Acer

Case Solution for Acer Group’s R&D Strategy: The China Decision
Complete Case details are given below :
Case Name :      Acer Group’s R&D Strategy: The China Decision
Authors :           Terence Tsai, Borshiuan Cheng, Donna Everatt
Source :             Ivey Publishing
Case ID :            99M007
Discipline :        Operations Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Acer Group was one of the world’s largest PC and computer component manufacturers. Members of Acer’s R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy.
 
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Case Solution for Acer Group’s China Manufacturing Decision
Complete Case details are given below :
Case Name :      Acer Group’s China Manufacturing Decision
Authors :           Terence Tsai, Borshiuan Cheng, Donna Everatt
Source :             Ivey Publishing
Case ID :            99M009
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Acer Group was one of the world’s largest PC and computer component manufacturers. The vice president of global operations is pondering whether the timing and environment is conducive for Acer, based in Taiwan, to commence full-scale manufacturing operations in the Chinese mainland. Students are asked to examine the criteria on which Acer should base its decision to manufacture overseas and, in so doing, create the framework for a corporation’s global manufacturing strategy.
 
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Case Solution for Acer in Canada
Complete Case details are given below :
Case Name :      Acer in Canada
Authors :           Jaideep Anand, Prescott C. Ensign
Source :             Ivey Publishing
Case ID :            97M004
Discipline :        General Management
Case Length :    23 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Anthony Lin, subsidiary manager of Acer, Inc.’s Canadian operation, must decide how to penetrate and serve the Canadian PC market. Specifically, he has to decide how autonomous the Canadian subsidiary should be. On one extreme, the Canadian operation could simply be a sales office, while on the other it could be an independent company with local manufacturing facilities and independently-raised capital. The decision involves an in-depth analysis of several factors and is sensitive to various assumptions. The case familiarizes to the complex global environment that managers in multinationals face today.
 
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