...[pic] SECTION I. THE BUSINESS Acer® Computer Company Description Acer was founded in 1976 in Taiwan. According to Cartmell, the original name when founded by Stan Shih and his wife Carolyn Yeh was called Multitech. The name was changed to Acer in 1987. The Acer group has four brands: Acer, Gateway, eMachines, and Packard Bell. Acer Inc. global headquarters is in Taiwan. They do business all over the world and have continent headquarters in the United States, Europe, and Asia. This is a global company and has to be treated that way. Acer has marketed itself to branding all over the world and tries to focus on what the customer is changing to in the PC world. Business Mission The mission statement for Acer is: “Serve with honour and work with pride.” Company Values Acer says the value for its company is to provide steadfast service and environmentally safe innovations. They believe their product has the easy-to-use and dependability for their customers. Unique Selling Proposition Acer has built a reputation of having environmentally sound computer products. I propose to introduce a product line to compete with companies like Samsung, Vizio, Sony, and other television companies. The difference is the All-in-one features of the computers they already sell plus the addition of the features of a television. It will create a home computer where we don't need to sit in front of a...
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...Acer group employs around 6000 people worldwide and revenues for 2012 reached nearly US$ 18 billion, it was founded in 1976 with $25.000 capital and 11 employees Since its founding in 1976, Acer has constantly pursued the goal of breaking the barriers between people and technology. Focusing on marketing its brand-name IT products around the globe, Acer ranks as the world's No. 3 vendor for total PCs and No. 2 for notebooks, with the fastest growth among the top-five players. A profitable and sustainable Channel Business Model is instrumental and fundamental for Acer's continued growth, while the successful mergers of Gateway and Packard Bell complete the company's global footprint by strengthening its presence in the U.S. and emerging markets Acer philosophy is to deliver better performances at lower price than the competition, there are able to manage it thanks to their size (e.g. large buying power, strategic partnerships with key partners like Intel, Microsoft or Amd) and their willingness to compromise on certain aspects of their products, this to meet the customer demands for cost-effective performance. Acer Channel Excellence (ACE) Program, is a new channel partner initiative that was born with the aim to deliver enhanced tools and offers for best-in-class value-added resellers (VARs). The next phase in Acer’s continued commitment to its channel partners, the ACE Program ensures successful sales and support of Acer products for qualified authorized resellers with...
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...is the Acer Aspire in such trouble just two and a half years after its launch? What are the sources of the problems in the U.S.? Worldwide? There are multiple reasons for this: 1. Difference between design and the actual product Engineers from strategic business units were not involved in the design process which was solely owned and created by Acer American Corporation and Frog Design. So the SBU engineers faced difficulty putting hardware together with that design. 2. Many solutions, many problems Since client-server organizational structure tempted everyone to pitch-in his idea about this product using his own perception, which resulted in too many configurations resulting in brand dilution and no global support 3. Lack in customer service Acer aspire was targeting huge consumer market from high to low end. But since they lack in customer service, which is indeed a critical customer oriented approach, it never created the required awareness which never enabled customers to actually able to see the value of the product 4. Market competition US market was already flooded with huge empires like HP which were putting in a strong competition making it difficult for Acer to reach target figures 5. Marketing strategies Although successful in some regions, the marketing strategy failed in many regions. Many customers who had seen the fully featured product in a marketing message...
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...ACER: AN IT COMPANY ACER: AN IT COMPANY LEARNING TO USE INFORMATION LEARNING TO USE INFORMATION CENTER FOR RESEARCH ON INFORMATION TECHNOLOGY AND ORGANIZATION University of California, Irvine 3200 Berkeley Place Irvine, California, 92697-4650 AUTHORS Jason Dedrick Kenneth L. Kraemer Tony Tsai October, 1999 Center for Research on Information Technology and Organizations TECHNOLOGY TO COMPETE Acknowledgement: This research has been supported by grants from the CISE/IRIS/CSS Division of the U.S. National Science Foundation, and the NSF Industry/University Cooperative Research Center, whose members include: ATL Products, The Boeing Company, Canon Information Systems, IBM Global Services, Nortel, Rockwell, Seagate Technology, Sun Microsystems and Systems Management Specialists (SMS). The authors would like to acknowledge the research assistance of Bryan MacQuarrie. They would also like to acknowledge the cooperation and assistance of numerous Acer Group executives and managers who agreed to be interviewed and provided vital data and information Acer_case_10-99.doc 2 Acer: An IT Company Learning to Use IT to Compete Jason Dedrick, Kenneth L. Kraemer, Tony Tsai I. INTRODUCTION Acer Computer is an unusual company in the personal computer industry. Companies such as Dell, Compaq and Gateway focus on designing, configuring, marketing and servicing PCs and increasingly leave the manufacturing to contract manufacturers and OEM producers. By contrast, Acer is a diversified...
