Draft Version
Acer Incorporated
Company profile
Bart Slob
Amsterdam, December 2005
SOMO Stichting Onderzoek Multinationale Ondernemingen Centre for Research on Multinational Corporations
Keizergracht 132
1015 CW Amsterdam
The Netherlands
Tel.: 020-*******
Fax: 020-*******
info@somo.nl
www.somo.nl
Contents
Contents (3)
Introduction (4)
1. Policies and business overview (5)
1.1. General characteristics (5)
1.2. History (6)
1.3. Ownership structure (7)
1.4. Basic financial information (8)
1.4.1. Sales and profitability (8)
1.4.2. Shareholding structure (9)
1.4.3. Key accounts during 2003 (10)
1.5. Characterisation of activities (10)
1.6. Main products (11)
1.7. Organisational structure (12)
1.7.1. Divisions (12)
1.7.2. Management (13)
1.8. Geographical markets (14)
1.9. Strategy (14)
1.9.1. Strengths (14)
1.9.2. Vulnerabilities (15)
1.9.3. Outlook (15)
2. Acer’s supply chain and Corporate Social Responsibility (16)
2.1. Supply chain, outsourcing and sales (16)
2.2. Corporate social responsibility and sustainability (22)
2.2.1. Policies regarding environmental issues (22)
2.2.2. Policies regarding human rights and labour rights (23)
3. Labour issues in Acer’s supply chain (24)
3.1. Acer’s supply chain in the Philippines and China (24)
3.2. International standards on labour rights (26)
3.3. Excessive working hours (27)
3.4. Wages and compensation for overtime work (27)
3.5. Health and safety issues (28)
3.6. Freedom of association and the right to collective bargaining (29)
3.7. Women’s rights (30)
4. Summary of findings (31)
Annex 1: Structure of the Wistron supply chain in the Philippines (33)
Introduction
This company profile on Acer is part of a research project on the ICT hardware sector. In addition to this study on Acer, SOMO conducted a study on Fujitsu-Siemens, a sector study and a survey on two major production countries. The aim of the research project is:
To understand the role of manufacturers in the global supply chain, identify issues that need to be addressed and develop strategies to address identified problems in the supply chain in general;
To understand the organisation of the supply chains of two specific brand companies in the ICT hardware sector.
SOMO focuses on corporate structures and relations throughout the sector and in production, supply and value chains. The study aims to provide information and arguments for civil society organisations to feed the debate on trade and investment and corporate accountability. The ICT hardware sector study was conducted by SOMO in collaboration with research organisations in China and the Philippines.
The company profile on Acer aims to identify “critical issues” in Acer’s supply chain from the perspective of poverty eradication and sustainable development. All reports associated to the research project on the ICT hardware sector can be found on SOMO’s website: www.somo.nl.
Acer Incorporated is a leading Original Equipment Manufacturer (OEM) of notebooks, tablet, handheld, and desktop computers from Taiwan. Acer has streamlined its operations in recent years, spinning off all of its manufacturing operations, which the company considers to be of low value. Acer has implemented a new channel business model, shifting from being a manufacturer to a pure brand company that markets and distributes its products, while leaving the actual production process in the hands of contract manufacturers. Acer’s channel business model comprises a wide net of sales services, in contrast with the direct sales approach of market leader Dell.
According to Acer, the company now sources from approximately one hundred system suppliers and primary component suppliers in Asian countries. Labour conditions at these suppliers are often appalling. In order to identify the labour issues in Acer’s supply chain, research was undertaken on the working conditions in four factories in China and one in the Philippines. All of the companies that were researched provide manufacturing services to Acer.
1. Policies and business overview
1.1. General characteristics
Incorporated
Name: Acer
Business Address: 137 Sec 2 Chien Kuo North Road, Taipei, 10479, Taiwan
Telephone: +886 2 2696 1234
Fax: +886 2 2501 9162
Internet: https://www.doczj.com/doc/a414255592.html,
Logo:
Acer Incorporated’s principal activities are to develop, market and sell computer workstations, PC servers, business desktops, computer-related components and software. Its other activities include repair services of Acer brand products, investing, financing, construction, and provision of internet, electronics services and information storage. The Group's operations are carried out in Taiwan, Europe and in the United States of America. The Group exports its products to North and South America, Europe and Africa.
In addition to being an OEM of various types of computers, Acer produces servers, storage systems, projectors, and displays. The company also provides IT support services. Acer has streamlined its operations in recent years, spinning off its manufacturing operations (now Wistron), as well as its consumer electronics and peripherals business (now Benq). It still holds stakes in both companies. Acer now outsources its manufacturing. It sells through resellers and distributors worldwide.
Acer Incorporated is part of the Acer Group. The Acer Group comprises several companies and markets a broad spectrum of branded IT products, e-business solutions and services. In addition, the group supplies multiple brands of IT products including components and software in Greater China. The Acer Group employs 7,800 people, while Acer Incorporated employs 5,600 people supporting dealers and distributors in more than 100 countries.1
1 Acer website
1.2. History
Acer founder and chairman Stan Shih designed Taiwan’s first desktop calculator in the early 1970s. The company’s precursor, Multitech International, was launched in 1976 with US$ 25,000 by Shih and four other people. In 1980, Multitech introduced the Dragon Chinese-language terminal, which won Taiwan’s top design award. In 1983, the company introduced an Apple clone and its first IBM-compatible PC. Multitech set up AcerLand, Taiwan’s first and largest franchised computer retail chain, in 1985.
The company changed its name to Acer (the Latin word for “sharp, acute, able and facile”) in 1987 and went public on the Taiwanese exchange the next year. Acer got into the semiconductor market2 in 1989 when it entered into a joint venture with Texas Instruments (named TI – Acer) to design and develop memory chips in Taiwan. In 1990, Acer’s US subsidiary, Acer America, paid US$ 90 million for Altos Computer Systems, a US manufacturer of UNIX systems.3
During the prosperous 1980s, Acer increased its management layers and slowed the decision-making process. In late 1990, the company restructured, trimming its workforce by eight percent (about 400 employees), including two-thirds of headquarters. The following year Acer began its decentralization plan to create a worldwide confederation of publicly owned companies. Acer suffered its first loss in 1991 on revenues of almost US$ 1 billion, partly because of increased marketing budgets in the US and Europe, and continuing investment in TI – Acer. The company bounced back in 1993, with 80 percent of its profits coming from that joint venture.
The Aspire PC was unveiled in 1995. In 1996 the company expanded into consumer electronics, introducing a host of new, inexpensive videodisc players, video telephones, and other devices in order to boost global market share. In 1997, Acer purchased Texas Instruments’ notebook computer business. A slowdown in memory chips sales and a financial slide at Acer America cost the company US$ 141 million, but Acer finished the year in the black.
The founder of the company, Stan Shih, stepped down as president in 1998 to focus on restructuring. The company ended its venture with Texas Instruments, buying TI’s 33 percent stake and renaming the unit Acer Semiconductor Manufacturing. The company also began making information appliances, introducing a device able to play CD-ROMs via TV sets and perform other task-specific functions. Continued losses due to a highly competitive US market caused a drop in profits for 1998.
In 1999, Acer sold a 30 percent stake in its struggling Acer Semiconductor Manufacturing affiliate to Taiwan Semiconductor Manufacturing Corp. (TSMC completed its purchase of the remaining 70 percent of the business, which was renamed TSMC – Acer Semiconductor Manufacturing the following year.) The competitive heat and the rise of cheaper personal computers took a toll in 1999 when Acer cut jobs in the US, “streamlined” operations and withdrew from the US retail market. The company intensified its focus on providing online software, hardware and support for users, launching a digital service business and a venture capital operation to invest in promising internet start-ups.
2 A semiconductor is a miniaturized electronic device, typically a computer chip for processing or memory, which controls the flow of electricity by varying the conductance between two materials.
3 UNIX is a popular operating system, developed by AT&T in 1969, that was very important in the development of the Internet. UNIX allows more than one user to access a computer system at the same time. An early version of UNIX, which was used by most colleges and universities, made Internet connections possible.
The company suffered a financial blow in 2000 when large customer IBM cancelled an order for desktop computers. Later that year, after continued losses in a slowing PC market, the company announced it would cut more jobs in the US and Germany and close an unspecified number of plants worldwide.
In 2001, the company spun off its contract manufacturing and peripherals units, and renamed them Wistron and BenQ, respectively. Acer’s restructuring activities continued the following year, when it merged with its distribution unit, Acer Sertek. Although Sertek was in fact the surviving entity, the company immediately revived the Acer name to maintain its stronger brand. In 2005, J.T. Wang succeeded the company’s founder, Shih, as CEO.4 Shih is now a member of the board of directors of Wistron. Acer Inc. still has a 32.2 percent stake in Wistron.
1.3. Ownership structure
Acer Sertek Inc. (ASI) was incorporated on August 1, 1976, as a company limited by shares under the laws of the Republic of China (ROC). ASI changed its Chinese name to its current name on January 7, 2002.
