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Viewing cable 05TAIPEI731, ACER - SETTING AN EXAMPLE FOR TAIWAN FIRMS
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Reference ID | Created | Released | Classification | Origin |
---|---|---|---|---|
05TAIPEI731 | 2005-02-23 10:32 | 2011-08-23 00:00 | UNCLASSIFIED//FOR OFFICIAL USE ONLY | American Institute Taiwan, Taipei |
This record is a partial extract of the original cable. The full text of the original cable is not available.
UNCLAS SECTION 01 OF 03 TAIPEI 000731
SIPDIS
SENSITIVE
DEPT FOR EAP/TC
DEPT PLEASE PASS AIT/W
E.O. 12958: N/A
TAGS: ECON TW
SUBJECT: ACER - SETTING AN EXAMPLE FOR TAIWAN FIRMS
Summary
-------
¶1. (U) Acer Inc., one of Taiwan's largest IT firms, has
achieved remarkable success in an area where few Taiwan firms
have ) developing a successful brand name. Former Chairman
Stan Shih's managament has been key to Acer's success. Under
Shih, Acer reorganized to focus on brand marketing,
cultivated successful marketing channels in Europe, kept
costs down through effective inventory management, and
developed a quick and flexible leadership structure. Shih's
leadership offers useful lessons. It remains to be seen
whether Acer's success will continue without his driving
force. End Summary.
¶2. (U) Acer Inc. is achieving what few other Taiwan IT firms
have been able to do. Despite the island's formidable
presence in the IT industry, Acer is one of only a handful of
local companies that has established an internationally
recognized brand name. The growing value of the brand has
led to increasing sales. iSuppli, a market research firm,
recently announced that Acer had the fifth highest global
market share in 2004 PC sales and was closing in fast on
number 4 Fujitsu-Siemens. In fact in the fourth quarter of
2004, Acer was fourth behind only Dell, HP and IBM. Unit
sales in 2004 were up 44 percent from previous year. Acer
has been particularly successful in Europe, where it ranks
number 3 for PC sales overall and number 1 for laptops. A
number of factors have contributed to Acer's success; not
least of which is the personal management style of former
chairman Stan Shih, one of the founding figures of Taiwan's
IT sector.
Focusing on the "Smile Curve"
-----------------------------
¶3. (SBU) Key to Acer's success is the major reengineering of
the firm implemented under Shih's leadership in 2000. Shih
is widely known for describing the "smile curve," which shows
that the highest value-added occurs at the beginning and the
end of the process of designing, manufacturing and selling a
product. Shih argued that Acer and Taiwan firms in general
should focus on high value-added processes, namely research
and development and design at the beginning of the "smile
curve" and brand management, marketing and sales at the end.
With that goal in mind, Shih reorganized all of Acer's
affiliates and subsidiaries into three firms: Acer Inc.,
Wistron and BenQ. Acer Inc. now focuses on the end of the
"smile curve," marketing Acer brand products around the
world. Wistron focuses on the beginning and the middle of
the curve as an original design manufacturer (ODM), which
designs and manufactures products for Acer as well as other
firms. Much of Wistron's manufacturing, the low value-added
center of the "smile curve," takes place overseas, especially
in the PRC. The third firm, BenQ, continues to be both an
ODM manufacturer as it also markets its own brand name
products. It was allowed to evolve separately from the other
firms and is now almost completely independent. Acer
President for International Operations, T.Y. Lay, told AIT/T
that Acer now sees BenQ only as a competitor.
¶4. (U) In the process of these changes, Shih focused and
unified the new Acer Inc. As he describes in his book
"Millennium Transformation ) Management Change for Acer,"
published last year to mark his retirement, the
reorganization of Acer was implemented to follow his "three
ones and three pluses" strategy. His "three ones" are one
global team, one brand, and one company. The structure
emphasizes unified management and horizontal integration
among all of the company's various international divisions
(one global team). In addition, Acer Inc. would only sell
Acer brand name products (one brand) and no other firm would
be allowed to use the name (one company). The "three pluses"
mean that Acer will use more suppliers, sell more products
and use more marketing channels. A key point in the "three
pluses" strategy is that Acer would continue to use Wistron
as an ODM manufacturer, but breaking with past practices, it
would also contract manufacturing from other firms as well.
