Tesla's vehicle business has undergone a quiet but profound transformation: what was once a multi‑nameplate portfolio anchored by the premium Model S and Model X is now effectively a single‑platform operation. The Model 3 and Model Y accounted for roughly 97% of deliveries in 2025 and Q1 2026 18,81, with the Model Y alone exceeding 1 million units per year 59 and surpassing 4 million cumulative sales 2,67. Once celebrated as the world's best‑selling car in 2023 and maintaining that rank through 2025 by many measures 1,67,83, the Model Y now carries a disproportionate share of Tesla's volume, growth strategy, and enterprise risk.
Yet beneath this dominance, mounting structural challenges are emerging. Global sales declines in 2025–26 11,12, a record build‑up of unsold inventory in Q1 2026 31,39,52, and intensifying competition from legacy OEMs and new EV entrants 63,66,68,73 all point to a company navigating an increasingly precarious transition. Tesla's tactical responses—product refreshes for Model 3 (2024) and Model Y (2025–26) 20,60, a stretched three‑row Model Y L variant for family buyers in multiple regions 34,44,49, lower‑priced base variants 66, and targeted promotions such as one year of free Supercharging on new Model Y purchases 55—represent efforts to extract maximum life from current platforms while the company bridges toward a promised "next‑generation" architecture 5,21,27.
These developments matter because they lay bare a fundamental reality: Tesla's growth story has narrowed to execution on an aging but still high‑volume duo 29,47,79, while the rest of the line‑up has become strategically peripheral. The near‑term trajectory will hinge on how effectively the company can sustain Model Y demand, manage inventory and pricing discipline, and defend market share as competitors scale EV production across the same core segments.
1. Portfolio Concentration: The Making of a Two‑Product Company
1.1 Model 3/Y as the Sole Volume Engine
Multiple well‑corroborated data points agree that Tesla's vehicle mix is now overwhelmingly concentrated. The company's own figures indicate that Model 3 and Model Y deliveries represented roughly 97% of total volume in 2025 18,54,81. In Q1 2026 specifically, Tesla delivered 320,667 Model 3/Y units out of 336,797 total vehicles 4,18,29, with "Other Models"—encompassing Model S, Model X, Cybertruck, and Semi—contributing just 16,130 deliveries 29. Commenters further estimate that S and X combined sold roughly 30,000 units in all of 2025 8,10, a figure that underscores their marginal role relative to the multi‑hundred‑thousand‑unit run rate of the Model 3/Y platform.
This concentration has been building for years. Tesla stopped reporting S and X as standalone delivery lines in 2023, grouping them with Cybertruck and Semi under the "Other Models" category 10,56. By Q2 2025, deliveries in that category had fallen to as low as 10,394 units in a single quarter 10. Multiple claims note that S/X plus Cybertruck together represented less than 2–4% of total vehicle sales 54,57, aligning with the 97% share attributed to Model 3/Y 18,81. Several sources characterize S/X and Cybertruck as "low‑volume peripheral product lines" 3,15,30,57,60.
The result is what some observers explicitly term "SKU concentration risk": Tesla's revenue and volume now depend overwhelmingly on the Model Y, and to a lesser extent the Model 3 24,29,59. This characterization is corroborated by multiple comments describing Model 3/Y as the "primary" or "core" revenue engines 3,15,30,57,60.
1.2 The Wind‑Down of Model S and Model X
The data also reveal a clear end‑of‑life pattern for Tesla's original premium models. Combined S/X deliveries had historically exceeded 610,000 vehicles 8,10, with a peak of 101,312 units in 2017 30 and the Model S alone selling more than 50,000 units annually in 2015 10. The Model S was the world's best‑selling plug‑in EV in 2015–16 10 and is widely credited with shifting EVs from "niche" to mainstream 83, even experiencing brief periods where used cars traded above new prices during early supply constraints 65.