For the purpose of integrating resources, expanding business scale, and building up efficiency and competitiveness, it was resolved in the shareholders’ meetings of Acer Incorporated (AI), then the single major shareholder of ASI, and ASI held on December 17, 2001, that ASI merge with AI, retaining AI’s English name for the merged company. Upon the Effective Day of Merger, March 27, 2002, ASI issued new common shares to AI’s shareholders at the ratio of 2.5 shares of AI stock in exchange for one common share of ASI stock. After revoking the cross-holdings between the two companies, ASI accomplished the merger with total issuance of 1,727,725,303 new common shares to AI’s shareholders. Legally, ASI is the surviving company, with AI being the liquidating entity, while from the accounting perspective, pursuant to the interpretation of the ROC Accounting Research & Development Foundation regarding the criteria for reverse acquisition, AI is substantially the economic acquirer and ASI, the acquired.
AI was established and registered according to the Republic of China Company Law and the ROC Statute for the Establishment and Administration of Science-based Industrial Parks on January 19, 1981. On December 17, 2001, AI’s shareholders’ meeting resolved the spin-off plan whereby on February 28, 2002, the Company spun off its design, manufacturing and services (DMS) business from its Acer brand business and transferred related operating assets and liabilities to its subsidiary Wistron Corporation (Wistron). Wistron issued 400 million common shares (par value 10 New Taiwanese Dollars – NT$) to AI at NT$ 14.5 per share. As the company had not participated in Wistron’s capital injection during the year and continued to sell portions of its ownership in Wistron, the Company held less than 50 percent of ownership in Wistron as of December 31, 2002. Therefore, Wistron and its subsidiaries were excluded from the consolidated companies.5 In August, 2005, Acer still held 32.2 percent of Wistron’s shares. The company will continue to diminish its stake in Wistron. Analysts from the Citigroup expect Acer to sell up to 10 per cent of Wistron’s total outstanding shares in 2005 or 2006.6
4 Hoover’s company record,
5 Acer Incorporated, 2003 annual report (translation),
6 K.W.B. Chan et al., Wistron Corp.: company report (Investext, Citigroup: 2005), p. 2.
1.4. Basic financial information
1.4.1. Sales and profitability
During the year ended December of 2003, sales at Acer Incorporated were NT$ 157.66 million (€ 3.89 billion). This is an increase of 46.9 percent over 2002, when the company’s sales were NT$ 107.35 billion. Sales of information products saw an increase of 52 percent in 2003, from NT$ 89.20 billion to NT$ 135.71.
The company derives most of its revenues in Europe: in 2003, this region’s sales were NT$ 84.39, which is equivalent to 53.5 percent of total sales. In 2003, sales in Europe were up at a rate that was much higher than the company as a whole: in this region, sales increased 96.8 percent to NT$ 84.39 million. Although the company’s overall sales increased, sales were not up in all regions of the world: sales in other countries were down 7.0 percent (to NT$ 28.01 billion).7
Sales value, fiscal years 1998 – 2004
In billions of €8
1
2
3
4
5
6
1998199920002001200220032004
On the NT$ 157.66 billion in sales reported by Acer in 2003, the cost of goods sold totalled NT$ 134.97 billion, or 85.6 percent of sales (i.e. the gross profit was 14.4 percent of sales).This gross profit margin is slightly lower than the company achieved in 2002, when costs of goods sold totalled 85.1 percent of sales.
Acer Incorporated reports profits by product line. During 2003, the itemized operating profits 9 at all divisions were NT$ 1.43 billion, which is equal to 0.9 percent of total sales. Of all product lines, 7 Corporate Information. Company research report: Acer Incorporated .
8 Acer website
9 Operating profit: The difference between turnover (or revenue) and total operating expenses, but before interest and taxation have been taken into account.
Information Products had the highest operating profits in 2003, with operating profits equal to 0.9 percent of sales. (This product line is the largest at Acer and accounted for 86 percent of sales in 2003). In 2002, Circulation had the highest operating profits (1.8 percent of sales versus –1.0 percent for Information Products).10
Net income, fiscal years 1999 - 200411
In millions of €
50
100
150
200
250
199920002001200220032004
1.4.
2. Shareholding structure
Acer chairman and founder Stan Shih and his family (via Hong Rong Investment Holdings Co.) altogether represent the single-largest shareholder, with a total of 5.4 percent of Acer. Directors and key managers hold about six percent of total shares, leaving 94 percent as free float shares. Foreign investors and Qualified Foreign Institutional Investors (QFII) currently possess 34 percent of the company.12
10
Corporate Information. Company research report: Acer Incorporated .
11 Net income: gross sales minus taxes, interest, depreciation, and other expenses. Net income can also be called net profit, net earnings or bottom line.
12 Acer Incorporated, 2003 annual report (translation),
5,40%5,00%
QFII and foreign 2,00%
1.4.3. Key accounts during 2003
Percentage of total net sales (%)13
Acer Germany; 16,27%
6,35%
1.5. Characterisation of activities
Acer’s major IT products can be divided into notebooks, desktop PCs, display (CRT and LCD) and others (servers, PDAs, etc.). These products belong to the core IT Business Group (ITBG), which accounts for 80-85 percent of Acer’s total consolidated revenues, and 85-88 percent of Acer’s total core business.
13
Acer Incorporated, 2003 annual report (translation),
Other core businesses include Channel Business Group (CBG, 13 percent of total consolidated revenue, 14 percent of total core revenue), and E-service Business Group (EBG, 1 percent), which offers end-to end business IT solutions. Non-core businesses include 56 percent-owned Lottery Tech and 52 percent-owned Apacer, a maker of flash-memory cards and MP3 players.
In the third quarter of 2004, notebook computers were Acer’s top revenue-contributing product, with 47 percent of total consolidated revenue. Both desktop PCs and display (CRT and LCD) account for 13-14 percent of total consolidated revenue in the third quarter of 2004. CRT products will soon be phased out and replaced by the volume ramp of LCD products in 2005.
Other IT products include server and storage, handhelds such as PDAs, and projectors. Acer is planning to offer LCD televisions too, as it believes that such products – coupled with integrated Internet connectivity – will become the centrepiece of the living room under the concept of ‘digital home’ in the near future.14
1.6. Main products
Computers
Desktop (home and business)
Notebook
Personal digital assistants (PDAs)
Servers
Tablet
Displays
Digital projectors
Monitors (cathode-ray tube and liquid-crystal display)
Plasma displays
14 Deutsche Bank, Global Equity Research: Acer. (December 2004), p. 24.
Operating revenue by products, fiscal years 2002 - 2003
In millions of €15
200
400
600
800
1000
1200
1400
1600
Notebook PC Desktop PC Monitor / TFT
LCD Other
1.7. Organisational structure
1.7.1. Divisions
Acer Incorporated is divided in the following divisions:
Division Main functions
Holding & Investment Manage Acer's holding and/or invested companies.
Chief Financial Officer Manage Acer's finance and investments.
General Auditor Evaluate and execute plans to improve Acer's internal operations. Service Value Lab & Product Value Lab Develop innovative, customer-oriented products and services with high market value, and profitable business models.
Key Account Business Development Develop new and feasible business models, and integrate Acer's IT products and services to target the corporate account market. IT Products Business Develop and manage Acer's brand name IT products and services. e-Enabling Services Develop and manage Acer's MegaMicro e-Enabling services,
marketing, sales and after-sales services.
Channel Business Market and service multiple brands of IT products through non-Acer
branded channels.
Greater China Operations Sales and market Acer's brand name IT products and services in
Greater China.
International Operations Market Acer's brand name IT products and services in the
international markets.
Legal Draft and review contracts; provide legal consulting services and
manage Acer's IP-related rights, including without limitation the patent,
trademark, licensing and copyright rights.
15 Ibid.
functions
Division Main
General Affairs Manage the public administration, safety and service related issues. Finance & Accounting Financial planning, investment management, set and monitor budgets,
accounting issues; cash flow, credit and cost control.
Human Resources Develop and manage human resources including recruitment, training,
administration, career development, compensation and welfare, and
staff relationship.
Branding Promote Acer's brand name products through marketing
communications, public relations and advertising.
Information Technology Plan and integrate sales, accounting, inventory and asset information.
Maintain Acer's internet and intranet infrastructure.
1.7.
2. Management
J.T. Wang
Chairman and CEO
As Chairman and CEO of Acer Inc., J.T. Wang's role and challenge is to ensure the global competitiveness of the Acer brand. Since December 2000 Wang has led Acer to focus on core and profitable business.
Wang initiated a New Channel Business Model, which, according to the company, was essential for the company's turnaround and growth. The model encourages partners and suppliers to join Acer in its formula of supply-chain management and allows Acer to outsource from top-tier vendors and partners. In so doing, Acer claims to have built an efficient supply chain that provides customers with competitively priced and fresh technologies.
Acer's year 2005 financial targets were: consolidated revenues of US$ 9 billion for 35 percent year-on-year growth; profit after tax of US$ 229 million; and operating income of US $190 million for 67 percent year-on-year growth. In 2004, Acer was the world number-five ranking vendor for total PCs. In both the 2004 fourth quarter and full year, Acer became the number-three PC and number-one notebook brand in EMEA (Europe, Middle East, Africa) and Western Europe. Acer has set its goal to become a world top-three PC vendor within the next three years.16
Gianfranco Lanci
President of Acer Inc.
