1. Changing course at

2. Basic Information It is now the second biggest player in the world following HP and Dell

4. The company was conceived by many as another "Taiwanese PC cloner“.

5. It began to implement a series of robust global strategies which Shih hoped would push the company onto the international business arena such as acquiring American computer firm and hiring former Chairman of IBM's software development laboratories in California Leonard Liu.

7. Client-server structure : Each of the 21 Acer group would be a SBU or RBU. Each business unit would treat other as partners through direct exchange relationships not through central planning through head quarters. Leading to: Insuring the competitiveness of each entity. 2. Leveraging the collective strength of the closely knit business network.

8. Fast food Business model : Shih decided that all PC should be assembled close to the customers, just like fast food so as to – 1. Minimize the risk exposure of technology. 2. Covering the risk regarding price sensitive key components.

10. Focusing on fewer products and fewer industrial customers.

12. Subsequently, Acer was restructured in 2001 into : WISTRON: Dedicated to the design and manufacture of PC’s and related IT products for OEM customers. ACER INC. : Focuses on selling and marketing of computing communication and consumer electronic product. BENQ : Designing, manufacturing and marketing of computing communication and consumer electronic products. Collectively these three companies are now called PAN ACER Group.

14. It is regarded as a continuous process integrated in the interaction with the environment.

15. Every decision making process produces a final choice.

18. Considerthe “what might go wrong” factor with each alternative

20. Global expansion and diversity

21. Unique channel business

22. Low-cost, low end product manufacturing image

23. Healthy financial status

24. Flexibility

25. Low brand awareness

27. Newest technologies

28. Loss of company’s control

29. Broad product base

30. Expansionism.

31. Tax advantages and government funding

32. Inferences Proper global strategies and a sufficient consideration of cultural differences are crucial for the survival of multinational companies like Acer. To compete globally is no easy thing. Acer has shaped and continued to reshape its business strategies and organizational operations to cope up with the rapidly changing global business environment and evolving internal organizational dynamics.

33. While Acer is going to gain a pretty strong foothold on the computer market in the global market thanks to Shih's vision, it is also planning to launch new products such as TV, phones and office related equipments. While Acer's major revenue is likely to be still generated from PC selling. We believe that such new steps will open even wider market for Acer to deliver on new frontier in the new century.

34. Thank You Presented by :- AnuArora HarpreetKaur ReemaPuniani Shweta Sharma