'Acer Case\r'

'genus genus genus genus genus genus genus genus Acer. Inc | mainland China’s Rampaging Dragon | 9/26/2012 | How would you account for Acer’s outstanding start-up? What caused this gild to outpace scores of former(a) Taiwanese PC companies? Acer is a keep caller-out that was founded by Shih, his wife and a couple up of former(a) people. It was founded in the 1976 and the electronic market at that condemnation was still small. This time cellph mavens where not yet level off invented so the market was pretty ingenuous for a starter. This is I conceive one of the reasons why Acer’s startup was outstanding.One of the new(prenominal) many reasons is because of their willingness to try e rattlingthing that came their way. They dared to do e rattlingthing, from providing engineering to publishing barter journals. They were not hesitant and were very hungry to succeed. Acers CEO Shih was overly a very attractive studyer, transferring very important philosop hies to his employees indeed creating a strong foundation. He paid his employees modest salaries and offered them righteousness. The employees in acidify felt a sense of ownership and this had a very good repair on their performances.They were very patriotic and followed Shih’s leadership. Shi did not alto bewitchher offer key employees equity but to a fault delegated straightforward decision- make business to them. Empowering his employees in such a way further do them more dog alike(p) and committed to the ac telephoner. Shih similarly supposed and cherished his employee’s education and framed an purlieu where people were ready to analyze and improve themselves. Joint ventures in addition cut down be and developed good relationships with suppliers. The solid work environment was like a family and everyone there was very well-off and skilful.When employees are gifted, the company’s customers are too happy. All of these reasons and more do Acer and then cognize as Multitech outscore the other Taiwanese PC companies. aft(prenominal) a strong ten-spot of suppuration, why did Acer’s growth and profitability snap in the late 1980’s? How do you evaluate Leonard Liu’s performance? Acers was founded in the mid(prenominal) 70’s and at that time the market was small. At the rest of the 80’s there was a component of competition and Acer had to fight down with these forces. Its competitors were producing PC’s at very low prices and Acer had to match that.One of the other reasons why Acer struggled is because it had expanded rapidly. This growth caused a shortage in divvy upment and some exterior att block up to ‘Paratroopers’ had to be brought in. Because of Acers abroad expansion these untriedcomers were supposed to help with the transition since they k tonic something about the outside(a) market. This however caused confusion in the company because of t he enculturation clashes. The family culture was intruded by outside cultures and the functional environments were no longer splendid. As mentioned before, happy employees lead to happy customers.Unhappy employee’s in turn lead to unhappy customers. Acer was also struggling financially. intricacy needs resources and these were not available. In order to solve this Acer had to go public and create equity by merchandising its stock on the market. As if this was not enough, Acer also had to deal with rebranding. This took up a lot of Shih’s blue-chip time. I look at Leu in different ways. setoff of all; he was on the nose a man disposed a big responsibility and was trying to do the vanquish he could. round of his transformations were in the long run effective.He organise the company and this was very effective. Leu also gave some responsibility to the lovers for the outcomes of their work, this made them work harder and they were careful in their decision makin g. However this channeld the completely atmosphere in the company, the culture was changing and this was not appreciated. destination is something one cannot change all-night but Leu tried to do that and it impalefired. He tried to change everything overnight and this was never way out to work with a company like Acer that was happy with their current culture and comfortable with it.Leu also spending a lot of money did not help and employees in the end lost faith in him. How effective was Shih in construct Acer in the first/mid 90’s? What do you speak up of his new business concept (â€Å" prodigal food” ride, Uniload, Smiling Curve, and so forth ) and his new organization model (Client-Server, 21 in 21, etc. )? Is this a visionary model for Acer’s future day competitiveness, or a haphazard series of ill-conceived top-down initiatives? Shih came back with some lessons learnt. Some of which came from Leu despite him leaving in a bad way. He found Ace rs organization was let out and this helped him achieve his goals.He brought in new philosophies which lifted up the company and he communicated his ideas to Acer employees making sure they got the message and then acted upon it. The philosophy like ‘fasting food businesses’ helped Acer to cut back its costs and in the end make more profits. I believe through these philosophies Shih managed to get the attention of its employees and the message was therefrom well communicated. Despite these strategies existence vague I believe they were visionary. Acer needed to be redeemed to its old space and be given back its power. Its employees needed to be boost and be motivated to work.These strategies did the hoax and created a turnaround for Acer. As Stan, what action would you take on shoot for? Should he okay its continued development? Should he allow AAC to continue to lead the project? With all of the changes Acer underwent, I would say aspire was a good introduct ion and it is a chance not to pass. Aspire is a basal foundation garment and if Shih lets it go, it will go to his competitors and he will emancipate out on a good opportunity. Him blessing this innovation will mean that he does what he preaches. He was of all time encouraging his employees to use their endure and skills and do something innovative.This was a chance to prove that he would punt those innovations. I also think since AAC came up with the innovation they should be the ones to lead the project. This may even be an opportunity for Acer to expand deeply into other regions. Should Aspire become a global point of intersection? If so, who should manage the worldwide? Of course Aspire should go global!!! If the product is successful in one region they could try it in other regions and see how it performs there. In my opinion Taiwan should manage it because it is after the mother company and they have more experience in managing new products.\r\n'