...BACKGROUND Acer was founded by Stan Shih, his wife Carolyn Yeh, and a group of five others as Multitech in 1976, headquartered in Hsinchu City, Taiwan. It began with eleven employees and US$25,000 in capital. Initially, it was primarily a distributor of electronic parts and a consultant in the use of microprocessor technologies, but over time it emerged as a PC manufacturer. The company was renamed Acer in 1987. In 1993, Acer posted record profits of $80 million. Total sales grew to $3.2 billion in 1994, and net income increased to $205 million, as Acer America turned its first annual profit in the 1990s. From 1994 to 1995, Acer advanced from 14th to ninth among the world’s largest computer manufacturers, surpassing Hewlett-Packard, Dell, and Toshiba. Acer’s operate in more than 38 countries, and each business unit is operated as decentralized strategic business unit. Acer’s Canadian business had in a past served as an intermediation between Acer America to deliver products to Canadian distributors, but in 1996 Anthony Lin was chosen as general manager of Acer’s operation in Canada. Previously the Canadian operation was selling no products directly to consumers in Canada, but Lin saw this as an opportunity to use local distribution and assemble the computers in Canada, “to order,” and sell directly to consumers. VISION To have a line product sold to three different target groups- Commercial, Home and non-profit. Acer in Canada envisions itself to be...
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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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...JOURNAL, VOL. 16, ISSUE 1, 183–224 (2012) AcRj Taiwan DRAM Industry in 2009 This case was prepared by Professor Chien-Nan Chen of National Dong Hwa University, Taiwan and Professor Chengli Tien of National Taiwan Normal University, Taiwan, as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative or business situation. Please address all correspondence to Professor Chien Nan Chen, Department of Business Administration and Graduate Institute of Logistics Management, National Dong Hwa University 1, Sec. 2, Da Hsueh Rd., Shoufeng, Hualien 97401, Taiwan. E-mail: cn_chen@ mail.ndhu.edu.tw DRAM, considered as strategic materials of the electronics industry, is like water and cannot be monopolized by Korea. Global technology companies pay much attention to how the Taiwan government supports its DRAM industry. Taiwan DRAM industry is still likely to be profitable if the Taiwan government considers its investment cautiously to help DRAM companies merge or transform1. — Frank Huang CEO of Powerchip Semiconductor Corporation Dynamic random access memory (DRAM) production and wafer foundries became two major pillars in Taiwan’s semiconductor industry beginning in the 1980s. Mosel Electronics, founded in 1987, and Acer Semiconductor Manufacturing, founded in 1989, were among the early DRAM firms in Taiwan. United Microelectronics Corporation (UMC), founded in 1980, and Taiwan Semiconductor Manufacturing Company (TSMC), founded...
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...which is used against them to obtain lower prices. This is especially true for Inventec (Appendix B). More diversified contract manufacturing partnerships and an increasing consolidation in their industry have increased OEMs’ negotiating strengths as well. As those clients have adopted aggressive pricing strategies, the only thing that counts is how fast you can deliver the lowest cost product. Exploiting even cheaper labor seems almost impossible, since large ODMs have already moved the largest proportion of their manufacturing to low-cost areas in mainland China. Meanwhile Inventec has also developed and marketed software under its own brands. As the PC hardware sector shows signs of weakening, the software business could be a valuable alternative. Decision Criteria Inventec’s future business strategy depends on a variety of factors that need to be considered. However, any decision must be based on the overall goals of the company, that is improving profitability, increasing the market share, as well as maintaining customer satisfaction and corporate image. Hambrick and Fredrickson...
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...2010 Chen and Miller 17 E X C H A N G E West Meets East: Toward an Ambicultural Approach to Management By Ming-Jer Chen and Danny Miller Executive Overview In the aftermath of the recent economic crisis, the world is looking for fresh ideas and new perspectives. Business reality has transformed from “West leads East” to “West meets East.” A thriving Chinese business culture represents not only a source of economic partnership but a potential fount of managerial wisdom that can help renew Western economies. Unfortunately, the cultural distance between East and West makes Chinese examples too different, and at times inappropriate, for Western firms to emulate. Outstanding entrepreneurs such as Stan Shih, who have taken the best managerial practices from the East and the West while avoiding the shortcomings, represent ideal “intermediate” role models. By employing such an “ambicultural” approach to management, Shih provides a model for both bridging cultures and instructing organizations in the East and West. In this essay, we discuss these linkages and some of the useful lessons for managers from both cultures. Indeed, “Chinese” as a way of thinking, with its emphasis on balance and self-other integration, offers the promise to bridge global divides and facilitate the formation of global-minded executives. T he global economic crisis has destroyed vast amounts of wealth— both public and private— and eliminated tens of millions of jobs...
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...[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor...
