Publications
Publications
- January 1998 (Revised April 2001)
- HBS Case Collection
Acer America: Development of the Aspire
By: Christopher A. Bartlett and Anthony St. George
Abstract
Follows the development, national launch, and global rollout of the Aspire, Acer's first new product developed outside of Taiwan. Implementing a very promising new PC concept proves challenging to 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 wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical "fast food" business concept and his "client server" organization model?
Keywords
Global Strategy; Globalized Firms and Management; Organizational Design; Supply Chain; Problems and Challenges; Relationships; Business Subsidiaries; Product Launch; Computer Industry; United States; Taiwan
Citation
Bartlett, Christopher A., and Anthony St. George. "Acer America: Development of the Aspire." Harvard Business School Case 399-011, January 1998. (Revised April 2001.)