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...The Acer Group is one of the world's largest PC and computer component manufacturers. Associated Acer companies include the world's third largest PC manufacturer, and Acer's mobile computers, network servers and personal computers are ranked in the world's top ten most popular brands in their respective product categories. Acer is the market leader in many countries around the world, and is ranked in more than 30 countries globally owing to the strength of its core business. On the distribution side, in 2007 it is the world's No.4 PC branded PC vendor, number one in South East Asia, Latin America and Middle East, etc... Since spinning-off its manufacturing operation, Acer has focused on globally marketing its brand-name products: mobile and desktop PCs, servers and storage, LCD monitors and high-definition TVs, and handheld/navigational devices. Acer's unique Channel Business Model is instrumental to the company's continued success. The model encourages partners and suppliers to collaborate in a winning formula of supply-chain management, allowing Acer to provide customers with fresh technologies, competitive pricing, and quality service. Established in 1976, Acer Inc. employs 5,300 people supporting dealers and distributors in more than 100 countries. Estimated revenue for 2006 is US$11.31 billion (Acer Annual Report 2005). Stan Shih, the founder and chairman of the Acer group and widely regarded as a high-tech visionary, had a long term vision to transform the Group into a...
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...The Acer Group is one of the world's largest PC and computer component manufacturers. Associated Acer companies include the world's third largest PC manufacturer, and Acer's mobile computers, network servers and personal computers are ranked in the world's top ten most popular brands in their respective product categories. Acer is the market leader in many countries around the world, and is ranked in more than 30 countries globally owing to the strength of its core business. On the distribution side, in 2007 it is the world's No.4 PC branded PC vendor, number one in South East Asia, Latin America and Middle East, etc... Since spinning-off its manufacturing operation, Acer has focused on globally marketing its brand-name products: mobile and desktop PCs, servers and storage, LCD monitors and high-definition TVs, and handheld/navigational devices. Acer's unique Channel Business Model is instrumental to the company's continued success. The model encourages partners and suppliers to collaborate in a winning formula of supply-chain management, allowing Acer to provide customers with fresh technologies, competitive pricing, and quality service. Established in 1976, Acer Inc. employs 5,300 people supporting dealers and distributors in more than 100 countries. Estimated revenue for 2006 is US$11.31 billion (Acer Annual Report 2005). Stan Shih, the founder and chairman of the Acer group and widely regarded as a high-tech visionary, had a long term vision to transform the Group into a...
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...FACULTY OF BUSINESS AND MANAGEMENT ___________________________________________________________________________ BBPS4103 STRATEGIC MANAGEMENT ASSIGNMENT 1 ___________________________________________________________________________ Name: MariammahSuprumaniam Matric number: 820116065716-001 NRIC: 820116-06-5716 Telephone number: 017- 6151 840 E-mail address: sanma_forever@hotmail.com In this assignment I’m going to discuss about three small businesses which differentiate in the aspect of the strategies, Vasu Mini Market, MULTI Restaurant and Evergreen Spa. Firstof all let me start with Vasu Mini Market which nearer to my place, Senawang. The owner of the mini market is Mr. Vasu,even though he is the owner but it is managed by the whole family also can say as smallfamily business. Many customers from far and nearer came to purchase at Vasu Mini Market. The main reason why many customer purchase in Vasu Mini Market even though nearer have many Mini market and supermarket because the prices for many products at Vasu Mini market are even cheaper and reasonable than others nearby. In the statement that given clearly we can defined that Vasu Mini market using cost leadership strategy. Cost leadership is about organizing all your resources around producing goods and services at the lowest cost possible. By having the lowest costs associated with providing your products, you put your business in the unique position of being able to charge your customers the lowest price...
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...Case Study: Acer [Name of the institute]Case Study: Acer Compare and Contrast of Acer’s “Divide and Conquer” Strategy with Lenovo’s Strategy The aim and objective of every business is to run the business in a lucrative way. In the pursuit of this focal ambition, organizations form strategies. Similarly, Acer and Lenovo also have their strategies. There are scores of aspects of these strategies on the basis of which these organizations can be compared and contrasted. The principle strategy of Acer is defined as “Divide and Conquer.” The dogma behind “divide and conquer” strategy is that when a problem is easy and understandable then directly takes actions to solve the problems otherwise break the problem into small parts and then pursue it to solve the problem (Richard, 2009). In front of the management of Acer a gigantic problem of exploring international market was lying and they were unable to exploit this opportunity. So, the management decided to opt for the “divide and conquer” strategy. According to this strategy the management of Acer to conquer international market divided the entire market. The first part of this division that they aimed at was China. According to the CEO Shih “it is imperative for an organization to be stable and get a secure position in the local market before they opt for the regional and international market (Davis, 2007).” This implies that strategy of “divide and conquer” reflects this thought of CEO. Acer is a Taiwanese brand and locally...
