Acer Case

Acer has a degree of control over its prices and a considerable amount of non-price competitions exists, which ultimately leads to price discrimination (University of Phoenix, 2011). As such, Acer should focus on attaining and retaining loyal customers. Their non-pricing strategy should be focused on the development of products that are unique

beliefs and values of the people in the organization.. The best way to do that is to start with

Which, if any, of the following initiatives undertaken by Ratan Tata do you think were good ideas?

Over two years after the downfall of myredbook.com, infrequent Las Vegas visitors still seek out Redbook escorts in Vegas, as they are unaware that the company’s operations ceased, amid serious legal charges against Eric Omuro, the company’s founder. Omuro, a Mountain View, California tech entrepreneur, launched the site in 1999, under the name sfredbook.com, as a way to retain, review and advertise various adult services in San Francisco and the greater Bay Area. Services advertised included, but were not limited to, striptease and private massage. Within a few short years, the company expanded beyond its initial coverage area to include Los Angeles, Central California, Seattle, Portland, Reno and Las Vegas Redbook sections. In 2002,

This report is dealing with the case of ACME Electronics vs. Otto Gunter. Gunter purchased a computer from ACME Electronics in 2002. In 2004, the hard drive crashed and he brought it in to ACME Electronics to have it replaced, as well

Opportunities: Palm had plenty of opportunities; the biggest of course was to develop models to satisfy the growing demand for hand held computing capabilities. After time, Palm had further opportunities to extend the Palm brand (Yoffie, 2001). They did

| The objectives are (1) audit of KCN’s financial statements for the year ended 12/31/05, and (2) issuance of a letter on compliance with covenants of the client’s letter of credit agreement.

Hentry Mintzberg and James A Waters give various types of strategies to improve business and business organizations. Their strategies can be summaries into eight. They are planned strategy, Entrepreneurial strategy, Ideological Strategy, Umbrella strategy, Process Strategy, Unconnected Strategy, Consensus Strategy and Imposed Strategy. The strategies can be briefly explained below.

* From the firings, we can see that management does not share Arnell’s plans for massive changes.

1. Consider Dunlap’s statement on page 3 of the case: “Stakeholders! Every time I hear the word, I ask how much did they pay for their stake? There is only one constituency I am concerned about and that is the shareholder primacy? Do you agree or disagree with Dunlap’s view of shareholder primacy? Explain

New Product Development : the aggressive investment strategy into R&D division led to speed in releasing new products in the market. This gave the company higher ROI returns projections. The faster cycle of innovation led to multiple product availability in the market which led to further increasing the gap between them and the competitions and also the company indulged in manufacturing self brand products rather than Co-branded or Partnerships.

As indicated in the table above, Dell and HP are the strongest players in the computer industry. These results are also supported by the market share statistics presented in case Exhibit 3. Conversely, the table above indicates Acer as the industry’s weakest rival in part because it focuses on producing low priced computers,

Although both companies have diversified into other industries, PC industry is still their most important source of revenue. For years, these two giants are battling for lead in PC market. When measured by market share, HP has taken place of Dell as No.1 seller in PC market since 2007 (FIGURE 1). When measured by revenue, HP also wins over Dell for almost five years (FIGURE 2). Also, Acer grew rapidly in market share partly because of its merger with Gateway in 2007 (Einhorn 2007), and almost matched Dell in 2009.

Acer's dominance as a global manufacturer of IT hardware products can be attributed to the company's extensive electronics component expertise, depth of experience managing global electronics component supply chains, and well-planned acquisitions. Through a series of successful acquisitions, the company has four successful brands including Acer, eMachines, Gateway and Packard-Bell (DiDominico, Kartika, Sibeck, 1996). Of these three strategic areas that Acer excels in, their logistics and supply chain expertise across each of the geographies they compete in continue to deliver the greatest time-to-market and cost gains (Honi, Taring, Po-Young, 2000). Acer is organized into two segments, the device business group and consolidated products and services or other business group. This second group continues to be instrumental in the success of the "divide and conquer" strategies that Acer is successfully using relative to Lenovo. It is also a critical success factors in their success with global markets and local market competitive strategy. The combination of their depth of expertise with electronic components and supply chain prowess in the high technology industry also give the company a formidable competitive advantage against Dell and the troubled PC marker Hewlett-Packard (Honi, Taring, Po-Young, 2000). Despite all these strengths however, Acer continues to struggle with the areas of consumer branding and consumer awareness

This case is about implementation of a new “shared vision” concept within The Analog Division of Motorola Company. In 1993 Analog division was a major manufacturer of analog products in the world and had its divisions in many different countries. In other words the division had strong global presence. In order to create more efficient global company, Alison and John have decided to develop new shared vision within The Analog Division where managers would be involved directly and indirectly in the decision making process. Before the new vision development, Analog Division and its managers was very limited in decision making. Because they had such a strong global presence their