By 2025, however, demand for S/X had "materially declined" 10,30. Annual combined S/X sales fell to approximately 30,000 units 8,10, and quarterly deliveries dropped to just over 10,000 at their trough 10. Tesla announced in early 2026 that it would end production of both models 10,30,32,45. Custom orders ceased, and remaining global inventory stood at about 600 units—roughly 295 S and 301 X—mostly in the United States [4396, 4397, 6518, 2520, 6626, 1290–1292, 954, 955, 1468, 2006]. Elon Musk acknowledged that some units remained in inventory unsold 18. A small "Signature Series" Plaid run of 350 cars (250 S, 100 X) is being produced as a limited‑edition send‑off 19,35.
The end of S/X carries two significant implications. First, it reduces Tesla's presence in the higher‑price luxury segment and shrinks the product ladder originally envisioned from S/X down to 3/Y 30,83. Second, it further concentrates both production and demand risk onto the Model 3 and especially the Model Y 24,29.
2. Model Y as Global Volume Anchor
2.1 Scale and Market Positioning
The Model Y has become Tesla's dominant global product and, by many measures, the defining EV of the current automotive cycle. Cumulative sales have surpassed 4 million units 2,67, and multiple sources state that the vehicle sells over 1 million units per year 59. For context, Tesla's total annual vehicle production is around 1.6 million units 74,78, with Model 3/Y output running at roughly 5,000 units per day 57.
The Model Y is characterized as the world's best‑selling car in 2023 83, and several claims suggest it remained the top‑selling global vehicle through 2025 1,54,60,67,77, though some commenters note competing data showing the Toyota RAV4 as global No. 1 in 2024 54. Even with that caveat, the consensus is clear: the Model Y is the top‑selling EV globally and one of the best‑selling vehicles overall 1,54,60,67,77,83.
In the United States, user‑compiled data cited in the thread estimate the Model Y as the best‑selling EV in 2025 with approximately 265,068 units, followed by the Model 3 at roughly 155,180 [13595–13596, 11761–11762]. Third‑party registration sources such as Cox Automotive are used because Tesla does not disclose U.S. model‑level sales 63. These estimates suggest Tesla held roughly half of the U.S. EV market 62,63, with non‑Tesla EVs like Toyota's bZ line and Volkswagen's ID.4 still operating at a fraction of Model Y's volume 51,54,63,68.
2.2 Regional Dynamics: Europe
In Europe, the Berlin‑Brandenburg Gigafactory ("Giga Berlin") serves as the main Model Y production hub 20 with an installed capacity above 375,000 units per year, equivalent to approximately 93,750 per quarter 9,23. In Q1 2026, the plant produced a record 61,000 Model Y units 9,23, corresponding to about 65% utilization 9,23. Tesla announced a 20% output increase starting in July 2026, which would lift quarterly production to roughly 73,200 units and raise utilization to approximately 78% 9,16,23. This ramp is explicitly tied to "strong order intake" for the refreshed Model Y and is supported by a plan to hire roughly 1,000 additional workers at the plant 13,14,20,60.
Despite a reported 28% decline in Tesla's European sales in 2025 versus 2024 23, registrations rebounded sharply in March 2025 and again in Q1 2026 23,31. Model Y has been the best‑selling EV in Europe for three consecutive years 20, and in Q1 2026 it ranked as the second best‑selling vehicle overall (51,468 registrations), behind only the Renault Clio 9,23. March 2026 Model Y registrations across Europe reached 33,723 units, up 117% year‑over‑year 9; in Germany alone, registrations quadrupled to 9,252 units 9,23. These figures align with an Electrek report of strong March European registrations 31.
2.3 Regional Dynamics: Asia
In China, the Model Y has been among the country's top‑selling passenger vehicles and was cited as the top‑selling passenger vehicle in March 2026 3,53. In South Korea, March 2026 marked the first time Tesla deliveries in the market exceeded 11,000 units, with estimates ranging from 11,032 to 11,134 units depending on the source 41,42,49. These figures suggest that, even amid global softness, the Model Y franchise can still generate sharp regional demand spikes when supported by refreshed product and competitive pricing.
