[键入文字][键入文字][键入文字]YUEXU4212808IndividualCaseStudyAnalysis:Acer,Inc.:Taiwan’sRampagingDragonDiscussionQuestions:WhataccountsforAcer’soutstandingstartup?WhatcausedthiscompanytooutpacescoresofotherTaiwanesePCcompanies?TheCEOofAcer,StanShih,hadagreatambitionthatwas“topromotetheapplicationoftheemergingmicroprocessortechnology”.ThatwasoneofthekeyfactorstostartuptheAcer.Asthismissionexistedinhismind,heworkedveryhardandseizedeveryopportunitytodohisbusiness.Andthebusinessincludedvariousaspects.Theyincludednotonlythecomputerscienceandengineerbutalsopublishingtradejournals.Shihjokedthattheywouldsellanythingexcepttheirwives.TherearemanyreasonscausedtheAcertooutpacescoresofotherTaiwanesePCcompanies.Severalarelistedasfollows:Advocatingfrugality.TheCEOleasedjustenoughspaceforcurrentneeds,pricedwithalowmargintoensureturnover,andreceivedcashpaymentquicklytoavoidusedebt.Thefrugalitywouldreducethecostmoreorless.Acer1-2-3principle.Customerscamefirst,employeessecond,andshareholdersthird.Itisasenseofserviceanditisimportanttoacompany.Loosepersonalcontroltotheemployeesandaclose-knitculture.Thisprincipleturnedthecompanytoanattractiveplaceforbrightyoungengineersandencouragedthem“thinkandlearn”.What’smore,coworkerstreatedeachotherlikefamily,andtheemployeeswillfeeltheyworkedfortheirownfamilyandworkforthemselves.It’saperceptionofaffiliation.Delegatedaccountabilityandjointventures.Jointforcewithmass-marketcustomers,localdistributors,owner-employees,smallinvestorsandsupplier-partners.Itwasalsoawaytoseekcheapresourceandreducethecost.Expansionabroad.Thegrowingnumberofnewproducts,suchasthePC,helpedtheAcerdevelopedmarketthroughAsia,MiddleEastandLatinAmerica.Allowinganyemployeewithoneyearofcompanyservicetopurchaseshares.Ononeside,itofferedamarketforemployee-ownedshares.Theemployeesworkmorehardandbringmoreprofitstothecompany,sotheycangetmoremoneyforthemselves.Ontheotherside,itisawaytoraisefundsforexpansion.Aftersuchastrongdecade,whydidAcer’sgrowthandprofitabilitytumbleinthelate1980