Sunday, October 16, 2011

Bright Future for Acer?

Amongst the many global companies in the Computer Hardware and Software Industry, one that truly draws my attention, is Acer. The homepage kindly informs that Acer Group is a family of four brands: Acer, Gateway, Packard Bell and eMachines. This multi-brand strategy allows each brand to pool their resources and benefit from synergy. Thus, they can target different market segments and assure that all customer needs are fulfilled in the global PC market.  Acer ranks No.2 for total PC and notebook shipments with a global workforce of 8000 employees. Merging with Gateway Inc (Oct 2007) and Packard Bell (March 2008), Acer managed to strengthen its presence in the US and Europe. Acer has been able to achieve its sustainable growth worldwide by means of adapting to the trends and collaborating itself with the industry’s top partners.

Acer's PC-centric product offering includes notebook and desktop PCs, servers and storage, LCD monitors, projectors, and smartphones and tablets. Sub-brands include the consumer-focused Aspire series, and commercial sector TravelMate and Veriton series. This product line and overseas alliances has allowed Acer to progress further and excel in the fast-paced IT industry.

Recently, Acer has been focusing on expanding further, thus, the organisation has decided to market in the Chinese market and also taken a more ethical stance by ‘going green’. I believe that in an environmentally conscious society now, investors are looking forward to take the risk of investing in firms that are socially responsible and willing to enter new markets with enhanced products. Acer is managed to be ‘global’ by targeting the middle-class consumers and manufacturing in bulk for businesses.

1 comment:

  1. It's interesting to see that Acer is starting to make a name for itself. My high school's library had a bunch of Acer Netbooks, but no one really ever used them. I wonder if this had to do with poor performance, or just a lack of knowledge in the company name.

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