3. Product Evolution: Refreshes and the Model Y L Expansion
3.1 The Refresh Cycle
Tesla introduced the Model 3 in 2017 68 and the Model Y in 2020 68,79. The last truly new mass‑market Tesla vehicle was the Model Y; subsequent product activity has been dominated by refreshes and variants of these two models 29,79. A major Model 3 update arrived in 2024 60, followed by a major Model Y update in 2025 60, and a further refreshed Model Y in select markets in March 2026 20,21. The refresh included styling changes and interior improvements 20 and reportedly contributed to temporary production disruptions as assembly lines were retooled in Shanghai and Fremont 3,7,21,26.
The refreshed "Juniper" Model Y retains a 400V architecture 72 and peak DC fast‑charging around 250 kW 72, in line with prior Model Y specs rather than the 800V systems some competitors are adopting. Typical range figures remain competitive: standard Model Y variants are reported at roughly 306–327 miles 28, with the long‑range configuration increasing from 334 miles in 2021 to 357 miles in 2026—a 6.8% improvement 64,68. Real‑world owner data show energy consumption around 245 Wh/mile 64, and independent testing (e.g., Car magazine) cites a Model Y Long Range battery of 79 kWh, efficiency of 3.5 mi/kWh, and a tested range of 372 miles 67.
3.2 Model Y L: Entering the Three‑Row Family Segment
A major new strategic vector is the Model Y L, a stretched three‑row six‑seat variant targeting family buyers and multi‑purpose vehicle (MPV) alternatives. Initially introduced in China 49, Tesla is rolling it out across Asia‑Pacific and emerging markets—including Australia, Thailand, Singapore, Malaysia, and India—with North American introduction in 2025 34,38,40,43,44,49,60.
The Model Y L extends the wheelbase by 150 mm and overall length by 179 mm relative to the standard Y [4243–4244, 13749]. It weighs 2,088 kg, approximately 96 kg more than the heaviest standard Model Y [4245–4246, 13002]. The vehicle offers six‑passenger seating in a 2+2+2 configuration with rear captain's chairs 40,49,50, making it the first purpose‑built six‑seat Tesla in Southeast Asia 49. Cargo capacity is 420 liters with all six seats up and up to 2,539 liters with the second and third rows folded flat [4267–4268, 13005–13006].
The key marketing angle is that, despite its size and three rows, the Model Y L claims a WLTP range of 681 km—which Tesla frames as class‑leading versus other three‑row EVs that "struggle to reach 500 km" 49,50. The same 681 km claim appears in coverage of the India launch 34. In Singapore and Malaysia, media described the launch as addressing an underserved segment: families needing six seats in a right‑hand‑drive EV [13199–13202, 13205, 13200]. Coverage suggests the car could become "one of the most talked‑about vehicles in the region this year" 49.
Rollout timelines have been tightly sequenced. Singapore held a media preview on 27 March 2026, with public sales starting on 29 March 49. Malaysia followed with a preview at Cyberjaya on 29–30 March and an official launch on 1 April [272, 12635, 13017, 13756–13757, 10782, 13946, 14105]. Tesla later added India, listing the Model Y L on its website on 21 April 2026 and formally launching it in Mumbai on 22 April [13632–13633, 466–469, 13622]. Delivery timelines range from weeks to months depending on logistics 50.
Pricing strategy for the Model Y L suggests a modest incremental premium over the base Y. In Australia, the base Model Y starts at A$58,900 69, while the Model Y L is priced at A$75,000 49. In Malaysia, the Model Y L is advertised at RM260,000 37,38,40,43, versus pre‑launch expectations of RM240,000–250,000 49. In India, the standard five‑seat Model Y starts at ₹59.89 lakh, the Model Y L at ₹61.99 lakh (a ₹2.10 lakh premium), and the Model Y Long Range at ₹67.99 lakh [13622–13627, 13630]. The India pricing differential reinforces that the L variant is a mid‑tier product, slotting between the base Y and the long‑range Y.
