Acer America: Development of the Aspire
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Acer America: Development of the Aspire
Why is the Acer Aspire in so much trouble just 2.5 years after its launch? What are the sources of its problems in the US? In the World?
How effective has management been in responding to these problems? What is your evaluation of the changes they have made to the product, the marketing strategy, the organization structure and managements roles and responsibilities? Are these worthwhile changes or would you have advised them to make other changes? If so, what changes would you have advised them to make?
How should Stan Shih respond to the broader issues raised by the Aspire problems? Should he continue to support the goal of building Acer as a global brand?
What changes, if any, would you recommend that Shih make in Acers global strategy, organizational structure, and/or management philosophy to make sure that it can continue to operate successfully worldwide? How should he go about implementing your recommendations? What organizational and worldwide learning implications of these decisions would you expect?
We can see from exhibit 5, that Koc was the only one company that had Turkish market share more than 50% in white goods in 1995 and 1996.
And the competition of white goods in Turkish market became more and more aggressive since Bosch and Siemens had entered Turkish market. And Exhibit 4 shows that the Arcelik capacity was not fully utilized, which means Arcelik has the ability to produce products for the foreign market
What changes, if any, would you recommend that Shih make in Acers global strategy, organizational structure, and/or management philosophy to make sure that it can continue to operate successfully worldwide? How should he go about implementing your recommendations? What organizational and worldwide learning implications of these decisions would you expect?