According to Acer, Gianfranco Lanci's promotion to the position of President of Acer Inc. in 2004 reflects the company's recognition for his “outstanding performance in the European market”, including his management style and successful channel-business model, “which may now extend to the Acer group worldwide.” Lanci joined Acer as Managing Director of Acer Italy in 1997, following Acer's acquisition of Texas Instruments' (TI) notebook division, and immediately began consolidating the channel and partner-relations at all levels. In 2000, Lanci became President of Acer Europe and began building up a strong European organisation. On becoming President of Acer EMEA in 2002, Lanci introduced a channel-business model that turned in high profits all across Europe, as well as the Middle Eastern and African markets.
In 2003, Lanci was appointed President of Acer's International Operations Business Group, allowing him to involve directly in the Americas markets. The designation confirmed Acer's acknowledgement 16 Acer website
of channel management and marketing activities, and for the role he had played for Acer's success in EMEA.
Lanci's record of results includes growing Acer EMEA's 2004 revenues by 63 percent year-on-year, and accounting for nearly 70 percent of the IT product business' total revenue. In the 2004 full year and fourth quarter, Acer became the number-one notebook and number-three PC brand across both EMEA and Western Europe. EMEA is now the most profitable market for Acer.17
1.8. Geographical markets
Percentage of total IT product revenues, from the 1st quarter of 2003 to the 3rd quarter of 200418
0%
10%
20%
30%
40%
50%
60%
70%
80%
1Q032Q033Q034Q031Q042Q043Q04
* EMEA stands for Europe, Middle East and Africa.
1.9. Strategy
1.9.1. Strengths
Acer’s notebook PC market share in Europe increased to 18.2 percent in the third quarter of 2004, vs. 11.4 percent in the third quarter of 2003.
The fact that clone / regional brands are losing more market share than global OEMs supports the idea that Acer has increased its cost competitiveness versus companies that have higher Euro-based cost contents. Local European brands should be at a disadvantage against Acer because of their largely Euro-based operating expenses (about 10 percent of sales).
HP lost a larger share to Acer likely due to its higher operating overheads in Europe. Furthermore, HP’s volume may be negatively affected by Ingram Micro’s strengthened support for Acer brand products (both Acer and HP use Ingram Micro to distribute their products in Europe).
17
Acer website
Largely driven by strong notebook sales in Europe, Acer’s global PC market share and ranking improved to 3.6 percent and number five in the third quarter of 2004, respectively, versus 3.0 percent and number seven in the third quarter of 2003, based on estimates from the International Data Group (IDC).19
1.9.
2. Vulnerabilities
Acer’s high Euro-based sales ratio (about 65 percent of sales are from Europe), and high NT$ and US$ cost contents make the company structurally advantageous from a strong Euro trend. A strong Euro would inflate Acer’s top line and enhance its cost competitiveness versus other higher Euro cost-content competitors. As a result, some analysts believe that the recent strong Euro appreciation may have inflated Acer’s market share momentum and profitability.
According to analysts from the Deutsche Bank, Acer may not have the cost advantage in non-European markets: measured by its supply chain’s lower total operating margin and weak performance in home markets Taiwan and China. As a result, the company may face challenges in balancing its market-share and profitability objectives in non-European markets.
Acer’s expansion into new markets could dilute its profit margins and increase its risk profile as the company does not appear to have cost competitiveness in non-European markets, e.g. Acer’s US business can potentially remain unprofitable if the company pursues a below-cost pricing strategy to gain market share.20
1.9.3. Outlook
Acer’s performance in its home markets, Taiwan and China, has been weak in 2004. The company’s overall supply chain generates lower operating margin (3.5 percent in 3Q04) versus the supply chains of competitors Asustek (8.8 percent) and Dell (11.2 percent), and is on par with HP’s. The Deutsche Bank forecasts the New Taiwanese Dollar to appreciate against the US$ in 2005. Analysts think that these factors have negative implications for Acer’s expansion into non-European markets.
The Deutsche Bank expects Acer’s market share expansion to decelerate in 2005-06, after its success in Europe in 2003 and 2004. They also expect that Acer’s non-European market expansion will slow down after an initial ramp, as the company may not have the cost advantage to sustain an uptrend.21
19 Deutsche Bank, Global Equity Research: Acer. (December 2004).
20 Ibid.
21 Ibid.
2. Acer’s supply chain and Corporate Social Responsibility
2.1. Supply chain, outsourcing and sales
In the last five years, Acer has transformed itself from a manufacturer into a company that focuses on global marketing of brand-name, PC-related products and services. Acer’s management considers the manufacturing sector to be of little value. The founder of the company, Stan Shih, has pointed out that in the new economy, manufacturing must find ways to provide customers with Original Design Manufacturing (ODM) and global logistics services so as to increase added value.22
The “New Channel Business Model” is not only crucial to Acer's success today, but will also be, according to Acer, the company’s foundation in the global arena in the future. Acer will strive to extend its New Channel Business Model and work together with global distributors and resellers to compete head-to-head with direct-model leader Dell.
In practice, the implementation of this business model means that Acer is shifting from being a manufacturer to a pure brand company that markets and distributes its products, while leaving the actual production process in the hands of contract manufacturers. Acer’s channel business model comprises a wide net of sales services, in contrast with the direct sales approach of market leader Dell. Acer sales representatives and resellers are considered “key long-term business partners.”23 Analysts and stock brokers argue that this channel business model is not necessarily more cost competitive than the direct business model Dell uses.
Acer’s supply chain management strategy can perhaps best be characterized as a strategy of “vertical disintegration.”24 In the recent past, Acer sold majority stakes in both Wistron and BenQ. These companies were main providers of manufacturing services in Acer’s supply chains. By selling its majority stake in these companies, Acer clearly demonstrates that it intends to “disintegrate” its supply chains and focus on branding and marketing.
The strategy of vertical disintegration is quite visible in Acer’s corporate structure. In the charts on the next page, one will note that Acer retains ownership of companies related to the distribution of brand-name IT products and chooses to maintain control over companies involved in Research and Development (charts A and B). Shares in Electronic Manufacturing Services (EMS) companies, on the other hand, are being sold off gradually, although in most of these companies Acer is still powerful enough to influence decision-making (chart C). The charts have been simplified and can only reflect part of Acer’s ever-changing corporate network.25
22 Acer's Stan Shih: Empowering Technology - Making Your Life Easier (news release),
23 S. Burke, Acer Launches New Channel Business Model, CRN, 24 November 2003,
24 For more information on this subject, read Jeffrey T. Macher, Vertical Disintegration and Process Innovation in Semiconductor Manufacturing: Foundries vs. Integrated Producers,
25 All information has been taken from Acer’s 2003 annual report.
A. Distribution, sale and maintenance of “Acer” brand name information technology products
B. Research, development, manufacture and sale of integrated circuits and related products
C. Electronic Manufacturing Services (EMS) and Original Design Manufacturers (ODM)
The vertical disintegration of Acer’s supply chain becomes even more evident when analyzing the supply chain of specific Acer products. Components are sourced from many different component manufacturers, while assembly is carried out by a small group of selected contract manufacturers. In some cases, Acer holds a considerable stake in these contract manufacturers, although it almost never owns these companies. The selected contract manufacturers are allowed to manufacture final products for Acer. It does not matter whether a desktop computer or notebook is assembled in China, the Philippines or in the Netherlands. In the end, all Acer products are sold as “made in Taiwan”. The following charts show the supply chains for two Acer notebooks: the Travelmate C110 and the Travelmate C300.
Supply chain for the Travelmate C110
Supply chain for the Travelmate C300
These charts were composed with detailed information from Acer’s CB test certificates.26 The CB certificates of Acer’s notebook computers reveal a complex web of suppliers. In most cases, one particular component can be provided by two or three different component manufacturers. A hard disk drive (HDD) for the Travelmate C300, for example, can be supplied by Toshiba or Fujitsu. This is necessary to guarantee continuous supply of critical components. If a supplier fails to provide a particular component just-in-time or on demand, the selected contract manufacturers can rely on other suppliers that are able to provide the same component. For some components, however, the contract manufacturers depend on a key supplier. If these components are out of stock, delays in delivery are likely to happen.
It is important to note that Acer actually depends on the performance of some of its competitors in the IT market. Many critical components in Acer’s supply chain for notebook computers are provided by its key competitors. Fujitsu, a company that also engages in the production of notebooks, supplies the hard disks for the Travelmate C300 and the Travelmate C110. For the same notebooks, Sony provides the DVD-ROM. Sony also produces notebooks as an Original Equipment Manufacturer. Other key competitors for Acer Incorporated in the consumer electronics market are Toshiba, Hitachi, IBM and Matsushita.27 All these companies provide components for Acer notebooks. This situation may be described as a sort of “entrepreneurial endogamy,” as companies have no alternative but to engage in commercial relationships with their industrial peers (competitors), rather than to integrate essential parts of their supply chains. Large multinationals such as Sony and Toshiba can not be labelled as pure original equipment manufacturers (OEMs), because they also provide services that are typical of component manufacturers or electronics manufacturing services (EMS) companies. Acer is a different type of company because it neither manufactures technology products itself nor produces components for other OEMs.
At the other end of the supply chain, in sales, Acer engages in partnerships with key competitors as well. In New Zealand, for example, Acer appointed Fujitsu as a “Gold Channel Partner” in 2004.28
As a whole, Acer’s supply chain and sales strategies can be characterised as indirect and very lean. Selling is done through distribution only and even large retailers are approached through the business channel, thus indirectly. Decision-making in the company can be very fast because there are few hierarchical levels.
