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In December 2000, the Acer Group announced the launching of yet another reorganization of its corporate structure. The restructuring effort undertaken earlier resulted in an over-expansion of the Group, bringing about a blurred focus of targeted customers. ... Conflicts emerged between
Acer’s OEM and branded businesses, both of which competed for the Group’s resources.
While operating losses were recorded in Acer’s branded businesses in the U. ... In this restructuring exercise, the company was reorganized basically to consolidate the five GBUs into four units, namely, the Design and Manufacturing Service (DMS), Acer Brand Operation (ABO), Holding and Investment Business (HIB), and Acer Communication and Multimedia (ACM). ... ABO was set up specifically to promote sustainable growth in the Acer branded businesses, focusing on businesses with high profits while reinforcing its capability of providing e-solutions and e-services. ... The establishment of DMS indicated that the Group placed strong emphasis on maintaining the competitiveness of its OEM/ODM businesses by sustaining their design, manufacturing and global logistics management capabilities. Acer’s OBM business could then benefit from the global logistics management skills, developed through satisfying OEM customers’ increasingly sophisticated demands.
Approximate Word count = 947
Approximate Pages = 3.8
(250 words per page double spaced)
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