Acer 2007 Annual Report Download - page 40

Download and view the complete annual report

Please find page 40 of the 2007 Acer annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 117

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117

37
W i n n i n g Bu s i n e s s M o d e l – A c e r ’s
unique Channel Business Model has been
instrumental in the company’s latest success,
by encouraging first-class suppliers and
channel partners to collaborate in a winning
formula of supply-chain management. The
model prevents duplicate efforts by Acer and
the suppliers, leverages our channels’ expertise
and resources, to effectively manage our global
logistics, while minimizing overall operating-
and capital expenditures. This high-efficiency
win-win collaboration rewards Acer and its
long-term channel partners.
Efcient Operation Model – Our simple and
sustainable operational structure adapts to the
fast-changing IT industry with precision. Acer
focuses on the sales and marketing of its IT
products, and out sources all manufacturing.
Products are shipped from suppliers direct to
Acer’s channels, hubs or customers worldwide.
Innovative Marketing Strategy – Acer’s market
strengths lie in our endeavor to understand
customers’ true needs, the ability to design
innovative products to fulfill those needs,
and capability to deliver products in time-to-
market. Our strategy to continue ascent along
the worldwide PC ranking is by:
– Having significant presence in the U.S.
market – in 2007, we achieved the highest
YOY growth among the top-five players for
Total PCs, notebooks and desktops.
– Owning strong multiple brands – the PC is
maturing to become a commodity; our ndings
show that Gateway, eMachines and Packard Bell
present a portfolio of strong, highly-recognizable
brands that can create a US$20 billion multi-
branded PC company, and ship in excess of 25
million PC units per year.
– Following the acquisitions of Gateway and
Packard Bell, Acer has dened a clear path for
its multi-brand strategy. From identifying the
consumer segmentation to positioning the brand
by geography, then differentiating products by
brand, and finally, defining specific marketing
and sales tools to position each Acer Group
brand to the appropriate consumer segment.
– Consumer segmentation is based on the
influence of two key factors on the purchasing
process: the brand and technology. The Acer
Group has identified four main clusters of
purchaser profiles ranging from those who are
strongly influenced by brand or technology,
consumers who tend to follow their peers, and to
purchasers whose main concern is in value-for-
money.
– Placing multiple brands strategically in each
region – currently, Acer plans to introduce three
brands per region.
•
•
•