10%~15% AcerSBURBU 1995915% Aspire100Aspire Global Brand Local
Touch*
AACAspire
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AACAspire
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*
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80*
(I)*
(II)*
*
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2000 *
SBU *
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(1%) ( )*
I 1997 12 *
SBU / RBU GBU *
2000, , , , , , OEM, , BenQ, ,
*
19761981 19881992(21 in 21)2000 ABODMSHIB+BenQ2001 2002 *
20001225annouance2004*
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?.CEO CEO
*
*
: ????????*
:(Economics of Scale)(Economics of Scope)(Location Advantage):
:
*
::
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*
*
International Strategy : *
Multidomestic Strategy *
Global Strategy *
Transnational Strategy *
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IBM*
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*
*()()
*() IT
*+++= Globally Integrated Enterprise
*GIE is redesigning global operation model in the perspective of
cost, efficiency, speed of decision making and strategy valueGIE
ApproachDefinitionActionsCost & EfficiencyShared Services
centerBusiness (Location) DesignResource/Org TransformReduced cost
and specialize support functions to realize the advantage of
economy of scaleIntegrate support functions at the most optimal
locations, from global perspectiveTransform resource from
transaction processing role to solid value and strategy planning
roleStandardize and globally integrate support functionsAccess
geographic differences in operation cost and skill levelRedesign
Org. structure processes and R&R and train develop and
trandform resource to become BU business
partnerAggregationArbitrageAdoption
2007 Mar*
*
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2007 Mar*
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*
*2822Before 80s, key IT players compete by vertical integration
& scale. Computer manufacturing was a high margin, high profit
business
*2822
Stan Shih copyright in 1992 to accelerate the
re-engineeringEveryone including users can become a PC assembler,
no added valueSBU and RBU focus on value creation in both sides
respectivelyAcer succeed in developing more world class component
business & Asian distribution BIZClear picture in global &
local games, dont miss the target
*Value shift continuousGlobal logistic more effectively than
local logistic because of standard productsIP & services become
the core value & the target of Acer re-reengineering