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...Hsin Tai Wu Rd., Sec 1 Hsichih, Taipei 221 Taiwan Company Perspectives: Acer ranks among the world's top five branded PC vendors, designing and marketing easy, dependable IT solutions that empower people to reach their goals and enhance their lives. History of Acer Incorporated Read more: Acer Incorporated - Company Profile, Information, Business Description, History, Background Information on Acer Incorporated http://webcache.googleusercontent.com/search?q=cache:GLjJKFtD2DAJ:www.referenceforbusiness.com/history2/90/AcerIncorporated.html+determine+what+strategies+acer+can+apply+to+become+the+world's+third+largest+pc+company+behind+Dell+and+Hewlett+Packard&cd=4&hl=en&ct=clnk&gl=us#ixzz12MuHMLNY Acer Incorporated is Taiwan's leading exporter and the world's fifth largest computer manufacturer. The company designs, manufactures, and sells computer hardware and software products; it ranks among the world's largest manufacturers of individual components such as keyboards, motherboards, set-up boxes, storage drives, monitors, CD-ROM drives, keyboards, printers, scanners, and software. Acer's nearly 30 years of growth results primarily from its business of manufacturing and assembling branded and contract PCs in several locations throughout the world. The company sells its products through dealers and distributors in more than 100 countries. Taiwan's high-tech industry pioneer Stan Shih cofounded Acer. Over the years Shih guided his company through several corporate restructuring...
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...Case Study - Acer's Growth Strategies In 2007, Acer Inc. (Acer) was the third largest computer company in terms of world-wide personal computer (PC) shipments. With 2.43 million units shipped, the company enjoyed a market share of 7.6%. Its growth rate stood at 31% against the 30% of Hewlett-Packard Company (HP) and 21% of Lenovo Group Ltd. In the first quarter of 2008, the company sustained its performance and its market share grew to 9.5%. Its growth rate of 25.2% was higher than that of Dell Inc. (Dell) and Lenovo. Analysts felt that the company had come a long way since 1994 when it was the number eight player in the global PC market. According to analysts, Acer's rapid growth could be attributed to the restructuring efforts the company had taken up since the year 2000. Acer's restructuring enabled the company to realize lower operating expenses which provided the twin advantages of allowing it to price the PC aggressively and offer higher incentives to its channel distributors. Acer also refocused its marketing efforts from direct sales to indirect channel driven sales. The company opted for achieving growth through building strong relationships with its dealers, by offering lower prices to the consumers and providing unique product innovations. By 2007, Acer was the fourth largest computer company behind HP, Dell, and Lenovo. As a part of its growth and expansion strategies, Acer acquired Gateway, Inc. (Gateway) in 2007. This acquisition also resulted in...
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...Running head: Operation management Essay 2 Header: Business Name: University: Course: Tutor: Date: Personal computer manufacturers in UK Introduction This essay puts focus on two UK personal computer companies by comparing and contrasting their market in terms of market objectives, their key transformation processes used in their operations and their operations management theories/ concepts/ techniques underpinning their transformation processes. The two UK personal computer companies to be discussed are the Gateway-UK and the Hewlett- Parkered (HP) Company. To start with, Gateway-UK is a UK computer manufacturer company which started in 1980s where by it operated for sometime but following a dot-com slump, the company pulled its operations from the UK being an adverse effect of past events. This was after it tried several strategies to return to profitability, including withdrawal from international markets, reduction in the number of retail stores and most significantly, entering the consumer electronics business. However, amid widespread complaints about its reputedly poor customer service, none of these efforts was particularly...
