Acer in 2001: The Reorganisation

Case Analysis

In July 2001, Acer, Taiwan famous company was in the midst of an ambitious reorganization. The goal was the highlight of the sales of the brand Acer to make computers and peripherals company reversed and the major concerns of the customer contract manufacturing business address. The reorganization would involve splitting the company into three parts, massive layoffs, a shift in geographic focus and a complete change in corporate philosophy. Acer chairman and co-founder Stan Shih had to take it personally … Read more »

In July 2001, Acer, Taiwan famous company was in the midst of an ambitious reorganization. The goal was the highlight of the sales of the brand Acer to make computers and peripherals company reversed and the major concerns of the customer contract manufacturing business address. The reorganization would involve splitting the company into three parts, massive layoffs, a shift in geographic focus and a complete change in corporate philosophy. Acer chairman and co-founder Stan Shih had made personally responsible for the reorganization, the severity of the Acer signaled his position and his commitment. However, the question whether the reorganization would be effective in meeting challenges and turn Acer remained in the company’s fortunes around. This case can be used to inform policy development in volatile environments, the challenges of creating a successful brand, and the relationships between corporate strategy and locational advantages and disadvantages.
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from
Michael J. Enright,
Vincent Mak
Source: University of Hong Kong
29 pages.
Release Date: 9 November 2001. Prod #: HKU171-PDF-ENG
Acer 2001: Reorganization HBR case solution