Strategically, the Model Y L is framed as extending Tesla's addressable market into the family EV and MPV‑replacement segment in right‑hand‑drive and emerging markets, particularly in Southeast Asia [13199–13205]. Malaysia‑focused social posts explicitly position it as an alternative to traditional MPVs 40.
4. Demand, Overproduction, and Inventory Dynamics
4.1 Q1 2026: A Record Inventory Build
Against the backdrop of a strong Model Y franchise, growing evidence of demand‑supply imbalance is emerging. Tesla produced over 408,000 vehicles in Q1 2026 but delivered just 358,000 29,48,78, resulting in a production‑delivery gap of more than 50,000 units. Electrek reported that Tesla produced 50,363 more vehicles than it delivered in the quarter—the largest single‑quarter inventory build in the company's history 31,39,78. The excess was concentrated in Model 3/Y: production of these models totaled 394,611 units against deliveries of 341,893 units, leaving an inventory build of 52,718 vehicles 18,22. Conversely, the "Other Models" segment had a net negative gap of 2,355 units, implying a sell‑down of S/X/Cybertruck inventory 22.
This inventory build resulted in approximately 50,363 unsold vehicles, described as a record stock of new‑car inventory in Tesla's roughly 20‑year history 39,52,61. Commenters noted that at Q1 2026 sales rates, Tesla could halt production for nearly four weeks before depleting inventory 47. Several posts assert that overproduction is "continuing" 17,52,76,77,78.
On the demand side, analysts at Visible Alpha had expected Tesla to deliver about 368,903 vehicles in Q1 2026 79, with some forecasts cited as high as roughly 437,000 [1872, 3829 (though 3829's 1.366M figure appears erroneous)]. Actual deliveries of 358,023 29,48 therefore missed consensus by approximately 10,000 units 29,48,79,80.
4.2 Broader Sales Trends
Multiple sources state that Tesla's global sales are declining 11. One Reddit‑quoted estimate claims Tesla's global sales shrank 9% in 2025 while the overall global auto market grew 26% 12. In Europe, Tesla sales declined 28% in 2025 versus 2024 23 before a registration rebound in March 2025 23 and again in March 2026 [985, 14452–14456]. This pattern of year‑on‑year contraction followed by month‑specific rebounds suggests volatility in demand, likely influenced by price cuts, end‑of‑quarter pushes, and product refresh timings.
Tesla itself appears to acknowledge a demand transition. Elon Musk stated in January that Tesla is "between two major growth waves" as it moves from the current Model 3/Y platform to next‑generation vehicles 21,27. The 2025 CEO Performance Award embeds operational milestones of 20 million cumulative vehicle deliveries and 10 million active FSD subscriptions [4444–4445, 1911, 6016], which Tesla now considers "probable" as of March 31, 2026 5. Achieving such targets from the current roughly 1.7 million annual delivery base 78,80 will require either a sustained second growth wave for Model Y/3 or the timely launch of entirely new volume models.
5. Tactical Levers: Pricing, Promotions, and Cost‑of‑Ownership
Tesla is deploying several levers to support Model Y demand amid a maturing product cycle and growing competition.
The Model Y is generally priced toward the upper end of mainstream segments but marketed on total‑cost‑of‑ownership advantages. In the United States, a Model Y AWD is around $43,000 list 58, with owners reporting out‑the‑door prices near $56,000 after taxes and fees 58. In the UK, the Model Y lists at £51,990, with a tested trim at £52,220 67. In Australia, base pricing is A$58,900 69, with the long‑wheelbase Y L at A$75,000 49. Fleet case studies in the cluster highlight substantial operating cost savings: one reported annual savings of approximately A$70,000 (~US$50,000) from transitioning a fleet to Model Y, driven by lower fuel and maintenance costs [2974–2975]. Owner anecdotes and long‑mileage taxis—such as a Model 3 taxi with 216,000 miles and 88% battery health 60—reinforce the narrative of durable batteries and lower lifetime costs. However, higher insurance costs partly offset these advantages; the average U.S. insurance cost for a Model Y is cited at roughly $282 per month 33.