According to analysts from the Deutsche Bank, Acer’s combined supply-chain margin (Acer-brand, Wistron-ODM and Ingram Migram-distributor) of 3.5 percent is lower vs. 8.8 percent for Asustek’s supply chain (Asustek-OEM, Synnex-distributor) but close to the 3.8 percent for HP’s PC supply chain
26 The IECEE CB Scheme is an international system for acceptance of test reports dealing with the safety of electrical and electronic products. It is a multilateral agreement among participating countries and certification organisations. A manufacturer utilizing a CB test report issued by one of these organisations can obtain national certification in all other member countries of the CB Scheme. The Scheme is based on the use of international (IEC) Standards. If some members' national standards are not yet completely harmonized with IEC Standards, national differences are permitted if clearly declared to all other members. The CB Scheme utilizes CB Test Certificates to attest that product samples have successfully passed the appropriate tests and are in compliance with the requirements of the relevant IEC Standard and with the declared national differences of various member countries.
27
28Acer expands its corporate reach with Fujitsu, news release, 31 May 2004,
企业国际化经营实例剖析 企业国际化经营实例剖析 内容摘要: 本文从出口贸易、劳务输出、投资活动三方面对河南企业国际化经营进行研究。指出了河南省企业国际化经营存在的主要问题以及应采取的主要对策。 关键词: 河南企业国际化经营出口贸易劳务输出对外投资根据西方研究跨国经营学者的理论,一般认为, 企业国际化的基本轨迹是商品进出口、劳务进出口、投资活动这样三个过程。河南省作为中西部经济落后地区,企业国际化还处在初始阶段, 商品进出口仍是当前企业对外经营的主要方式。 河南省企业国际化经营现状 （一）出口贸易近年来,河南省对外贸易与过去相比, 发展十分迅速。2005年, 河南省进出口完成77.36 亿美元,比上年增长 17.0%,其中出口51.01 亿美元, 增长22.1%,进口26.35 亿美元,增长8.1%。在出口产品中机电产品和高新技术类产品出口9.31 和9.69 亿美元, 比上年增长31.8%和30.3%（《河南省国民经济和社会发展统计公报》2005 年）。从数字上看,河南省出口形式较好, 但与其它省份相比存在较大差距。河南省对外贸易在全国的位次靠后, 且仍在下降。在全国进出口贸易额中所占比重2000年为0.6584%,2003年为0.6559%,2005年更是降到0.5439 。而同期河南省的国内生产总值在全国所占比重和位次分别是2000年位次第四, 比重5.74%,2003年位次第五, 比重6.01%,2005 年比重 5.778 。（《中国国民经济和社会发展统计公报》、《河南省国民经济和社会发展统计公报》2000、2003、2005计算得出）。另外, 对外贸易依存度是反映一国一地经济与世界相融合程度的重要指标。2005 年我国对外贸易依存度为60.9%以上,2005 年河南省则仅为 3.97%,可见河南省企业国际化程度较低, 差距很大。540）this.width=540" vspace=5> （二）劳务输出 从表1数据可以看出,河南省对外劳务合作、设计咨询业务还很
姓名：万强文 学号： 0911022176 学院：商学院 学校：江西师范大学
【摘要】近年来，经济全球化促使越来越多的企业踏上跨国经营之路。华为在跨国经营的道路上，通过有效的策略，取得了骄人的成绩。本文旨在通过探讨华为的国际化战略之路，用swot分析法进行分析，来总结华为国际化之路的经验，并提出问题和对策。 【关键字】华为科技有限公司；国际化战略；swot分析 【前言】华为技术有限公司是一家总部位于中国广东深圳市的生产销售电信设备 的员工持股的民营科技公司，于1988年成立于中国深圳。是电信网络解决方案供应商。华为的主要营业范围是交换，传输，无线和数据通信类电信产品，在电信领域为世界各地的客户提供网络设备、服务和解决方案。总裁任正非，董事长孙亚芳。 一、华为国际化战略动因 （一）国际化需要 国内电信设备市场的总体发展速度放缓，而且由于政策原因，新技术应用难以大规模启动（如3G），国内市场已不能满足华为的发展要求；此时国际市场却有着广阔空间，尤其是中东、非洲、东南亚这些新兴市场进入门槛低，国际电信设备制造巨头也未高度关注，这些外部环境的变化促使华为选择“走出去”。 （二）国际化机遇 公司总裁任正非多次随国家领导人出访，为华为打开俄罗斯、埃及等国家市场提供了难得的机遇。华为还利用各种国际展览会和论坛发言的机会宣传自己，积极主动地为企业创造和把握海外市场商机。 （三）国际化能力 雄厚的实力是通信制造型企业赢得国际市场的基础，从九十年代中后期启动国际化战略开始，华为在研发、制造和销售服务等各个环节向国外领先企业学习，
企业的竞争能力得到大幅提升，华为网络产品的技术领先度和价格性能比已充分具备拓展国际市场的能力。 （四）企业家精神 华为领导，主要是任正非的企业家精神，使之具有比其他公司更强的对海外市场的野心和好奇心，能有意识地识别、挖掘和开发国际化机会。早在上世纪90年代中期，与中国人民大学的教授一起规划《华为基本法》时，任正非就明确提出，要把华为做成一个国际化的公司，显示了企业家的冒险精神和高瞻远瞩。 （五）企业文化 任正非的一段话成功注释了华为的企业文化：“发展中的企业犹如一只狼，企业要扩张，必须要具备狼的3大特性：敏锐的嗅觉；不屈不挠、奋不顾身的进攻精神；群体奋斗的意识。”华为人发挥他们的土狼精神，对市场猎物有机敏的嗅觉，发挥团队合作的精神，为获取猎物不择手段。其无坚不摧的“土狼精神”既增加了华为“走出去”的勇气，也获得了公司内部员工对这项决策的认可和支持。 二、公司层国际化战略 在公司层国际化战略中，有三种企业国际化战略，分别是国际本土化战略、全球化战略、跨国战略。我认为华为的国际化战略中比较倾向于采取全球化战略。 三、国际化竞争的范围和方式 1、选择参与竞争范围
新产品开发案例分析 案例一：白沙能否继续飞翔[1] 长沙卷烟厂成立于1947年。长沙城中的江南名泉“白沙井”自古有“白沙沙水水无沙”之誉，毛泽东亦有“才饮长沙水”之咏。“白沙”作为长沙卷烟厂的主导品牌，因古井而得名，自1975年问世以来，经过二十多年的培育，“白沙”系列产品已发展成为全国知名品牌和全国销量名列前茅的单一品牌。长沙卷烟厂的产品风格在中国的烟草企业中独树一帜，其醇香满口、生津返甜和不断提高的安全性——受到越来越多中国消费者的喜爱。至2000年上半年，已经形成了比较完整的产品系列。主要产品包括白沙系列、和系列、NISE系列、长沙系列等。随着长沙卷烟厂的不断发展壮大，“鹤舞白沙，我心飞翔”的企业核心理念与品牌形象深入人心。1995年，企业通过了1S09002质量体系的国内外认证，并荣获全国优秀企业“金马奖”；1997、1998年两年均被评为“全国质量效益型先进企业”，并荣获了“全国质量效益型先进企业特别奖”；2000年底，以长沙卷烟厂为核心企业，涵盖烟草、药业、物流、印刷、金融投资、后勤服务等六大产业的白沙集团正式组建，标志着企业 多元化、集团化发展经营格局的形成；2002年，各项经济指标继续稳步增长，全年卷烟总产量达到95万大箱，实现销售收入78亿元，实现利税52亿元。进入“十五”期间，被国家烟草专卖局列为“追踪世界先进技术水平并与之同步发展”的四大烟草企业之一。“白沙”品牌经过27 年的发展，已成为全国第一大卷烟品牌，在全国卷烟产品市场综合竞争力调查中排名第一，2002年相继被认定为“全国驰名商标”，被评为“中国名牌产品”。2003年，“白沙”品牌在首次行业全国大城市卷烟品牌调查中综合排名第一；白沙产品还突破了卷烟产销总量和单品销售量“双100万大箱”，并连续两年跃居全国单牌号销量第一。 白沙的成长历程一直伴随着与湖南另一烟草集团——常德卷烟厂的竞争。20世纪90年代中期，常烟人便率先瞄准高端市场，推出芙蓉王，以“创造无限，体验成功”的口号诠释品牌文化，使“成功”的品牌理念深入人心。如同当年的PDA市场一样，芙蓉王所塑造的品牌形象正好顺应了消费者的需求，也向它的老对手——白沙提出了新的挑战。当时的白沙一直沿用的是湖南人十分熟悉的包装：代表湖湘文化的白沙古井，代表吉祥如意的白鹤。白沙烟被人们看作是中档烟的代表。然而，随着时代的发展，面对多变的市场和消费人群的更新换代，这个用了近30年的形象显得有些老化。1999年调查表明，白沙的主力消费人群年龄略为偏大。 对白沙而言，面临的任务是在原来已有品牌资产的基础上，再进行整合与提升。即如何在沿用原有品牌资产的同时，为其注入新的活力，开辟一条持续发展的品牌之路。通过研究对比，白沙决定借鉴“万宝路”香烟的品牌思路，找到属于自己的“牛仔”。它将品牌核心价值定位于“飞翔，飞一样的快感”。白沙形象联想（视觉符号）为一个渴望飞翔的手势。白沙品牌广告语定为“鹤舞白沙，我心飞翔”，而白沙新的品牌徽标是白鹤飞翔优美姿态的抽象表现。
