There is little doubt today whether or not Acer can compete in the global marketplace. The computer giant has flourished under the vision of its founder Stan Shih with revenues of US$9.9 billion last year. As recently as the early nineties， however， Acer， and Shih in particular， were the frequent targets of criticism for being overly ambitious in their international operations.

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    At that time， Acer appeared to be inefficient and inflexible in comparison with the purely export-oriented original equipment manufacturers （OEM）。 Acer was charged for marketing expenses， which OEMs are not concerned with. The books， however， failed to take into account the benefits gained through Acer's efforts. Acer was also criticized for its slow inventory turnover. K$ K- Q9 m

    Shih's solution was the "fast-food？ business model， which essentially moves supplies as close to the market as possible. The model required significant decentralization， and led to the "global name， local touch" idea. All decision makers worldwide are required to be majority shareholders in their local affiliates， which directly links their success to the success of Acer as a

    “宏”鹄之志

    今天宏基在全球市场的竞争力毋庸置疑。由于创办人施振荣先生的高瞻远瞩，这个计算机界巨人得以蓬勃地发展，去年总收入达99亿美元。然而，早在九十年代初期，宏基集团，特别是施先生本人，因在国际运作上过于锋芒毕露，常成为众矢之的。 u& O$ I!

    当时，和纯外销的原始设备制造商（OEM）相比，宏基显得效率不高，运作缺乏灵活性。宏基要负担行销费用，而OEM 对此却不必担心。然而，会计帐簿并不会把其费心努力获取的利益考虑在内。此外，宏基还因存货周转率低而屡遭批评。

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    施先生采取“快餐”经营模式，也就是从根本上让货尽量靠近市场。这种模式需要进行重大的权力下放，从而产生了“世界品牌，当地特色”的理念。世界各地的决策者必须 是当地分公司的大股东，他们的成功直接造就了宏基集团的成功。

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