To stimulate demand and address specific segments, Tesla is deploying several promotional strategies: offering one year of free Supercharging on new Model Y purchases 46,55; introducing lower‑priced base Model Y variants as a "sales revival" tool 29,66; and launching the extended‑wheelbase Y L variant for families needing six seats [270, 13000, 13867, 13199–13205, 13948]. These tactics are primarily oriented around deepening Model Y's addressable market rather than diversifying the product portfolio with entirely new nameplates.
6. Competitive Landscape and Aging Product Risk
Tesla achieved "dominant early market share" in EV sales 30,62,63,66,77, with some estimates suggesting it held roughly half of the U.S. EV market 62,63. However, that lead is described as being eroded by other OEMs scaling EV production globally 66. For example, Toyota's bZ models nearly doubled U.S. EV sales year‑over‑year in Q1 2026 to more than 10,000 units, becoming the best‑selling non‑Tesla EV in the United States 63,68. Volkswagen's ID.4 saw annual U.S. sales exceed 37,000 units in 2023 after a refresh 51. Some reports indicate that Volkswagen Group overtook Tesla for third place in global plug‑in vehicle sales in a particular month 73. Rivian's R2, described as a direct competitor to the Model Y, is beginning customer deliveries 71.
Against this backdrop, several commenters and articles describe Tesla's Model 3 and Model Y as "aging" models 29,47,79, despite the 2024/2025 refreshes [12851–12852, 163]. The lack of a new mass‑market vehicle ready to ship as of Q1 2026—beyond stripped‑down Model 3/Y variants 29,79—increases the risk that Tesla will face margin pressure and share loss as newer EVs from competitors enter the same crossover and compact‑SUV segments.
Tesla does have a next‑generation compact SUV in development, reportedly targeting a lower mass of roughly 1.5 tons versus approximately 2 tons for the Model Y 12,28, with a shorter overall length (4.28 m vs 4.75 m for the Y) 12,28. However, this vehicle is not yet in market; in the interim, Tesla's growth ambitions remain tethered to the Model Y and Model 3 platform.
7. Analysis and Strategic Significance
Three interlocking themes emerge from this data: Tesla's strategic dependence on the Model Y (and, secondarily, the Model 3), the resulting exposure to demand and competitive dynamics in a single vehicle class, and the company's attempt to navigate a transition period before next‑generation products arrive.
7.1 Strategic Dependence and SKU Concentration
The empirical data leave little doubt that Tesla has morphed into a near two‑product company. Model 3 and Model Y at 97% of deliveries 18,81—combined with the effective discontinuation of S/X 10,30,32 and low Cybertruck/Semi volumes 29,58,61—means that the health of the entire auto segment is now closely tied to one platform. Commenters explicitly flag this as "extreme SKU concentration risk," with revenue "depending overwhelmingly" on the Model Y 24,59.
In the short term, this concentration can be a strength: it enables manufacturing simplification, scale economies, and focused software and charging‑network integration 59,70. Giga Berlin's 700,000‑plus cumulative Model Y units since opening 23, and the company's ability to produce roughly 5,000 Model 3/Y units per day 57, demonstrate how scale and simplification can drive cost advantages relative to more fragmented competitors. However, it also means that any demand slowdown, adverse press, regulatory shock, or safety perception issue related to the Model Y can magnify across Tesla's entire P&L. Allegations about higher fatality rates for FSD‑equipped Model Y units 6 and consumer‑facing negative reviews—such as TFLcar's refusal to recommend the Y on specific concerns 36—show how product‑specific issues can quickly become enterprise‑level risk when product mix is this concentrated.