从跨国经营向全球经营的战略转变 上个世纪90年代以来全球政治、经济以及科学技术的发展改变了全球范围内企业竞争的环境。冷战结束后两个对立的阵营不复存在，真正的全球市场开始出现。面对迅速形成的全球市场以及经济全球化潮流，跨国公司在全球范围调整企业发展战略。他们从过去以母国为中心的跨国经营转向全球经营，迅速进入和占领正在形成的全球市场。他们吸纳整合全球各国或各地区的各种最优资源，包括资金、市场、原材料、技术、人才，打造全球产业链，以全球资源参与全球市场的竞争。 战略调整之一，从跨国经营转向全球经营。随着全球市场的出现，跨国公司首先把营销及服务网点撒向全球。随后把制造组装业务转移到新兴市场或者最适宜加工组装的地区。无论是主动发起还是被动应对别人的全球市场挑战，跨国公司都不得不根据全球市场制定全球战略，从而保持现有竞争优势和开发新的竞争优势。全球经营成为跨国公司发展的常态。 战略调整之二，打造全球产业链。跨国公司通过在全球设置营销服务、制造组装、研发设计等中心，形成了全球产业链。随着中国在上世纪80年代对外开放以及90年代东欧和俄国经济体制转型，越来越多的跨国公司把制造组装业务转移到这些资源和劳动力低成本的国家，在这些国家和地区建立制造组装基地。在低成本国家建立制造基地极大地降低了产品成本，提高了跨国公司的竞争力。随着制造业务的转移，跨国公司也开始把研发设计业务向全球转移。近年来，跨国公司研发出现了从国内到国外，从发达国家到发展中国家转移的趋势。通过在全球范围设立营销服务、制造组装和研发设计中心，跨国公司建立了自己的全球产业链。现代市场竞争已经从单一企业间点对点的竞争上升到产业链的竞争。因此，跨国公司建立全球产业链对于其参与全球竞争具有极其重要的意义。 战略调整之三，通过外包吸纳整合全球人力资源。由于全球市场迅速形成和急剧扩大，跨国公司为迅速占领全球市场，必然要从外部获得资源，特别是人力资源的支持。在这样的背景下，跨国公司把产业链各个环节转移到这些环节最适宜的国家和地区。与此同时，外包应运而生。跨国公司根据全球产业链发展的需要，往往把经营重点转向服务环节，退出某些制造环节，把零部件生产，甚至最终产品生产按照自己的标准发包给经过认证的海外企业。开始是制造外包，后来则是服务外包。现在，连财务管理、信息系统管理、产品设计等过去完全由企业自己完成的服务业务也都开始外包给其他企业进行。 战略调整之四，通过并购快速成长。从跨国公司向全球公司转型意味着全球范围内企业的分化与重组。跨国公司为加强企业核心竞争力，往往放弃或退出某些业务领域，与此同时通过与其他企业建立战略联盟或通过收购兼并其他企业来强化那些需要加强的业务领域。并购也是企业的一种增长模式。过去，企业比较注重“有机增长”,即主要依靠自身生产能力扩大而取得发展。现在，仅仅依靠有机增长已难以适应迅速变化和扩大的市场。通过并购其他企业获得增长的的方式被广泛应用。从上个世纪90年代中期起，全球企业间的并购兼并规模越来越大。近年来，并购也成为跨国公司在中国成长的重要方式。外资并购有利于我国产业重组，有利于盘活原有资产，也有利于投资者迅速进入当地市场，因此得到国内政府部门、企业和国际跨国公司的共同关注。 从母公司文化中心向多元文化和全球责任转型为适应全球竞争与合作，跨国公司还调整了企业经营理念文化。过去，跨国公司往往以母国文化为中心整合各国雇员带来的不同文化。现在全球公司则通过全球各地分支机构吸纳当地人才，从而吸纳人类多种文化成果，形成能够吸纳多元文化的企业文化。这种转变被学者称为从“我族文化中心战略”转向“多中心战略”。在形成多元文化过程中，跨国公司的责任理念得到提升。全球公司承担的责任从过去的股东价值最大化提升到强化包括股东、社会和环境责任在内的公司责任体系。在现代工商文明新时期，他们不仅为公司股东负责，而且为企业所处的社会和环境负责。全球公司被要求承担全球责任。 跨国公司强化公司责任在全球范围形成潮流是在本世纪初开始的。2000年联合国秘书长办公厅推进全球契约。全球契约提倡企业承担人权、劳工、环境和反腐败四个方面10项原则。开始仅有几十家全球知名企业加盟，短短的六年多时间目前已经有约4000家全球著名企业加盟。全球契约被全球企业广泛接受标志着全球公司责任理念的形成。承担全球责任意味着全球公司理念和文化的更新，也标志着跨国公司向全球公司转型的完成。 中国企业跨国经营案例分析格兰仕集团 公司发展概况格兰仕前身为桂州羽绒制品厂，成立于1978年，1992年生产出属于自己的第一台“格兰仕”微波炉。经过20多年的发展，格兰仕已形成以微波炉、空调为主导产业，豪华电饭堡、电磁炉等小家电为辅助产业的“全球名牌家电专业化制造中心”，目前已是微波炉制造世界第一、光波炉制造世界第一；空调产业发展势头迅猛，正朝着成为格兰仕第三个“世界第一”的方向高速扩张，2002年实现产值90亿元人民币。至1999年底，格兰仕品牌无形资产价值高达101．74亿元。从市场占有率看，微波炉国内市场1995年25．1％，1996年34．5％，1997年47．6％，1998年61．4％，2001达到70％；国际市场占有率1998年15％(其中阿根廷30％)，出口量占中国全行业85％以上。2000年国际市场占有率达到30％以上(其中非洲突破70％)，2001年全球市场占有率超过35％，其中欧洲市场占有率达40％以上(法国超过45％)，2002年全球市场占有率超过40％，其中欧洲突破45％o 2001年出口创汇突破2亿美元，
我国企业国际化的案例分析 我国企业的国际化之路开始于本世纪初，一些在国内的骨干企业，在占据了国内市场的主导权后，开始把目光瞄准海外，期待通过走国际化道路扩展企业的生存空间。我国企业作为国际市场的后起之秀，与那些发展了几十年乃至上百年的国际巨头相比，无论是在资金、技术、管理经验，还是在对世界市场的认识方面，都有很大的差距。所以，要想在跨国公司的夹缝中发展壮大，的确需要全球性的视野，而且要把国际化与本土化结合起来。而我国海尔集团的国际化道路正是国际化与本土化结合的典型案例。 海尔集团创立于1984年，26年来持续稳定发展，已成为在海内外享有较高美誉的中型国际化企业集团。产品从1984年的单一冰箱发展到拥有白色家电、黑色家电、米色家电在内的96大门类15100多个规格的产品群，并出口到世界160多个国家和地区。 据新浪财经网报道，海尔集团坚持全面实施国际化战略，已建立起一个具有国际竞争力的全球设计网络、制造网络、营销与服务网络。在美国、欧洲初步实现了设计、生产、销售“三位一体”的本土化目标。要分析海尔的国际化道路就应该从各个本土化海尔的发展说起。 （1）美国海尔。海尔是在1995年开始向美国出口冰箱的。起初是以OEM 的方式，然后开始打自己的品牌。1999年4月28日，美国海尔贸易有限责任公司的揭牌仪式在联合国大厦举行。1999年4月30日，美国海尔生产中心在美国南卡罗来纳州首府哥伦比亚市附近的汉姆顿举行奠基仪式。一年多以后，第一台带有“美国制造”标签的海尔冰箱下线。2002年3月4日，海尔在美国纽约中心百老汇购买原格林尼治银行大厦这座标志性建筑作为北美的总部，此举标志着海尔已经在美国树立起本土化的名牌形象。 （2）欧洲海尔。海尔1990年向欧洲出口了第一批冰箱，目标选择了当时堪称全世界冰箱水平最高的德国。1993年，德国权威质量检验机构“商品检验基金会”对进入德国市场的冰箱进行抽检。在《TEST》上该机构公布的检测结果中，海尔冰箱在冷冻能力、温度回升、储藏温度、耗电量、门体密封性等五项指标上，获得8个“+”号，是被抽检的几个品牌中获得“+”号最多的冰箱。正是
新产品开发战略案例分析 ——诺基亚N8—00 科技以人为本！ 学号：290102139 姓名：向容 内容简介： Part1 、诺基亚N8新机重装上阵 Part2 、N8上市背景 Part3 、N8市场优势分析 Part4 、巨大的市场挑战 一、诺基亚N8新机重装上阵:连接. 创造. 娱乐 北京时间4月27日下午18时，诺基亚正式发布了最新旗舰智能手机——诺基亚N8。诺基亚N8是全球首款采用Symbian^3操作系统的手机，并且拥有1200万像素摄像头等强悍的硬件配置，受到了用 户的广泛关注，其主要硬件达到旗舰水准。
诺基亚N8是第一款采用Symbian^3操作系统的终端，拥有足以媲美专用照相机的新一代成像系统。诺基亚N8也包括有HDMI接口，让你很方便的用手机连接上高清电视，在大屏幕上和朋友及家人分享照片和视频。还具备强大的无线连接功能诺基亚N8是你的便携娱乐中心，你可以享受杜比数字环绕的高清视频，并通过网络电视应用程序随时随地观看本地网络电视节目。诺基亚N8是诺基亚第一款整合了Qt软件开发环境的终端。Qt适用于Symbian操作系统和其他软件平台，可简化开发工作，让应用开发一次完成。强大的多媒体功能也是该机的主攻方向 机 追 出 需 ， 基 一 市 消 不 费
