This document discusses potential bottlenecks in the relationship between Intel and Acer from both companies' perspectives. It outlines identifying problems, determining causes, potential options for mitigating issues, verifying effectiveness of options, and developing an action plan. Specifically, it examines messy distribution channels, endless price bargaining, and declining support from Intel partners. More data is needed to fully understand organizational changes, strategies, requirements, and value propositions from both sides.

1. A brief study on bottlenecks to
Intel vs. Acer
v 0.1
Paul

2. Terms and methods used in this slide are
inspired by
http://www.businessmodelgeneration.com/

3. Amazon’s biz model

4. Outlines
• Background
• Feedbacks
• Figure out problems and identify its rationales
behinds them?
• Options to mitigate or solve based on cost–
benefit and impact analysis
• Verify the options’ effective and their impact
• Actions plan

5. Background
• Acer was the worst hit among the top-five vendors and is incurring
several crises such as, insider trading, record annual loss, and stock
and market share fall.
• Acer is in the transition of company renovation for organization
change and product strategy
• Acer wants focusing on Computer Hardware for Turnaround and
“Operational excellence” will be the key to doing so, New CEO Says
News from bloomberg -
http://www.bloomberg.com/quote/2353:TT/news

6. Feedback
From Intel Perspective:
• Messy distribution channel / customer relationship
• Endless price bargaining and BOM review
• Declining support quality and quantity from our key partners
inside, such as, product PM, marketing, TME, CAE and Debug
team
From Acer’s perspective:
• Unknown – data collection is required

7. Figure out the cause and identify its
rationales behinds them?
Messy distribution channel / deciding customer relationship
Possible cause:
• Bouncing organization change during transition
• Client is reluctant to respond until its strategies against its biz, product and
partnership..etc are settle down to fulfill the goal “Operational
excellence”
• Our existed channel distribution and customer relationship strategy may
have problem and cannot align and satisfy the customer requirement
• Perhaps Intel’s product portfolios or what values we provide are not 100%
aligned and satisfied with Acer, which means we don’t know about Acer
right now
• More …. ???

8. Figure out problems and identify its
rationales behinds them - Cont.
Messy distribution channel / deciding customer relationship
Information / data are required to clarify:
• To collect more data about customer’s organization
• To dig out more info about customer’s requirements and goals against the
different product division
• To discover more data about its plan and strategy inside for organizational
goal
• To review and rebuild the current biz model of Intel vs. Acer and Acer vs.
its target segment for a clearer big picture
• To Re-examine the existed operations based on Costs and Benefit
• To look at competitors to know about its plan of distribution channel and
key-stakeholder relationship
• More … ???

9. Figure out problems and identify its
rationales behinds them - Cont.
Endless price bargaining and BOM review
Possible cause:
• unclear revenue streams between Acer and Intel – we may not clear about
what things from Intel Acer really wants to buy and what value from Intel
means now for Acer
• Something wrong in our pricing strategy or co-market strategy
• Compared with other competitor, Acer may think Intel’s products and
values are no longer the good fit for Acer. So Intel loses its edge for price
bargaining…
• Bouncing and trial-error product and operational strategy and goal from
Acer so the safe and conservative way – cutting cost and less investment
would become priority to employees
• More …. ???

10. Figure out problems and identify its
rationales behinds them - Cont.
Endless price bargaining and BOM review
Information / data are required to clarify:
• All data, feedback, operation plan described in previous slide
• More …. ???

11. Figure out problems and identify its
rationales behinds them - Cont.
Declining support quality and quantity from our key partners
inside, such as, product PM, marketing, TME, CAE and Debug
team
Possible cause:

12. Figure out problems and identify its
rationales behinds them - Cont.
Declining support quality and quantity from our key partners
inside, such as, product PM, marketing, TME, CAE and Debug
team
Information / data are required to clarify:

13. Options to mitigate or solve based on
cost–benefit and impact analysis
After defining problem and clarifying its causes
are done

14. Verify the options’ effective and their
impact

15. Actions plan