Acer a week ago gave the street weak outlook on its business, in which the company has already lost over $1 billion in market value.Clearly there was pressure by the board to have the CEO removed immediately.As for Acer tablet strategy, a November 23, 2010 PC Mag sneak peek review and video can be found here:
"In addition, we are stepping into the new mobile device market, where we will invest cautiously and aim to become one of the leading players."
What does "invest cautiously" mean? To me, they know that they are so far behind that they are not sure that they can gain ground and be an effective player. Also, "aim to be a leading player" does not inspire confidence and drive. Maybe Acer is saying what they think investors want to hear right now but are not sure of where they are heading and/or how they can regain market leadership.
It is clear that Acer is late to the Tablet party and the chairman is still not able to accept it. If they have money they should make aggressive investments or a better idea is may be to acquire a start up tablet company and they can turn it around. Don't you all feel the same!!!!!
Its a well known fact when a company becomes Big& successful pursuing one strategy they are loath to change that strategy until its too late...[I learnt in Strategy class as well in that Great book-Innovators Dilemma].
So its no surprise that a company as wildly successful as Acer[Yes it is ,among the dozens of OEM manufacturers in Taiwan/China,how many have been able to carve a successful Brandname for themselves in the World Market??];will do whatever they can to HOLD ONTO and preserve their Gains[Note the operative word here].
This is exactly what that statement released by the Company below means-
"The personal computer remains the core of our business. We have built up a strong foundation and will continue to expand within, especially in the commercial PC segment. In addition, we are stepping into the new mobile device market, where we will invest cautiously and aim to become one of the leading players."
They are unsure if Tablets are just a fad which will go away in a couple of years or be the next big thing.Why pour our Valuable Capital and Resources in ,if this is just a fad that is going to die away soon???
I am not saying this is the right strategy,just the way they are thinking right now.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.