Tesla accused of inflating in-dash range projections
Tesla faces accusations of hyping the range of its EVs, raising consumer expectations beyond what the cars can actually deliver – a practice that apparently started about ten years ago for marketing purposes. Three experts say Tesla EVs often fail to achieve their advertised range estimates and their own equipment’s projections. The company allegedly rigged its range-estimating software by writing algorithms for the range meter that would display optimistic projections for the distance the vehicle could cover on a single charge. When the battery fell below 50%, the algorithm would show drivers more realistic projections for their remaining driving range. The vehicles were designed with a “safety buffer” to prevent drivers from getting stranded as their predicted range started declining more quickly, allowing about 15 miles of additional range after the dash readout showed an empty battery. The directive to give customers optimistic range estimates apparently came from Musk himself, who “wanted to show good range numbers when fully charged.”
Tesla accused of stifling range complaints
Tesla faces accusations of creating a “Diversion Team” in Las Vegas to suppress thousands of driving range complaints from its customers. With its service centers flooded with appointments, Tesla instructed some of its employees to stop customers complaining about poor driving range from bringing in their EVs for service. Many of the customers had expected better range based on the company’s advertised estimates and the projections displayed by the cars’ in-dash range meters. Apparently, thousands of customers were told nothing was wrong with their car, even with no diagnostics. Tesla managers told “Diversion Team” employees that they were saving the company about $1,000 for every canceled appointment. Inside the Nevada team’s office, some employees celebrated canceling service appointments by putting their phones on mute and striking a metal xylophone, triggering applause from coworkers who sometimes stood on desks. The team often closed hundreds of cases a week and staffers were tracked on their average number of diverted appointments per day.