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...PART 1 Introduction CHAPTER 1 Introduction to Global Marketing Case 1-1 The Global Marketplace Is Also Local onsider the following proposition: We live in a global marketplace. McDonald’s restaurants, Sony digital TVs, LEGO toys, Swatch watches, Burberry trench coats, and Caterpillar earthmoving equipment are found practically everywhere on the planet. Global companies are fierce rivals in key markets. For example, American auto industry giants General Motors and Ford are locked in a competitive struggle with Toyota,Hyundai,and other global Asian rivals as well as European companies such as Volkswagen. U.S.based Intel, the world’s largest chip maker, competes with South Korea’s Samsung. In the global cell phone market, Nokia (Finland), Ericsson (Sweden), Motorola (United C States), and Samsung are key players. Appliances from Whirlpool and Electrolux compete for precious retail space with products manufactured and marketed by China’s Haier Group and LG of South Korea. Now consider a second proposition: We live in a world in which markets are local. In China, for example, Yum Brands’ new East Dawning fast-food chain competes with local restaurants such as New Asia Snack.1 France’s domestic film industry generates about 40 percent of local motion picture box office receipts; U.S.-made movies account for about 50 percent. In Turkey, local artists such as Sertab account for more than 80 percent of recorded Exhibit 1-1: England’s Burberry Group celebrated its...
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...Course Name: Strategic Management Introduction ASUS is the world's fifth-largest PC vendor by 2013 unit sales (GSWPSDPIFQ, 2014). In the ultra-competitive IT industry, ASUS’s success is noticeable. In this essay, Five Forces Model is used to analyse the reason for AUSU’s success and its opportunity and challenge in the future. It introduces some information about AUSU at first. Then it states Porter’s Five Forces Model and the application of it. Finally, some important changes taking place in the macro-environment that might have an impact on the IT industry especially on PC suppliers such as AUSU will be discussed. In this essay, it focuses on two major changes influence PC companies as AUSU. The first one is the popularity of tablet PCs as IPAD. The second one is the exploding of smart phones as millions of people upgrade from simple ‘feature phones’ to more sophisticated Smartphone like the iPhone and Android. Both of them are relevant with Threats of substitute products. Discussion Firstly, ASUS’s is introduced, this is the world's fifth-largest PC vendor by 2013 unit sales ASUS appears in Business Week’s ‘InfoTech 100’ and ‘Asia’s Top 10 IT Companies’ rankings, and it ranked first in the IT Hardware category of the 2008 Taiwan Top 10 Global Brands survey with a total brand value of $1.3 billion (Asus Reviews, Ratings, and Pricing, 2014). ASUS has a primary listing on the Taiwan Stock Exchange and a secondary listing...
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...relevant to global marketing? 2. What is meant by “global localization?” Is Coca-Cola a global product? Explain. 3. Describe some of the global marketing strategies available to companies. Give examples of McDonald that use the different strategies. 4. Describe the difference between ethnocentric, polycentric, regiocentric, and geocentric management orientations. 5. Define leverage and explain the different types of leverage utilized by companies with global operations. 6. What is “global marketing” and how does it differ from “regular marketing?” Giving examples of at least one major corporation explain these differences. SECTION C: CASE STUDY CASE 1-3: Acer Inc (page 57) 1. How did the “global markets-local markets” paradox figure into Shih’s strategy for China? 2. Can Acer become the world’s third largest PC company, behind Dell and Hewlett-Packard? 3. Growth in the U.S. PC market has started to slow down. Despite strong competition from Dell and Hewlett-Packard, Acer’s U.S. market share increased form 1 percent in 2004 to 3.3 percent by the end of 2006. What are Acer’s prospects for gaining further share in the United States? ABDT 3213 – International Marketing Week 3 Tutorial 2: The Global Economic & Trade Environment SECTION A: Discussion Questions 1. Explain the difference between market capitalism, centrally planned capitalism, centrally planned socialism, and market socialism. Give an example...
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...9-507-014 REV: OCTOBER 19, 2006 JOHN QUELCH CARIN-ISABEL KNOOP Lenovo: Building a Global Brand The brand essence of Lenovo is innovation that makes a difference to customers. Branding is not a marketing issue for us, it is a business issue. We have to deliver on products and services.1 — Deepak Advani, Chief Marketing Officer Announced in December 2004, the $1.75 billion acquisition of IBM’s personal computer (PC) division by 20-year-old Lenovo, China’s largest PC maker, made headlines around the world. A relative upstart in the business, founded with $25,000 of seed capital from the Chinese Academy of Sciences, Lenovo was acquiring the IBM division that invented the PC in 1981. While Lenovo was arguably the best known brand in China and had some brand presence in Asia, it was virtually unknown to the rest of the world. In 2004, over 90% of Lenovo’s revenues came from China (see Exhibit 1 for financials).2 But with this major deal, Lenovo aimed to become a global technology giant. Annual revenues would triple to $12 billion, making Lenovo the third-largest PC maker in the world after Dell and Hewlett-Packard. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to match its new reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo was preparing for the...