3、科技的迅猛发展是N8出现的一剂猛药。 随着信息爆炸时代的来临，原有的2G及其延伸技术已经不能应付越来越庞大的数据传输量，这时候第三代移动通讯技术3G （thirdgeneration）便被提上了日程。3G面向高速、宽带数据传输。国际电信联盟（ITU）称其为IMT-2000 （InternationalMobileTelecom-munication）。最高可提供2Mbp/s 的数据传输速率。主流技术为CDMA。除了3G的的推动，还有采用了塞班3智能移动终端操作系统的强势发展，相比当前Symbian OS 最新版本，Symbian^3有着六方面重要的改变，这一剂高科技猛药促使N8的诞生。随着HTC和索尼爱立信在智能手机系统平台方面的转型，Android系统手机也终于占据了三个席位，可以说在一定程度上体现了正在悄然进行的智能手机系统平台版本的演变。智能手机的演变也是其功臣。 4.、市场竞争的不断加剧，N8的出现是诺基亚产品的一剂强心针。 面对苹果公司第三季度即将发布的Iphone第四代，诺基亚N8的出现无疑是其竞争力的一剂强心针，公众也会不自觉的把二者放到一起作比较，那么对于第三季度的手机大战，N8的出现注定了是一次较量。
目录 引言....................................................................................................................................... 一、宝洁公司简介 ........................................................................................................... 1.1 宝洁公司概况....................................................................................................... 1.2 宝洁公司主营业务/品牌.................................................................................... 1.3宝洁公司的企业文化....................................................................................... 二、宝洁公司的跨国经营............................................................................................... 2.1 P&G国际化发展过程回顾.............................................................................. 2.2 宝洁跨国经营的原因........................................................................................ 2.3 宝洁跨国经营的竞争优势................................................................................ 三、宝洁公司的全球战略............................................................................................... 3.1 P&G组织结构分析.......................................................................................... 3.2 P&G经营战略分析.......................................................................................... 3.3 P&G内部知识与创新管理.............................................................................. 3.4 P&G管理挑战................................................................................................... 四、宝洁公司跨国经营的建议及对中国企业的启示................................................. 4.1 宝洁跨国经营的建议........................................................................................ 4.2 宝洁跨国经营对中国企业的启示................................................................... 参考文献.............................................................................................................................. 跨国公司经营案例分析--以宝洁公司为例
华为公司的国际化战略分析院系:管理学院专业:加弧姓名:陈峥指导教师:薛求知教授完成日期:2 005年4月30日米激意032025411陈峥华为公司的国际化战略分析中文摘要目前,随着我国通信设备制造业的崛起,越来越多的我国通信设备制造厂商在满足国内通信市场需求的同时,积极开拓国际市场以取得成功。在这种状况下研究国内通信制造商进军国际市场的国际化 战略势在必行,而华为公司则扮演了中国移动通信制造商进军国际市场的领军角色。研究华为公司的国际化战略,一方面可以帮助国内的企业确定自己现在所处的阶段和国内外 市场的现状,更重要的是可以帮助企业明确应采用何种战略才雏成功地实施国际化。以及在国际化进程中可能面临的问题从而采取相应的措施来预防这些问题的出现。在本文中,首先介绍了通信设备制造业的行业及产业链状况,进而分析了国内外通信设备制造业的现状和发展趋势。接下来本文研究了华为的国际化战略,首先介绍了华为的国际化现状和国际化的背景,明确了华为国际化对企业发展的重要意义。在国际上所有的跨国通信制造业巨头都已进入中国,国内市场竞争空前激烈,而市场增长速度却逐渐放慢的情况下,华为顽强的经受住考验,首先在国内竞争中站稳了脚跟,进而将视野转向了更为广阔的国际市场,开始走出国门与跨国通信巨头们争夺国际市场份额,维持了企业的高速增长速度。接 下来,本文通过研究华为的组织结构来分析华为如何实现对众多海外分公司的协调与控制,并分析了华为国际化的成功因素,以及华为在向全球市场发展过程中的遇到的一系列问题,然后针对华为目前存在的问题提出了华为国际化下一步发展的策略和建议。在本文的晟后,基于以上对华为国际化战略的分析,对中国高科技企业全球化提出了一些建议,希望能对越来越多的走向全球化进程的中国高科技企业提供一定的借鉴作用。关键词:国际化通信设备制造企业成功因素中图分类 号:C93032025411陈峥华为公训的国际化战略分析Abstract With the development of China teleco mmunication manufacturing industry,moreand more China telecommunication manufact urers are actively explorin g the overseasmarket.Under this circumstance,it is imp erative to research the
一简要概述华为的国际化过程及其采取的策略 华为的国际化过程是从易到难的，采用农村包围城市，最后夺取政权的策略进行的。在企业国际化的进程中，开始阶段企业没有进出口经营权或没有从事国际商务的经验，所以很难接到订单。因此，华为首先与深圳的近郊香港的电信企业合作。然后在发展中国家开拓市场，在这个过程中促进了华为产品和服务质量的提高，使其更加接近国际标准。 2000年之后，华为逐步开拓市场，在泰国，马来西亚等亚洲国家和非洲区域都取得了良好的业绩。在此之后，华为才开始向发达国家进军。 综上所述，华为在国际化过程中的策略是农村包围城市，最后夺取城市. 二华为在国际化过程中遇到哪些问题?你认为该如何解决？华为在国际化过程中遇到的问题主要有四个。第一，国际市场二线作战的资源配置问题。第二，如何建立国际品牌。第三，如何建立国际营销网络与营销人才的培养。第四，产业类型所带来的竞争难度。 1 对于资源配置问题，我认为解决的办法就是在保持国内资源的配置，国际市场就地取材。要在海外设立完善的机构，以此为窗口，为进出口贸易服务。就地生产产品，提供技术和服务以及人才。这样的本土化既有利于国内市场竞争力的保持，又有利于国外市场的开拓。 2 对于品牌的问题，我我认为随着华为在国际市场上的实力日益增
