This achievement wasn't unexpected -- in August, 2007, we predictedthat Acer would become a formidable industry titan: "Acer's announcement that it will acquire Gateway is a clever plan, as Acer simultaneously improves its brand recognition, channel reach, and opportunity for gains in margin. Like IBM Deep Blue, Acer strategists calculated several moves ahead in the global PC chess game. If the execution is solid, this deal will create a powerful third-place PC competitor that will challenge HP and Dell by 2009, and it portends the rise of non-Japanese Asian PC superpowers."
Acer has proven shrewd in product strategy over the past few years. (Indeed, we declared that "even war strategist Sun-Tzu" couldn't have done better!). Acer's work with Ferarri was a masterstroke in branding (from an unexpected company, at the time). Acer's excellence in netbooks has ridden the wave of the market at the right time. More fundamentally, Acer's cost structure benefits from its proximity to Asian-based factories and original design manufacturers (ODMs). Dell, once the king of cost structure, isn't in as privileged a position. And Acer's access to retail channel (including Gateway's) and experience in SKU management in retail is currently superior to Dell's. (Dell re-entered retail after a long hiatus).
This blog post is a response to an article by Alex Williams on ReadWriteWeb. Thanks for the shout out, Alex, and for bringing more attention to the contentious issue of cloud computing definitions. While Forrester research reports are created exclusively for our clients, our definition is freely available:
A standardized IT capability (services, software, or infrastructure) delivered via Internet technologies in a pay-per-use, self-service way.
Forrester's Consumer Forum Theater Presentations highlight Forrester’s extensive data capabilities. Data is critical to the Consumer Product Strategy teams, and we work closely with our colleagues on the data team to produce our research. Forrester analysts will share highlights from our global benchmark survey data, as well as our forecast data, examining technology-driven trends in consumer behavior. These demonstrations will be hosted in the International Ballroom at The Fairmont Chicago.
You should check out Forrester analyst Lisa Bradner's post todayover at our Marketing Leadership Blog. Her concept of adaptive brand marketing helps companies re-think their approach to brand management in a world where brand messages are no longer a one-way push, but in fact are shaped by consumers as they interact with and react to brands.
CPS pros should take away the point that marketers and consumer product teams (which might have marketers of their own, or not) need to coordinate their efforts in lockstep to make sure the brand and the organization are prepared for instant feedback from consumers. Because, right now, most organizations are ill-equipped to handle this new world of "always-on" marketing.
Welcome to the fourth quarter of 2009; what we at Forrester call planning season for most IT departments. In a typical year, this is the time that infrastructure and operations professionals spend lots of cycles burning through what remains of the 2009 budget and building plans for investment in 2010 with the hope of gathering a bit more budget than last year. Of course this is no ordinary year. Economists and financial prognosticators, like our own Andrew Bartels are predicting a long recovery from the recession and further delays in IT spending. That means another year of your infrastructure getting older. There’s two ways of looking at this problem and thus your budget proposals for 2010:
Forrester Principal Analyst, Randy Heffner is currently conducting research on how enterprise architects should incorporate cloud computing into their organizations’ IT strategies and architectures. He is looking for enterprise architects to interview — architects that have experience with evaluating Cloud offerings, if not actually using them. In the research, Randy is considering three broad categories of cloud computing offerings: Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS), and Infrastructure-as-a-Service (IaaS).
Because the term “cloud computing” refers to quite diverse types of services and products, architects need to analyze and build multiple cloud strategies. Although there are potentially strong benefits, the costs, risks, and best usage scenarios are not necessarily clear. At minimum, adopting cloud-based offerings requires changes in IT’s planning, cost management, solution design, and production operations. To predict and manage the impact, architects must examine cloud options to determine the impact on their architecture plans and strategies. This report will analyze how interviewees see cloud computing’s effect on their organization’s:
In the first three quarters of 2009, I’ve had an increasing number of discussions with Forrester clients about the state of mobile development and what technologies they should be evaluating. These conversations usually start with the statement “mobility is a mess…” What I mean by that statement is that we’re in the midst of a sea change in the technology options that IT shops have at their disposal when it comes to building custom mobile applications. The frenetic pace of evolution makes mobile development one of the Top 15 Technology Trends and it warrants careful attention on the part of enterprise architects and application development professionals.By the end of 2010, you’ll have at least five distinct mobile applications architectures to choose from, including: