Abstract
Acer was set up in 1976 under the company name Multitech, by Stan Shih, in Taiwan. This family entrepreneurial start up has grown rapidly based on a distinctive culture to become an international global brand competitor. For thirty years, the firm has met many challenges to face in the highly competitive and fast technologically moving computer market.
We can sequence Acer's evolution in three major stages through three decades; Mutlitech, Acer's birth and rebirth under Shih's transformation program during the 1990s, and last but not least the international success giving Acer the third position in global market.
In this case study we will observe Acer's first twenty years, and especially focus on the challenging reconstruction throughout the 1990s. We are going to analyse and understand how Acer has faced the PC competition to become a major actor worldwide. To get a critical view, we will appreciate its distinctive background and evaluate its way to compete.
In the first part, we will analyse Acer's resources and competences, then identify its core competences leading to its competitive position.
Responding to the second question, we will focus on the transfer of Acer's core competencies to support its international strategy, and illustrate by an evaluation of the new Aspire strategic development.