强，国际品牌开始将其作为劲敌，与之合作就会变得困难。解决这个问题我觉得主要有两个办法。其一，学习海尔的安营扎寨模式。就是在海外直接建立和推广自己的品牌，树立当地企业形象。其二，就是联合国际市场上竞争力同样薄弱的企业共同对抗大的品牌。 3 对于营销网络和人才的问题，开始的时候华为打算利用国内的销售队伍，希望将国内的经验延伸到更大的市场领域。但实践证明，这在发达国家是行不通的。我认为华为要从根本上这个问题，就需要扩大海外投资，实现本土化，利用本土营销人才和创建本土营销网络。 三如何解决华为国际化的深层次问题？ 华为国际化过程的深层次问题是指管理水平的国际化和资本运作的国际化。 1华为公司从1997年开始系统地引入世界级管理咨询公司，建立与国际接轨的基于IT的管理体系。在全球市场的管理与组织手段上，华为全球化的IT体系有效的支持华为业务运作；IT支撑系统建设的指导思想是，华为的办事处开到哪里，IT的通讯专线就铺到哪里，华为的各种电子管理系统就延伸到哪里。办公、财务、物流、管理等方面的IT化，使华为能在总部的统一指导下，有序进行各个国家市场拓展的原因之一。华为已经在海外已经建设了50多个通讯网络节点，并在独联体、亚太、拉美、中东北非、欧洲、南非等区域设立了大区的服务器。基本形成了覆盖全球的广域网络体系。在集成产品开发（IPD）、集成供应链（ISC）、人力资源管理、财务管理、质量控制
《TCL的国际化之路》 一、案例背景 （一）通过并购快速实现国际化 在2002年10月以820万欧元收购德国的施奈德彩电公司，2003年初曲线购买美国彩电销售商Go-Video公司。在2003年11月4日，TCL宣布并购法国汤姆逊公司，重组其彩电、DVD业务，缔造年产销量1800万台的CRT彩电企业。2004年7月29日，TCL与法国汤姆逊共同出资4.7亿欧元，其中TCL出资3.149亿欧元占67%的股份，汤姆逊出资1.551亿欧元持有另外33%的股份，合资组建的全球最大彩电企业TTE在深圳隆重开业。 （二）国际化后面临的难题 2005年，TCL的股价巨幅缩水，从最高时9.46元跌至2005年2月的3.23元跌幅达60多。为此，众多证券公司调低TCL的信用等级。公司业绩不佳。2004年度净利润同比下降56.9%，同时，公司利润总额、股收益、净资产收益率同比下降78.63%，73.47%，20.71%。手机业务方面，TCL通讯在2005年净亏损达16.08亿港元。2006年9月，TCL多媒体在欧洲业务已经累计亏损达1.59亿欧元。 (三）重组渡过危机 1.“瘦身行动” TCL组织结构趋于扁平化。总部由原来的12个职能部门调整到3室6中心，减员近30%。原来横在总部与子公司之间的事业部这个层级也被砍掉。之后通过股权置换，将TCT和TTE做实。从而更好、更快的做出市场抉择。至2006年第三季度，TCL通讯在国内市场上开始扭亏为盈。 2.业务重组 对TTE业务重组的核心为除OEM（贴牌生产）业务额外的所有电视机销售和营销
活动终止；对TTE欧洲公司目前在欧洲从事欧洲业务的大部分员工进行重组；TCL 多媒体将以新的业务模式，即扩张其在欧洲现有的OME业务为主要目的。 3.扭亏为盈 2009年TCL实现了自2004年国际化并购以来首次收入正增长。2009年实现营业收入442.95亿元。TCL多媒体在全球液晶电视市场排名第七。TCL通信在全球手机市场排名第七。 二、TCL应重点解决的问题 “TCL”面临的困境：核心技术能力不足，截至2006年底，TCL集团欧洲业务亏损已经超过20亿港元。为阻止亏损扩大，TCL集团与汤姆逊集团达成一项谅解协议，促成TCL欧洲彩电业务的重组，全面停止其在欧洲的彩电销售和营销活动，而改为OEM模式。特别是“TCL”对“阿尔卡特”的并购过于草率，整合效应没有充分发挥，导致其严重亏损，以至影响了“TCL”的国际化战略，而且“TCL”并没有从跨国并购中获得应有的技术，也没有处理好海外并购面临的文化冲突。因为缺乏管理大型国际化企业的经验，“TCL”往往在完成交易以后才发现之前过于乐观，陷入进退两难的境地。 目前，“TCL”所暴露出的最大问题便是核心技术能力的差距。2006年度获得美国专利局专利批准前10名的跨国公司中，“TCL”仅有266项,其中大多数是实用新型专利，没有能在代表核心技术的发明专利方面取得大突破。与外国跨国公司相比，核心技术的差距也影响了“TCL”的国际化进程。 面对困境，TCL在2005年开始了公司战略的重大调整。 TCL表示，公司新的战略调整已经开始，未来会更加专注于消费电子及相关产业的发展，并以电视机、手机、电脑三项业务为核心，以期在3C融合时代赢得先手，将继续重组非核心业务，所有产业去或留的调整将围绕此展开。 2006年2月，TCL集团内部架构进行了重大调整，集团原有的7个事业本部近日已全部撤销。调整的目的是通过减少管理层，使管理架构更加扁平化，从而
竭诚为您提供优质文档/双击可除企业国际化案例调研分析报告 篇一：企业国际化发展现状的案例调研分析报告 龙源期刊网.cn 企业国际化发展现状的案例调研分析报告作者：王丽吕笑微谢春涛 来源：《中小企业管理与科技·下旬刊》20XX年第08期摘要：本文着重对杭州市外贸出口的研究。以杭州市为例，从进出口总额、主要出口地区以及出口企业构成三方面来概括金融危机下企业国际化发展的现状。 关键词：企业国际化 1企业国际化 1.1出口形势压力较大受金融危机影响，在20XX年至20XX年进口、出口以及进出口总值都急剧下降，跌入谷底。但20XX年至20XX年经济快速回暖，进出口额超金融危机前的峰值，但随后增长速度变缓。据最新统计，全市对外贸易延续20XX年以来的低迷态势，20XX年1-6月实现进出口298.6亿美元，下降1.6%，其中出口203.5亿美元，增长 2.0%；
进口95.1亿美元，下降8.7%，无疑进一步加大了对外贸易的压力。 1.2主要出口国回升乏力20XX年至20XX年杭州市出口地区主要集中在欧美国家及日本等国家，20XX年的出口额均受08年经济危机影响而下降，有些地区甚至减少一半，但随后贸易额均呈现上涨趋势，但尤其是20XX年来涨势趋缓。20XX年上半年，对俄罗斯、东盟、非洲等新兴周边市场出口增长较快，分别出口5.7亿美元、18.8亿美元和11.7亿美元，增长20.0%、17.0%和19.0%。对美日欧出口104.0亿美元，下降1.9%，占全市出口的51.1%，占比较去年同期下降 2.1个百分点。其中对美出口39.4亿美元，增长1.3%；对日欧出口继续下滑，分别出口16.9亿美元和47.7亿美元，下降4.8%和 3.4%。 1.3贸易构成发展变化据统计，三资企业的比重从20XX 年的33.5%到20XX年46.4%，私营企业出口比例有减弱趋势，国有企业与集体企业比重变化较小。据20XX年上半年统计，20XX年一季度，全市新批外商投资企业79家，合同利用外资17.32亿美元，同比增长30.9%；实际利用外资14.37亿美元，增长10.4%。此外，私营企业出口93.1亿美元，增长 6.5%，增速高于全市平均水平4.5个百分点，占全市出口总值45.8%，占比较去年同期提高1.9个百分点。外商投资企业出口63.6亿美元，下降4.6%，其中外商独资企业出
标题：TCL国际化的案例分析：健 学号1045543130 专业：财务管理 学院：商学院 学校：科技大学家港校区 日期：2013年6月22日
TCL通过并购汤姆逊、阿尔卡特迅速实现了自身的国际化战略，然而在并购后的初期，TCL经营业绩不佳，亏损不断，股价一直表现低迷，众多证券公司也调低了对TCL的信用评级，TCL遇到了其国际化进程中的瓶颈。 本文通过判断TCL所处的寡头垄断市场结构，运用迈克尔·波特教授的“五力模型”分析出TCL实施国际化战略的原因有国际厂商潜在竞争的威胁，国家电企业间激烈的竞争格局，欧美发达国际对TCL实施反倾销的贸易壁垒和防上游渠道商威胁四个方面。然而，由于管理层的自负，对欧洲高昂员工成本的忽视和缺乏敏锐的市场嗅觉，TCL在欧洲的子公司TTE经营恶化，拖累了公司整体的发展。业绩的下滑让TCL处于经营困境之中，举步维艰。 在“SWOT模型”的判断中，由于部员工成本的劣势与外部市场机遇的优势，TCL实施扭转型战略，对其整体业务尤其是TTE欧洲业务进行大重组，使公司重现生机。与此同时，在“价值链模型”的进一步指导下，TCL通讯通过收购与阿尔卡特合资的手机公司，使其承担高昂的人力费用，剥离掉了TTE欧洲不增值乃至亏损的业务；此外，进一步发展能给公司带来利润的OEM业务，从而优化了整个集团公司的价值链，实现了公司价值的最大化，进一步推进了TCL的国际化战略，强化了TCL的竞争优势。 关键词：TCL、国际化、五力模型、SWOT模型、价值链模型
2002年TCL以820万欧元全资收购了德国电器公司施耐德，踏上了国际化的征程；2003年上半年，TCL收购美国渠道商GO-VEDIO公司；2004年收购汤姆逊彩电业务，成立TTE，并于当年8月正式运营。 2004年4月，TCL又收购了法国阿尔卡特移动业务，成立合资公司，阿尔卡特注入4500万欧元现金和600名法方员工，在合资公司中持有45%的股份。2004年9月27日，TCL通讯科技控股在联交所主板上市，至此，TCL已在市场中树立起国际化企业的形象。 然而，虽然在2004年的两次并购之后，TCL集团的股价却一直低迷。股价的走势反应出投资者的看法，相应地，包括银河证券、瑞银华宝等在的许多大证券公司也开始调低对TCL的评级。那么TCL股价下跌的原因是什么？其在国际化的过程中发生了什么？TCL能度过危机吗？ 一，在“五力模型”分析下TCL国际化的原因 “五力模型”由迈克尔·波特教授提出，指出了企业在竞争环境下面临的五种最常见的威胁，以及这些威胁在何种情况下表现得更为突出和弱化。五种威胁分别是进入威胁、竞争威胁、卖方威胁、供应商威胁和替代品威胁，如图1所示。 由于彩电和手机行业企业数量较少、产品同质、进入退出成本高，属于寡头垄断市场，TCL面临的威胁主要是进入威胁、竞争威胁和卖方威胁和供应商威胁。 图1 环境威胁的五力模型 （1）进入威胁 进入威胁指刚才刚刚涉足或即将涉足产业的参与者给行业原有厂商的威胁。中国加入WTO以后，国市场逐渐成为国际市场的一部分，但无论在彩电还是手机市场，TCL都未掌握核心技术，在面临国际厂商的强大压力下，TCL只有寻求技术上的快速突破，才能在市场中立于不败之地。
