Acer went through many challenges in becoming the third largest PC manufacturer, including losing U.S. market share to cheaper competitors. In the late 1990s, Acer implemented three strategic decisions - decentralizing into 21 business units, adopting a client-server structure, and using a fast food assembly model. In the 2000s, Acer split branding and OEM businesses, focused on fewer products and markets, and introduced tablet PCs in Asia. It restructured into Wistron, Acer Inc., and BenQ to focus on manufacturing, marketing, and other products respectively. Acer's decisions were aimed at adapting to changing environments and markets.

1. Changing course at

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

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

5. The late 1990’s brought internal and external changes that had a devastating effect on Acer

6. Hiring of Leonard Liu

7. Ever changing computer industry

9. 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.

10. 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.

12. Focusing on fewer products and fewer industrial customers.

14. 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 and consumer electronic product of Acer brand BENQ : Designing, manufacturing and marketing of computing communication and consumer electronic products Collectively these three companies are now called PAN ACER Group

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

17. Every decision making process produces a final choice

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

22. Global expansion and diversity

23. Healthy financial status

24. Low-cost, low end product manufacturing image

25. Constant emphasis on R&D

26. Low brand awareness

28. Cost effective

29. Cultural differences

30. Tax advantages and government funding

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