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Case
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Reference no. 9-713-P03
Portuguese language
Published by: Harvard Business Publishing
Originally published in: 2013
Version: 4 November 2009
Revision date: 8-May-2019

Abstract

This is a Portuguese version. Taiwan-based HTC Corp had emerged as the world's fourth largest smartphone manufacturer by 2009. CEO Peter Chou was extremely proud of the remarkable achievements his company had made over the last 12 years since starting off as an unknown manufacturer of PDAs for other companies. Yet Chou faced several decisions in order to move his company forward. Competition for high-end, sophisticated mobile devices was intensifying as HTC faced big name players such as Nokia, Apple, and Samsung Electronics. Many companies were offering their own application stores. What did HTC have to do to become a more powerful global brand? Where should HTC participate in the value chain in one of the most exciting, innovative product categories in the technology world?
Location:
Industry:
Size:
USD1.5 billion, 7,132 employees
Other setting(s):
1997-2009

About

Abstract

This is a Portuguese version. Taiwan-based HTC Corp had emerged as the world's fourth largest smartphone manufacturer by 2009. CEO Peter Chou was extremely proud of the remarkable achievements his company had made over the last 12 years since starting off as an unknown manufacturer of PDAs for other companies. Yet Chou faced several decisions in order to move his company forward. Competition for high-end, sophisticated mobile devices was intensifying as HTC faced big name players such as Nokia, Apple, and Samsung Electronics. Many companies were offering their own application stores. What did HTC have to do to become a more powerful global brand? Where should HTC participate in the value chain in one of the most exciting, innovative product categories in the technology world?

Settings

Location:
Industry:
Size:
USD1.5 billion, 7,132 employees
Other setting(s):
1997-2009

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