联想企业进入国际市场策略分析英文版doc 11页文档格式.docx
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联想企业进入国际市场策略分析英文版doc 11页文档格式.docx
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scompetitivepositionintheglobalmarketandinternationaldevelopmentpace.Thismanagementreportisbasedontherelatedtheory,company’sadvantagesandtheobjectivesoftheinternationalbusinesscompany.ItsaimistoputforwardforLenovotoentertheinternationalmarketandinternationalbusinessmodeldesign.
1.Lenovobusinessbackground
Lenovowasfoundedin1984bytheCASInstituteandbeinginvested20millionYuan.Thefoundersare11scientificandtechnicalpeople.AndtodayLenovohasgrownintoadiversifieddevelopmentlargeenterprisegroupsintheinformationindustry.
Atthebeginning,theturnoverofthecompanyisonly300million.Butthenumberwas1.1billionin1994and30billionin2004inannualsalesdevelopment.Today'
sLenovoGroupisChina'
sleadingITCompany.Itisprimarilyengagedinthedesktopcomputer,notebookcomputerandmobilephonedevicesandservers.Ithasdevelopedintoadiversifieddevelopment
company.
Lenovohasbeenacrosstwostepsfromitsbeingsetup:
Beforethe90sinthe20thcentury,Lenovowasmainlyatrade-orientedenterprise.Survivalisthemainpurpose;
thesecondstageisthedevelopmentofitsownbrandinthelatertenyears.
After20years’development,LenovohasbeenrankedfirstinAsiainthecomputerindustry,dominatingtheChinesemarket;
thefutureofthespaceistheglobalmarketandglobalcompetition.
2Lenovo
CorporateCulture
Lenovo
hasmade
brilliantachievements
andattractedworldwideattentioninthepast
20yearsintheterritoryofChina.Itisa
charming
legend
ofChineseenterprises.
ThenwhatisLenovo’ssecretofsuccess?
Through
thecourseofdevelopmentandtheunderstandingforLenovo
culture,
wethink
thesuccessis
basedon
differentstagesof
thecorporateculture
andmakingtheappropriateadjustmentsaccordingtothesituation.Thatis,
with
the
transitionofthecompanytimeaftertime,thatthecultural
evolution
arecarriedout
againandagain.
Recallingthe
past
20years,the
association
of11people
enterprises
hasdeveloped
asa
majorinternational
enterprisegroups.
Liu
and11
others
started
by
20million
tosetup
InstituteofComputerTechnology-
thepredecessorcompany.
Thisstageprimarilyusedtechnologyservices
toaccumulatefunds
through
open
market
withitscompetitiveproducts.
Thecorporatecultureof
thisperiod
mainlyrepresentedthatentrepreneurs
developed
thattheresearchersstood
behindthecounter
and
madesomeLenovo
rules,etcto
explorethe
managementofenterprisemanagement.
Amongthem,the
putforward
thatwewanttheresultsnot
theprocess
thebenefitsnottheeffort.Themarket
outlookincludedthequality
islife,theuserisQueenandthe
reputation
isevenmoreexpensive
thangold.
2.1Liu'
sbusinessandcustomerculture
ThecultureofLiu’speriodemphasizedthepursuitofastrongexecutive.In1984,LenovowassetupinasquareroomoftheChineseAcademyofSciences.11staffstartedthebusinessby20millioninvestedbyCASInstituteofTechnology.WhatLenovofaceduringthisperiodisrelatedtothecompetitivepressuresofsurvival.Theyarefullofdeterminationtostartbusinessandfullofthespirittoovercomealldifficulties.AtthattimeLenovooftensaythatweshouldlet5%ofpossibilityturnto100%ofreality.Thisisaverystrongentrepreneurialcultureshownintheenvironmentatthetime.IntheviewofLiu’swordbeingword,actionbeingactionwhichisexecutedfirmly,thestaffshaveaverystrongresponse.ThiswillhelpLenovothetargetofcustomer-centricorientationatthistime.Lenovobelievesthatthecustomerisqueen,andtreatingcustomersaregoingtofacethecoldass.Thisreflectstheassociationhasstrongcustomerawareness.Fromchangingfromscholarshiptodothemarket,Lenovobegantounderstandwhattobeconcernedaboutiswhatcustomersneed,considerwhatproductsweshouldgoforsale,considerhowtocontrolcostsinordertoearnmoney,considercreatingourownbrand.Asaresult,businesssensebuildsupstepbystepLenovopeopleoftensaythatthereisnomaster.Itisourselvesleadusintothedoorofthemarket;
Atthesametime,themostimpressiveculturalmemorieshavetoberealisticandenterprisingspiritoftheassociation,whichrequirespeopletohavethespiritofdowntoearthandtherealisticspiritofmakingprogress.