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...Mr. X Head of the SME division, Brac Bank Limited Dhaka, Bangladesh Dear Mr. X: In order to seek finance for my business, I am writing to you. For my new business which involves producing and selling banana-fiber related products, I need you to join hands with me with some cash from your bank. I have the confidence to state that my newly-established company has the potential to maintain your interest. BestFiber Bangladesh, a company intending to become born- global right from the start, is designed to take advantage of the market opportunities present throughout the world with high quality and diversified product portfolio produced from fiber extracted from banana stem. This business being relatively new has the potential to become a high- growth yielding one as there is no such domineering firms with similar businesses as is found in other industries. I strongly believe that, of course I have the necessary backing tools here, Bestfiber with its professional approach to branding and marketing and high- quality machines for production can leverage the opportunities present for this industry. Though starting with small- scale manufacturing, the company has the plan to grow big and enter into associated businesses with strength gained from the earlier operation. We currently require8,500,000taka that will be used to finance the purchasing of infrastructure like land at Bonpara,Natore, office space at Dhaka, machineries import, worker recruitment and training and other...
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...9-708-480 REV: SEPTEMBER 8, 2008 DAVID B. YOFFIE MICHAEL SLIND Apple Inc., 2008 In January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc.1 With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple’s future, but they now accounted for less than half of its total revenue. A year and a half later, in June 2008, the company posted results that ratified the success of its leap beyond the PC business: In its third quarter, Apple earned a net profit of $1.07 billion on $7.46 billion in revenue, for a 38% increase on year-ago quarterly sales. Annual results were also impressive. Sales in the 2007 fiscal year topped $24 billion, up 24% from the previous year. (See Exhibit 1a—Apple Inc.: Selected Financial Information, plus Exhibit 1b and Exhibit 1c.) Investors, meanwhile, sent Apple’s stock to new heights: Despite a sharp drop in early 2008, its share price had risen more than 15-fold since 2003 and now hovered near its all-time high. (See Exhibit 2—Apple Inc.: Daily Closing Share Price.) Non-PC product lines drove much of Apple’s financial performance. The company’s iPod line of portable music players, together with its iTunes Store, had upended the music business. With the iPhone, a multifunction handheld device released in June 2007, Apple aimed to do the same for the mobile phone market....
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...CASE ANALYSIS: Apple Inc. in 2010 MNGT 589 Strategic Management Teacher: Dr Henry Foster Group Members: 201280009 Clara Liaw Tsui Ling 201280026 Huo Yuanyuan 201280014 May Su Thwe Mang Table of Contents Executive Summary 3 Company background/history 4 Mission, Vision and Values 4 Context: External Environmental Factors 6 Internal Environmental Factors 8 SWOT Analysis Strategic Statement Strategic Issues The Conceptual Framework Strategic Alternatives Most appropriate alternative selection Action Plan References Exhibits (Tables and Charts) Appendixes/attachments Executive Summary Up until early 2000’s Apple computers were considered exclusively for the elite. However things changed for the better when innovative non-PC products entered the market and their sales increased tremendously. The company continues to face challenges that brought them to implement strategies for the turn of the century as they continue to grow, adapting to trends and necessary changes towards the mobile industry. Among the different CEO’s leaderships, Steve Jobs brought the most innovative technology. He not only lead in the invention of good products, he changed the way people live and think. Although the other leaders had other strengths and different style of leadership, they made less significant changes throughout the century. This report will show you more information about our case study of Apple Incorporated before 2010. It...
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...COMPANY PROFILE Dell Inc. REFERENCE CODE: 8E2C53C7-29AC-4848-9511-9B752758E3B4 PUBLICATION DATE: 24 Sep 2012 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Dell Inc. TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 Business Description...........................................................................................4 History...................................................................................................................6 Key Employees...................................................................................................11 Key Employee Biographies................................................................................12 Major Products and Services............................................................................20 Revenue Analysis...............................................................................................21 SWOT Analysis...................................................................................................22 Top Competitors.................................................................................................28 Company View........................................................
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...2009 REPORT TO CONGRESS of the U.S.-CHINA ECONOMIC AND SECURITY REVIEW COMMISSION ONE HUNDRED ELEVENTH CONGRESS FIRST SESSION NOVEMBER 2009 Printed for the use of the U.S.-China Economic and Security Review Commission Available via the World Wide Web: http://www.uscc.gov dkrause on GSDDPC29 with K1 VerDate Nov 24 2008 08:23 Nov 10, 2009 Jkt 052771 PO 00000 Frm 00003 Fmt 6012 Sfmt 6602 M:\USCC\2009\52771.XXX APPS06 PsN: 52771 M:\USCC\USChina.eps Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2. REPORT TYPE 01 NOV 2009 4. TITLE AND SUBTITLE 00-00-2009 to 00-00-2009 ...
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