案例分析—联想“Lenovo”的国际化战略 第一部分：联想品牌更新与国际注册的战略意义何在？ 品牌更新是指随着企业经营环境的变化和消费者需求的变化，品牌的内涵和表现形式也要不断变化发展，以适应社会经济发展的需要。品牌更新是社会经济发展的必然。只要社会经济环境在发展变化，人们需求特征在趋向多样化，社会时尚在变，就不会存在一劳永逸的品牌，只有不断设计出符合时代需求的品牌，品牌才有生命力。品牌创新是品牌自我发展的必然要求，是克服品牌老化的唯一途径。由于内部和外部原因，企业品牌在市场竞争中的知名度、美誉度下降，以及销量、市场占有率降低等的品牌失落的现象，称为品牌老化。现代社会，技术进步愈来愈快，一些行业内，产品生命周期也越来越短，同时社会消费意识、消费观念的变化频率也逐渐加快，这都会影响到产品的市场寿命。 企业国际化战略，是指在经济全球化的背景下，企业积极参与世界分工体系，由国内经营向全球经营发展的过程中所做出的战略选择。从企业的发展历程来看，基本表现为在规模上是由小到大，在经营范围上由国内市场走向国际市场，在价值链网络上由单一走向复杂。企业国际化发展历程实际就是与世界经济发生联系、融合的一个过程，具体包括生产要素方面的联系、经营活动的联系。 品牌企业重要的无形资产，是一种超过商品或服务本身利益以外的价值。品牌的更新实际上是对品牌重新定位、重新设计、塑造品牌新形象的过程。由于营销环境的变化，对品牌进行适时、适当的阶段性调整是非常必要的。联想的品牌更新是为了拓展海外市场必须进行国际注册，联想国际化的必备条件之一，是拥有一个全球通行的品牌标识。原来的品牌商标在国外已经被注册了，联想要进行国际化战略，商标国际统一是必须的，所以联想最终将商标改为现在的LENOVO。也标志着联想正式开始国际化战略！ （分析整理：胡福初国贸072班14号） 第二部分：简要评析联想品牌国际化的战略步骤 通过案例的介绍我们可以概括出，联想国际化的第一步是更名并进行国际注册，第二步是加入TOP计划赞助奥运会，第三步是巨资并购“蓝色巨人”IBM个人电脑事业部，第四步是联想产品海外上市，联想在全球范围内打造Lenovo国际品牌的行动迈入新的阶段。 其实，联想国际化的步伐早在上个世纪90年代初就已经开始。1991年，联想德国公司成立，这是联想开始向国际化方向迈进的第一个信号。到2001年，联想美国公司成立止，联想在国外拥有7家分公司，1家物流中心和100多家海外营销渠道。然而与松下、三星等跨国公司比较，联想还相差甚远。按照普遍认可的标准，一家国际化公司总收入的20%以上应该来自国外，而联想海外分公司的收入在联想总收入中所占的比重仅为3％左右，而且主要是一些零部件，还不是品牌产品、最终产品。显然，这样的业绩和国际化程度不能令柳传志、杨元庆等决策层和股东们满意。 在核心技术和海外行销渠道都缺失的情况下，以品牌开路是联想不多的选择之一。因而在2003年4月，联想将积淀了近200亿无形资产的老标识“Legend”改为“Lenovo”，为国际化铺路。
华为国际化经营案例分析 经过了长期的观察和差不多1个月时间的沉淀和补充，我们理解的华为营销攻伐之道渐渐浮出水面。虽然华为总裁任正非“国际化营销拒绝机会主义”声犹在耳，但对华为磕磕绊绊走过的国际化道路，如果不能“做”而论道昭示后来者，就必然会有更多的“机会主义分子”型号的中国企业倒毙在“想当然”国际化的道路上，而这些中国企业，在倒毙之前，确是吸吮过本土市场很多“机会主义”甘露，又做惯了“山大王”的。 10多年以来，无论对中国的还是外国的客户和政要，华为几乎都在沿用“请进来”的老招数尝试建立品牌美誉度。 在“技术牌”背后，华为营销的能力，也正被人们有意无意地忽视了，但这种被忽视和被掩盖，华为人不但不在意，相反似乎乐享其成。“以我对任总观念的理解，华为重视技术研发无非是把营销环节前移到产品走下生产线之前。华为常常抽调10%的研发人员到客户中去，营销的工作早就做在前边了！至于科特勒的学问，我们的营销人员也规定要学习，还要考试的。”负责华为海外营销的李杰说。 多年来，华为的本土营销术，所谓“土狼战术”，虽然盛名在外，但多是未闻其详。原因是什么呢？任正非虽然对企业的经营管理之道每有所悟，都能风靡一时，但对“营销”却几乎从未置喙。——正因为如此，传说中任正非给某业务报告批示“搞，搞掂，一定搞掂”，几乎代表了外界所能了解到的关于华为营销的全部。华为业务员对业务订单的情有独锺和死缠烂打，对客户方面实权人物关怀的无微不至，及对与中国电信各级运营商建立利益同盟关系的深刻领悟，在“搞，搞掂，一定搞掂”的“七字”方针指导下，不仅业绩突出，最关键的是建立了一支善于打硬仗的业务队伍。 但是，在1996年任正非居安思危，决定掉转枪口对准国际化市场之后，这支屡屡攻城拔寨的业务队伍也曾多次遭遇极度难堪的局面。在1999年之前，华为在国际市场上几近颗粒无收。在国内市场倚为奇技，屡屡攻城拔寨的“土狼战术”，到了异国他乡，沦落到连续几个月“客户是谁，客户在哪里，标书如何投”都没整明白的地步。 菲力蒲·科特勒营销集团中国高级顾问孙路泓也坦言，华为在客户关系管理方面几乎做到了“极致”，但在营销创新上“无所作为”。孙路泓的看法，似乎可从华为高级副总裁徐直军的一段话得到印证。徐在接受记者采访时说，华为在1996年开始拓展国际市场时，初期战
新产品开发的案例及分析
生产管理是生产型企业的最重要的环节。而新产品开发是生产型企业的经营命脉。一个企业要想有发展，只有自主创新，自主开发新产品，不然，企业只能逐渐衰退。而有些企业为了保持市场活力、扩大市场份额，试图通过持续不断地开发新产品来推动企业销售增长，结果出现了“产品结构乱，品种上量难，品牌提升慢”的现象，打乱了整体市场的销售布局。 我们来看两个新产品开发的案例。首先是一个成功的例子：日本canon公司对喷墨打印机的开发。 打印机制造业是伴随着计算机的普及而迅速成长起来的一个产业。这下产业经历从应用碰撞原理的色带打印、针式打印到应用非碰撞原理的感热打印以及目前流行的激光打印和喷墨打印的技术与市场的巨变过程。Canon自1988年到90年代中期，一直维持着该行业领头羊的优势地位。这一地位的取得，不仅取决于该公司从研发复印机中培养起来的电子照相技术在开发激光打印机得到了充分应用的结果，而且还取决于该公司未雨绸缪地开发和培育起喷墨技术这一新的替代核心技术得以市场化的结果。1986年到1994年间，canon的喷墨打印机的累计市场占有率高达68％。 激光打印机虽然具有打印速度快、清晰度高、噪音低等优势，但同时也因其构造复杂，存在着难以小型化、彩色化、低价格化等问题，而能解决这些问题的则是喷墨式打印技术。 1975年，canon完成了将电子照相技术应用于激光打印机LBP的开发工作，并把它作为企业的一项核心事业。这项事业刚起步，canon中央研究所的研究人员就开始了探索替代该技术的新技术。他们把目光投向喷墨打印技术时，发现今后可能成为喷墨打印机技术主流的压电振动子原理的技术专利都已被人申请了。为此，他们只能寻找新的技术，于1977年发明了以热能为喷射源的喷墨技术原理，又称BJ原理。但靠激光技术起家的公司其他技术人员的反应则是十分冷淡的。他们认为，该技术作为原理虽很理想，但从实现它的方法上看，却是完全“没用的技术”。为了完善这一技术，BJ开发组成员开始了长达10多年的技术开发与改良工作。为了消除其他技术人员的偏见，使自己开发出来的技术得以应用，他们说服了公司的各个事业部门。几经周折，最终以使用原有的打印机外壳，不增加产品开发成本为前提，换取了使用他们开发的机芯的机会，实现喷墨打印技术的产品化和量产化。1990年在公司首脑的主导下，他们推出了世界上最廉价的小型喷墨打印机BJ-10V，迈出了该技术走向产业化的关键一步。1991年以后喷墨打印机开发集团作为新的核心部门，其产量大大超过了激光打印机，1995年的销售额超过了canon总销售额的20％。一般地说，企业要获得竞争的优势，就必须开发出其他企业所没有的独狼子野心的核心技术与能力，而且还必须进行持续的投资以进一步改良和完善这一技术。但通过这一系列努力而达到的技术能力一旦确立，特别是当能为企业带来强大的竞争力时，就蕴含着可能出现阻碍开发和培育另一种新技术的危险性。这是因为在通常情况下，处于发明初期阶段的新技术在多数成果指标上，大都比现有技术拙劣得多，与发明无关的技术开发人员一般不会热心对待这些“不过关的技术”，而产品开发部门也因为它无法满足作为目前事业活动中心的顾客需求而不敢轻易采用这些新技术。就是说，产品的生命虽来由于它与顾客的密切度，但在技术与市场不断变化的环境中，这种密切完成得越彻底，阻碍在该企业组织内产生新的核心技术与能力的可能就越大。那些曾经一度辉煌的领袖企业之所以走向衰落和失败，其中的一个重要原因在于它们没能及时地开发和培育出适应技术与市场变化环境的新的核心替代技术。 Canon可以说是一个能够比较好地处理和平衡企业现有核心技术与新的核心技术关系的典