| dc.description.abstract | Apple Computer Co. and Dell Computer Co. use innovative business models to build up their empire, whose brand value were ranked at the 4th and 12th place in the word for the year of 2009 by Millward Brown. In the same year, Interbrand ranked the brand value of Acer Computer, Co. (hereinafter referred to as Acer) the first place in Taiwan. This suggests that there seems to exist an interrelation between the changes of business models and brand value creation. This study explores the changes of business models and the brand value creation in the three periods that Acer has experienced. The main purpose of this study is to explore three questions: (i)How did Acer’s value network evolve in three different stages? (ii) What were the Acer’s core strategies in these three periods? (iii) How much the brand value was built up through the changes of business models?
This study takes on Acer’s founder, Mr. Stan Shih’s (2001) argument of two timing of restructuring Acer in 1992 and 2002, respectively, and uses these two time point as the starting point of changing business models. Then, it uses the four key elements of business induced by Shafer et al. (2005), and the technique of value network analysis proposed by Hann-Tarn Jeng (2009) to examine Acer’s value network, strategic choices, create value and capture value in the three periods. Finally, it calculates the brand value created by Acer using the HIROSE brand valuation model.
Conclusions are as follows: First, in the first restructure period, the most dramatic changing in value network were supply chain and investors’ relationship: complete 3C product line, client-server organization, fast food value chain model; build multi-channel financing and steady financial structure for investor relations. In the second restructure period, the value chain was still changing most. Acer separated the brand and OEM business and the new Acer is successful transformation which is focus on brand name managing and marketing. Second, the main strategies in the period of 1976~1991, Acer sated up complete value chain and pay attention on smile curve’s left and right hand side, including research, development and marketing; in the period of 1992~1999 Acer fulfilled the goal of global brand and local operating; in the period of 1992~1999 Acer separated the brand and OEM business working on enhancing brand positioning, changing the management style from local operation to central management. Third, base on value chain strategy change successfully, brand position well, global product channel, outstanding management group and corporate governance let today Acer’s brand value is 102 times of the beginning one.
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