Taiwan-based HTC Corp. had developed as the world's fourth biggest cell phone maker by 2009. Chief Peter Chou was amazingly glad for the momentous accomplishments his organization had made in the course of the most recent 12 years since beginning off as an obscure maker of PDAs for different organizations. Yet Chou confronted a few choices with a specific end goal to advance his organization. Rivalry for top of the line, advanced cell phones was heightening as HTC confronted huge name players, for example, Nokia, Apple, and Samsung Electronics. Numerous organizations were putting forth their own particular application stores. What did HTC need to do to turn into an all the more effective worldwide brand? Where ought to HTC take an interest in the quality chain in a standout amongst the most energizing, imaginative item classifications in the innovation world?
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