Taiwan-based HTC Corp. had evolved as the world's fourth biggest smartphone maker by 2009. CEO Peter Chou was exceptionally pleased with the remarkable achievements his business had made over the last 12 years since starting off as an unknown manufacturer of PDAs for other businesses. Besides Chou faced numerous decision in order to move his corporation ahead.
Rivalry for high end, advanced mobile devices was intensifying as HTC faced big name players such as Nokia, Apple, and Samsung Electronics. Many companies were offering their own application shops. What did HTC have to do to become a global brand that is powerful?
PUBLICATION DATE: June 24, 2009 PRODUCT #: 711S12-PDF-SPA
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
NTT DoCoMo (TM): Value Innovation at DoCoMo
Butler Shine Stern & Partners
American National Red Cross (B)
Motive Communications
Womens Professional Basketball and the American Basketball League
HgCapital and the Visma Transaction (A)
Ariba Implementation at MED-X: Managing Earned Value
Managing Knowledge at Booz-Allen and Hamilton: Knowledge On-Line and Off (A)
The House that Branson Built: From Counter-culture to Corporate Culture
British Petroleum: Transformational Leadership in a Transnational Organization
