plan. By comparison, Tesla sold 25,000 units of the Model X in 2016, its first full year of release.
Beyond its first two releases, Scaringe says there will be three more vehicles in the Rivian portfolio by 2024. Though he is cautious about providing details, Scaringe admits that one will be smaller in size and all will be considerably lower in price. It’s a strategy akin to what Land Rover does with its Defender and top-of-the-line Range Rovers—i.e., the same base model with fewer amenities. And if Scaringe can truly keep the price below $50,000, it will cause far worse headaches for Musk than a broken shatterproof window on his Franken-vehicle, the Cybertruck.
But it’s the Cox partnership that could prove the most troubling for Musk. While Tesla has more than 100 service centers in 30 states, Cox handled more than 55 million service appointments in 2019 at its sprawling network of commercial and dealer partner service centers across the United States. If something goes wrong with an R1T or R1S, the idea, presumably, is that a customer will be able to take the vehicle to a Cox service center like Pivet to have it repaired correctly and in a timely fashion, something that Tesla has struggled with since its inception.
Cox is also playing the long game with Rivian—as more vehicles come to market, it wants to control secondary sales. “My hope is with the skills that we have,” says Cox president Sandy Schwartz, “and with all the things that we’re learning, that we’ll be the chief wholesale remarketer for all Rivians someday.”
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