Chapter 10 looks ahead to where the direct sales wars may go in the immediate and longer-term future. It makes the case that the dealers have bigger fish to fry – such as ride sharing, artificial intelligence (AI), and autonomous vehicles – than companies that try to sell their own cars. The book ends with a call for sober thinking among all stakeholders about how automobiles will be sold, serviced, owned, shared, and used after the next technological revolution.

As Tesla matured as a company and largely won its battles with the dealers, a whole new crop of EV startups tried to follow in its wake. While Tesla’s legal and political victories had made their job easier in some states, they had made it harder in other states where special legislative carve-outs for Tesla closed the door to other companies. Chapter 8 introduces the other companies fighting to sell their cars direct to consumers, and their unique angles on the importance of direct sales.

The legacy Detroit manufacturers were between a rock and a hard place. Having just emerged from near-death experiences during the 2008–09 financial crisis, they now had to face the onslaught not only of EV technology that they had long resisted but also of a company that refused to play by the settled rules on how cars are sold and serviced. Led by General Motors (GM), the legacies decided that their best tactic was to stand with their dealers and argue that Tesla should be denied direct sales, which would not only prevent Tesla from getting ahead but could keep Tesla far behind. This “raising rivals’ costs” strategy ultimately backfired, as Tesla got the right to sell direct in most states, and the legacies missed the chance to get their own right to compete with Tesla on a level playing field.