2.2Yang'
sstrictnessandentrepreneurialculture
Whenthecompanyfirstgotintothebusinessandalong-termsustainabledevelopmentobjectiveshowninfrontofLenovo,thecorporateculturewalkstowardtherules-oriented.Lenovopeoplewantpreciseandefficientrules,wanteveryonetobestrict,serious,activeandefficient.Theyputalotofthingsintooneworkflowsystemtohavespecifications.Theysayobeyingthethreeprinciplesofworking,turningaroundtherule.Thebehaviorofemployeesneedstoberegulated,howtocarryoutthebusinessneedsnorms,businessesmanagementalsoneedstoberegulated.Lenovoculturegetsintoastrictcultureperiod.Thatstrictcultureasamanagementstyleappearsatthistimeisconducivetotheoverallmanagementlevel.ThecompanypromotesthestrictaccuratecultureofthisperiodwhichensurestherapiddevelopmenttrendofLenovo'
s1997-1999three-year.
Whenthecompanygotmoreandmoredeveloped,moreandmoredepartments,Lenovodiscoveredthatsimplestrictcultureisnotconducivetofocusoncollaborationwithinthecompany.SothisperiodLenovospokemoreaboutteamsense,tellingusthetruththathowtoworkinlittlecompany,howtobeamaninlargecompany.Meanwhile,thecompanyadvocatedequality,trust,appreciation,affectionoffamilyculturetomakeLenovoalittlemoreconducivetocollaborationwithinthecompany'
sair.Familyculturepromotedmutualsupport,promotedmutualcustomerphilosophy,implementedmatrixmanagementmodel,requiredtheco-ordinationbetweendepartmentsandlevelsandresourcesharing,promotedequality,trust,appreciationandaffection.Atthistimethecorporationculturebeganthetransitionthatisguidancefromtherulestothesupport.In2000Lenovoformallydefinedthesupportoffamily-orientedculture.YangyuanqingisCalledFromthereveredteacher,totherespectedthemanager,nowasYuanQing.ThreesuchchangeshavebeenachievedforChina'
sITflagshipcorporationfor17yearsafteritssetup.Yangadmitted:
Lenovowasmoreleftearlyinthedaysandfamilycompositionisrelativelysmall.Sowebegantoemphasizethefamilyculturetwoyearsago.Therewillbeafixeddayeachmonth,leadingmembersoftheteamstandinginfrontofthecompanytomeetthestaff.YangletallLenovoemployeescallhimYuanQing.WhocalledpresidentYangwouldgetafineof100Yuan.Lenovostressedfamilycultureforatime.ResearchersattheInstitutefollowtheworkinSiliconValley,suchastheallocationofworkinghourscanbeontheirowndecision,casualdressintheofficeandsoon.Yangalsoproposedthatinthestaffbirthday,presentbirthdaycakeasthecompanyname;
evenonValentine'
sDayleteveryonegetofftodateearly.Familycultureisthecontentofbuildingcreativityinamorerelaxed,vibrantatmosphere.
SincethemomentthenewgenerationofYangtrulytookoverthefuturefromtheoldergenerationLiu,Lenovobeganitsnewjourney,whichisLenovo'
ssecondbusiness.Lenovonowadvocateentrepreneurialcultureonthebasisofcultureinthefamily.Inthefullsenseofpost-industrialdesignedLenovo'
snewbuildinginShenzhen,offices,elevators,cafeteriasandevenbathroomscanfindsmallbannerseverywhereassociatedwiththeentrepreneurialculture.YuanQingwanttoalwaysremindpeopletothinkthatleteveryonebacktogethertohaveaself-madespirittofacethecurrentcompetitiveenvironment.
snewentrepreneurialcultureispreciselyinlinewiththeprofoundsentimentwhichYangpoints:
Lenovotenyears,themostbasicthingwhichnevershouldbelost,isneversatisfied,keepmakingprogress,lookatthebig,loftygoals.Thereisagoal,thenalwaysanothergoal,whichisthekindofjumpingtoreach.朗读
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IftheLenovoculturewhichisfromanentrepreneurialculture,clientculturetostrictculture,familycultureisonbehalfofthecompany’scultureofpastandpresent,thentheculturewhichisabouttostartthebusinessisLenovo'
sfutureculture.Therefore,thecultureisLenovo'
scorecompetitiveness.TodayitistheculturethatcreatesLenovo.Lenovoisnotonlychangingtheirculturestepbystep,butalsocreatingtheirowncultureinanotherstep.InLenovo'
sculturalconstruction,Lenovohavelearnedinternationaladvancedenterpriseculture,andultimatelytheuniqueformationisformed.ThisisLenovo'
sbusinessmodelofculturaldevelopmentatdifferentstagesofdevelopmentandshowingadifferentorientation.Thedevelopmentofcorporateculturespiraledup.Ingeneral,thecompanycarriesouttheevolvingcorporateculturefromtheinnovation(firstbusiness)oriented,goal-oriented,rules-oriented,support-orientedandhighlevelofinnovation(secondbusiness)orientedandfinallyformtheformationofspiraltrend.
3Lenovo’schallenges
December2004,"
Lenovo"
tookoverIBMPCDivisionbyhugeamountsofmoneyofthecompany,whichcausedgreatshockandmarksthatLenovobegantowalktheroadofexport-orientedbythehelpof"
InternationalStrate
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