The manager of Acer Inc.'s Canadian operation, must decide how to penetrate and serve the Canadian PC market. Specifically, he has to decide how autonomous the Canadian subsidiary should be. On one extreme, the Canadian operation could simply be a sales office, while on the other it could be an independent company with local manufacturing facilities and independently raising its capital. The decision involves an in-depth analysis of several factors and is sensitive to various assumptions. The case requires students to understand the complex global environment that managers in multinationals face today.
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