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...Case 1-3 Acer Inc. Acer Inc. is a leading marketer of notebook and desktop PCs. The company, which posted sales of $11.3 billion in 2006, also produces other products such as flat-screen monitors and personal digital assistants. As Taiwan gained a reputation as the “tech workshop of the world,” Acer was able to become Taiwan’s number one exporter by manufacturing and marketing computers sold under its own brand name. Acer also produced equipment on an original equipment manufacturer (OEM) basis for well-known global companies such as IBM, Dell, and Hitachi. As company founder, chairman, and CEO, Stan Shih built Acer Inc. into one of Taiwan’s most successful companies. Despite Acer’s success, the company had trouble breaking into the American market. Between 1995 and 1997, Acer’s U.S. market share dropped from 15 to 5 percent. In the late 1990s, Shih noted, “In the United States and Europe, we are relatively weak. The local players there are very strong. The problem is that we don’t have good experience in marketing in those regions. It’s a people issue, not a product issue.” Shih has discovered that building brands in the business-to-business market is easier than building brands in the business-to-consumer market. “Business-to-consumer brands have more value but also face more challenges. People involved in business-to-business are usually rational, but consumers in business-to-consumer are usually emotional in choosing their brands,” he says. In 2000...
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...Harvard Business School 9-399-011 Rev. April 9, 2001 Acer America: Development of the Aspire In early 1998, Stan Shih, CEO of Taiwan-based personal computer (PC) manufacturer Acer, Inc., was reviewing the first estimates of 1997 year-end results. With revenue of $6.5 billion from own brand and sales to original equipment manufacturers (OEMs) such as IBM, the company was now acknowledged to be the third largest PC manufacturer in the world. Although the performance was respectable in the wake of a dramatic drop in memory chip prices that had plunged the company’s semiconductor joint venture into losses, Acer’s extraordinary growth period of the mid-1990s was clearly over. (See Exhibit 1.) The ever-restless CEO was wondering how to re-ignite the fire. Shih was convinced that Acer’s mid-1990 successes were due at least in part to the revolutionary “client-server” organizational structure he had introduced in 1992. The concept was inspired by the network computer model, where “client” computers—the strategic business units (SBUs) and regional business units (RBUs) in Acer’s organizational metaphor—were capable of complete independence but could also take on the “server” role, adding value for the entire network. To Shih, proof of the client-server structure’s potential had come with the 1995 introduction of the Aspire multimedia home PC. Created by Acer America Corporation (AAC), Acer’s U.S. marketing subsidiary and one of Acer’s five RBUs, this new product confirmed Shih’s...
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...The Influence of Sale Promotion Factors on Purchase Decisions: A Case Study of Portable PCs in Thailand Rangsan Nochai 1 and Titida Nochai 2 1 Administration and Management College, King Mongkut’s Institute of Technology Ladkrabang, Ladkrabang, Bangkok 10520, Thailand, knrangsa@kmitl.ac.th 2 Department of Business Data Analysis, Faculty of Science and Technology, Assumption University, Hua Mak Campus, Bangkok, 10240, Thailand, titida@scitech.au.edu Abstract. The aim of this research is to investigate the sale promotion factors that impact on consumers’ purchasing decision on Portable PCs or notebooks in Thailand. This study was designed to use the survey research method and the convenience sampling technique was used in collecting the sample data. Questionnaires were distributed to qualified respondents in Commart Thailand 2011 Event at Queen Sirikit Convention Center on 17th – 20th March 2011. A total of 191 respondents were participated in this study. The data were analyzed and summarized with SPSS software and binary logistic regression analysis was used to examine which sale promotion factors that impact on consumers’ purchasing decision of Portable PC Acer and Compaq & HP. The results of this research is indicated that the sale promotion factors “Offer member card for discount” , “Extend warranty period” , “Bundled with scanner” , “Billboard, radio, leaflet, and magazine”, and “Able to pay by installments” are the important factors that impact on consumers’ purchasing...
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...Acer, Inc: Taiwan’s Ramping Dragon- CASE ANALYSIS 1. Based on the information presented in the case, what type(s) of strategy (i.e., international, multinational, global, or transnational) would you say is used by Acer? Be sure to explain the reasons for your selection. (You will need to refer to Ch. 3 for details on these types strategies.) According to our studies, and based on the information from the case, I would conclude that Acer used a Transnational Strategy. Based on the definition of the textbook, transnational companies have a more complex organization structure. Going more in depth with the concept, Transnationals, as Acer, have investments in foreign markets, with a central corporate facility. When it comes to decision-making, research and development, and marketing strategies, the responsibility is passed to each local business unit, located in each individual market. Acer’s corporate office in Taiwan, only serves to give support to each market, in case needed. Acer’s decision to target smaller markets has contributed enormously to the company’s success. Based on the text, Acer’s decision was rational. By decentralizing command, Acer has able to improve its profit margin and reduce its operational costs. Each market, no matter how small it was, was contributing the company’s success, without neglecting the size of the business unit where it was located. 2. Do you think Leonard Liu’s resignation was beneficial for Acer? Why or why not? Absolutely...
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