Keeping the Middle Man Happy
----------------------------
¶5. (SBU) Some credit Acer's cultivation of marketing channels
for its recent success, particularly in Europe. With Dell's
remarkable gains using direct internet sales to consumers, HP
and IBM have also moved toward direct sales that cut out
distributors and retailers. However, Acer has committed
itself to working with distributors and retailers, many of
whom find themselves increasingly left out by manufacturers
that are becoming competitors. As Lay explained, there will
always be good distributors and retailers; Acer's strategy is
to form cooperative relationships with them. Working
together they can increase sales to mutual benefit.
No Secret - Lower Costs
-----------------------
¶6. (SBU) Direct sales to the consumer, which cut out the
overhead and profits of distributors and retailers, offer a
price advantage. When asked what secret allowed Acer to stay
competitive on price while preserving more traditional
marketing channels, Lay said there was no secret )- it was
all about lower costs. First, he cited Acer's efficient
inventory system. By working closely with suppliers and
distributors, and using advanced logistics systems, Acer is
able to minimize inventory at every stage. The firm uses a
hands-free delivery system. The products are never in Acer's
Inc.'s possession, but are instead shipped directly from the
ODM manufacturer to the distributor.
¶7. (SBU) Lay also emphasized Acer executives' low-key style
and low compensation. Smiling, he said that while HP's Carly
Fiorina had six jets at her disposal, all Stan Shih ever had
was one BMW. He also claimed that Fiorina's salary could
cover all of the top management at Acer. Acer's headquarters
just outside of Taipei seems to underscore Lay's comments.
Although large and functional, the building is by no means
opulent, especially in comparison to the sparkling new
offices of some other major Taiwan high-tech firms like TSMC
or Asustek. (Comment: Nevertheless, we can only conclude
that savings from lower executive management costs are
limited, and Acer's competitiveness relies more heavily on
inventory management. End comment.)
Virtual Headquarters
--------------------
¶8. (SBU) Another advantage that Lay described is the fast and
efficient decision making of Acer's top management. Further
illustrating Acer's horizontal integration, Lay told us that
the firm is led by an executive committee that consists of
just a small handful of executives from the main office and
the heads of each of Acer's regional divisions, each a very
experienced leader in the PC industry. According to Lay,
Acer operates out of the virtual headquarters where this
group meets frequently via teleconferencing. He says their
great strength is that they can arrive at decisions quickly
and implement them around the world almost instantly.
Shih's Style
------------
¶9. (SBU) Lay believes that this executive committee
management structure has worked because of Shih's personal
style. He said that Shih is full of creative ideas but
encourages his staff to challenge those ideas. There are
other examples of how Shih's style and personal philosophies
have distinguished Acer from other Taiwan firms. When Shih
retired, he was succeeded by J.T. Wang the firm's former
President. The fact that Shih did not replace himself with a
close family member stands in sharp contrast to many Taiwan
firms. Even more notable, Wang was replaced as president by
Gianfranco Lanci, the former President of Acer EMEA (Europe,
Middle East and Africa). Very few Taiwan firms have
foreigners in such high-level positions. Lanci's elevation
is indicative of Shih's active internationalization strategy.
Comment ) Lessons For All
-------------------------
¶10. (SBU) The example of Acer reveals some useful lessons for
Taiwan firms. However, others, including U.S. firms, could
also gain from studying its success. Perhaps one of the most
useful pieces of advice in Shih's book, and one his firm has
followed, is that the old models of success will not
necessarily work in the future. One of the biggest questions
is whether Acer's success will continue without Shih's
driving force. End Comment.
PAAL