Why is the Acer Aspire in so much trouble just 2.5 years after its launch? What are the sources of its problems in the US and in the world? 

How effective has management been in responding to these problems? What is your evaluation of the changes they have made to the product, the marketing strategy, the organization structure and management's roles and responsibilities? Are these worthwhile changes or would you have advised them to make other changes? If so, what changes would you have advised them to make?

How should Stan Shih respond to the broader issues raised by the Aspire problems? Should he continue to support the goal of building Acer as a global brand? 

What changes, if any, would you recommend that Shih make in Acer's global strategy, organizational structure, and/or management philosophy to make sure that it can continue to operate successfully worldwide? How should he go about implementing your recommendations? What organizational and worldwide learning implications of these decisions would you expect?