7.2 Demand Elasticity and Inventory Risk
The Q1 2026 inventory build is especially significant. A 50,000‑plus unit production‑delivery gap 22,31,78 suggests that Tesla's prior approach of "building to capacity" is now at odds with more volatile demand. While Model Y registrations in Europe and Asia can surge in response to price actions and refreshed variants [985, 14452–14456, 12512, 13021, 13279, 11490], global sales metrics indicate underlying softness 11,12. Tesla's ability to "clear" inventory in future quarters will likely depend on further discounting or enhanced promotions such as free Supercharging 55—both of which carry margin implications.
The company's narrative of being "between two major growth waves" 21 is consistent with this picture: the first wave (S/X → 3/Y) has peaked, and the second (next‑gen mass‑market vehicles) is not yet in market. In between, Tesla must sustain demand through refreshes, trims, geographic expansion (e.g., Y L to Southeast Asia and India [13199–13205, 466–469]), and tactical incentives.
7.3 Competitive Convergence in the Core Segment
Tesla's early dominance in EVs 30,66,77 is now meeting intensified competition precisely in the compact SUV/crossover segment where the Model Y competes. Toyota's bZ series and VW's ID.4 illustrate how legacy OEMs can leverage refresh cycles to sharply increase volumes 51,63,68. Rivian's R2 is targeted as a direct Model Y competitor 71. While none yet match the Y's global scale—commenters note that eight months of Model Y sales equal the entire historical Nissan Leaf volume 70,83—the direction of travel is clear: Tesla's core segment is becoming crowded both by new EVs and efficient hybrids. Compounding this, multiple sources describe Model 3/Y as "aging" 29,47,79. Tesla's refreshes in 2024/2025 help maintain relevance, but they do not solve the fundamental need for a lower‑cost, higher‑volume next‑gen platform with an improved cost structure targeting 1.5‑ton mass 12,28. Without such a product, Tesla may need to rely increasingly on price cuts and promotions to defend share, exacerbating inventory and margin challenges.
7.4 Bridge Strategy: Deepen Model Y TAM While Buying Time
The Model Y L and regional launch strategies can be interpreted as an effort to deepen Model Y's total addressable market rather than broaden Tesla's nameplate portfolio. By adding a three‑row, six‑seat configuration with class‑leading range 49, Tesla is targeting families and MPV buyers, particularly in right‑hand‑drive and tax‑constrained markets like Southeast Asia and India [13199–13205, 469, 13630]. Pricing the L only modestly above the base Y in India [13622–13627] and positioning it as an MPV alternative in Malaysia 40 suggest a strategy aimed at volume and mix enhancement rather than pure margin maximization.
This approach has the advantage of leveraging existing platforms and factories—including Berlin, Shanghai, and new export flows—to extract more life from the current product cycle. It also reduces the urgency of launching entirely new vehicles in the very near term. However, it does not address the underlying portfolio concentration: the Model Y L is still a Model Y. The same competitive, regulatory, and demand risks apply.
7.5 Implications for Tesla's Long‑Term Aspirations
The 20 million‑vehicle delivery milestone embedded in the CEO Performance Award 5,27 underscores the gap between Tesla's ambitions and its current state. With annual deliveries around 1.7 million 80 and the cumulative fleet at roughly 7 million vehicles 75, Tesla remains far off that target. However, the company does possess some durable advantages: a large and growing connected fleet generating vast amounts of data—3–4 billion miles of urban driving, roughly 4 GB per car per day 25,60,74,82—a highly utilized proprietary charging network, and an installed base of around 1.28 million FSD users 60. These assets could underpin software‑driven revenue and brand stickiness even if hardware growth moderates.
