Followed by the development, introduction of national and global rollout of the Aspire, Acer first new product developed outside of Taiwan. The implementation of a promising new concept PC proves a challenge, Mike Culver and his U.S. team, who are plagued by coordination problems with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult with local managers want to make local adjustments. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must … Read more »

Followed by the development, introduction of national and global rollout of the Aspire, Acer first new product developed outside of Taiwan. The implementation of a promising new concept PC proves a challenge, Mike Culver and his U.S. team, who are plagued by coordination problems with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult with local managers want to make local adjustments. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, changes which means the failure of his radical “fast food” business concept and his “client-server” organization model suggest?
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from
Christopher A. Bartlett,
Anthony St. George
Source: Harvard Business School
20 pages.
Publication Date: Dec 30, 1998. Prod #: 399011-PDF-ENG
Acer America: Development of the Aspire HBR case solution

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