 After Acer introduced their new product lineup at their global press conference in New York We took a short interview with John Mirima, who is Acer's product business manager for Europe, Middle East and Africa region So much is already known about their new products But here is a bit more about Acer's goals in 2015 and a bit more about company's future strategy, of course I think that the motto behind this that we want to have To offer the customer choice, so not everyone is the same So some will like a 17-inch aiming notebook, some like a 13-inch ultrabook, some like a 15-inch doing a little bit of everything So Acer has always been very strong in the broad portfolio So we're not betting on only one form factor We're trying to reach the biggest audience there is with let's say Competitively priced value for many products, but at the same time we want to slowly but steady also Touch on the higher end segments So we have V-Nitro, which is very successful and we will introduce our gaming notebooks towards the end of the year Which will address a higher end category where we are not present today Also we come from a little bit of a difficult time So last year the the purpose was to to reset the company and to turn it into profitability again, which we did So we had to make some sacrifices to make some organizational change and now we return to profitability So now is the time to become a brand and a credible brand again That's why we're putting a lot of efforts in in our new products and identifying the segments where we want to win I think let's say Climbshell or traditional laptops will be around Around will be around nothing. Maybe not forever, but still for a long time. You look at the desktops I think everyone is predicting the testable die Right for the past 10 years. I guess what they're still there. Maybe not in the same form So there are some evolution in the form factor So I think you look at 10 years ago You had a notebook if you wanted to be a mobile in the desktop if you want to be stationary Now you have so many items in between which I think they're all finding their way into a certain segment Do believe that we will have different products with different segments. It's a personally, I'm most excited about Predator It's a five-year project. So if you look at the river here, you cannot jump in one shot through this river So we also could not do a predator notebook. Maybe four or five years ago. It's simply we did not have the brand Credibility to be able to do that. We started with 17-inch series standard V3 series where we put GTX Which was the taking the market by storm Really successful and with this product it gave us the level of confidence Bandwidth to start the nitro, which is the big success as well. Then third step is gonna be the It's gonna be better. We have to make the steps in between Because five years ago. We were known for cheap products. I think what we missed is that we were Over-focusing on the more entry level So we were very strong in the cheaper products And the moment you see that the volume is going down and you're very depending on entry level You have no way to counter and earn money So we actively started to develop the more higher end products with the V-Nitro Which are reaching up to price point of 14.99 Some other products which were filling gaps in our portfolio and let's say culminating in the announcement of predator notebooks completing our predator range Making sure that we also have a very good visibility And range in that segment. Well, we see that the competition is very strong Let's say it was almost like a perfect storm We've had a lot of management change which obviously takes a lot of Efforts to get the confidence back into the company And at the same time we see it's a global crisis We see exchange rates going up and down and fluctuating which is never good. We see competition very strong so the competitive landscape has increased a lot and then economic situations Crisis in Russia and in Greece and exchange rates drops. They are not helping But okay, I think we've come out quite strong We've been focusing on getting things back on track. They are back on track So now we're going the next step to make sure that we have the right products again and start to win market shareback Even being even more productive Right right profit profitable It's a relatively small company and a very competitive market as a smart form is We want to do let's say concentrate approach So we go in somewhere where we're confident that we can handle then we Deploy there and then the moment that's working Expand to some other countries and then expand to some other More like so by step. Yeah, we don't want to spread our resources through thin and then be let's not under radar Everywhere, it's then it's better to say we're gonna focus on three countries or five or whatever countries Do a good job there? establish And then start thinking about it. Otherwise you spread your your resources to thin and you know will not be Just like a drop in the ocean In some other less in Chromebook we tend to do the same So it's also something where Chromebooks obviously is a different cell than a standard A lot of things you can do with a problem, but there's also some things you cannot do with it We need to make sure that the resellers are retailers are able to To sell that to set the right expectations And also for end customers to be able to understand that because we don't want them to pick up something thinking It is a cheap netbook or a netbook 2.0 and find that it doesn't really meet your expectations We really need to bring all the right product at the right time Which is marketing 101, but it is very much true