Yet, in the near to medium term, public‑market perception of Tesla will likely hinge less on long‑dated FSD milestones and more on near‑term execution in the Model Y franchise—managing inventory, stabilizing demand across regions, and defending share against a growing set of EV and hybrid alternatives.
8. Key Takeaways
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Tesla has become a de facto Model Y/3 company, with roughly 97% of deliveries coming from these two models and S/X effectively discontinued, creating pronounced SKU concentration risk but also enabling scale efficiencies in manufacturing and software 10,18,24,32,59,81.
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Q1 2026 exposed a growing mismatch between production and demand, with a record 50,000+ unit inventory build largely in Model 3/Y, missed delivery consensus, and evidence of global sales declines, indicating that Tesla must more carefully balance output, pricing, and promotions 11,12,22,29,31,39,48,78,79.
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Tesla is using the Model Y platform—including refreshes, new base trims, and the three‑row Model Y L—to expand its total addressable market and bridge to next‑generation vehicles, particularly targeting family and MPV buyers in Southeast Asia and India while simultaneously ramping output at Giga Berlin [12852, 14495, 10427, 270, 13000, 13199–13205, 466–469, 3005, 5859].
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Competitive and product‑cycle pressures are intensifying in Tesla's core compact SUV segment, as rivals like Toyota and Volkswagen rapidly grow EV volumes and Tesla's own models are perceived as aging, increasing the importance of timely next‑gen launches and disciplined inventory management to sustain growth and margins 28,29,47,51,63,66,68.
Sources
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58. Tesla Model YL prototype spotted on US roads for the first time - 2026-04-23
59. BMW and Audi could never compete with Tesla or China EV Brands… - 2026-04-08
60. Tesla announced start of Cybercab production - 2026-04-23
61. Tesla prioritizing the Cybertruck over Semi is one of the biggest blunders of past 10 years - 2026-04-03
62. EV bloodbath: US sales plunge as Tesla tightens its grip - 2026-04-10
63. Toyota's electric SUV is suddenly one of America's top-selling EVs - 2026-04-02
64. Honest thoughts about EV ownership after a month of ownership - 2026-04-02
65. Tesla Brings Back Resale Ban With $50,000 Fine - 2026-04-17
66. Tesla March car registrations soar in key European markets, showing changing trend - 2026-04-01
67. Is X finally greater than Y? | BMW iX3 vs Tesla Model Y - 2026-04-10
68. 5 Takeaways From Q1's EV Sales In The U.S. - 2026-04-18
69. 2026 Mazda CX-6e pricing: New EV SUV undercuts Tesla, BYD, zeekr - 2026-04-09
70. The Tesla Model S Is The Most Important Car of Your Lifetime — Revelations with Jason Cammisa - 2026-04-23
71. Question about Tesla popularity - 2026-04-08
72. What are the flaws of the Tesla Model Y (2026 version)? - 2026-04-14
73. With the VW group passing tesla for 3rd place in global plug-in sales in February, should tesla look in to making a PHEV to stay competitive? - 2026-04-06
74. Anyone here who moved from OpenPilot to Tesla FSD? What’s your experience been like? - 2026-04-11
75. Comparing pre-crash speeds between US ADS operators - 2026-04-24
76. Why JPMorgan is warning Tesla stock may crash 60% - 2026-04-06
77. Tesla beats on earnings but misses on revenue - 2026-04-22
78. TSLA Q1 Deliveries: The 50,000 Vehicle Elephant in the Room - 2026-04-07
79. Tesla's first-quarter deliveries miss estimates as tax credit expiry weighs - 2026-04-02
80. Tesla first-quarter deliveries likely to dip sequentially as EV demand softens - 2026-04-01
81. what's going on with Tesla? - 2026-04-08
82. Only hw4 got FSD in Netherlands not HW3 - 2026-04-13
83. The Tesla Model S Is The Most Important Car of Your Lifetime — Revelations with Jason Cammisa - 2026-04-23
