of entering international market 联想企业进入国际市场策略分析

Lenovo's business strategy of entering internationalmarketIntroductionChoosingwhatkindofstrategytoentertheoverseasmarketisnotonlyimportanttothebusinesssuccessofaccessingtooverseasmarkets,butalsoimportanttothebusinesstofurtherdevelopandexpand.Thisinfluencesthecompany'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 CorporateCultureLenovo hasmade brilliantachievements andattractedworldwideattentioninthepast 20yearsintheterritoryofChina.Itisa charming legend ofChineseenterprises. ThenwhatisLenovo’ssecretofsuccess? Through thecourseofdevelopmentandtheunderstandingforLenovo business 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 the InstituteofComputerTechnology- thepredecessorcompany. Thisstageprimarilyusedtechnologyservices toaccumulatefunds through open market withitscompetitiveproducts. Thecorporatecultureof thisperiod mainlyrepresentedthatentrepreneurs developed thattheresearchersstood behindthecounter and madesomeLenovo rules,etcto explorethe managementofenterprisemanagement. Amongthem,the association putforward thatwewanttheresultsnot theprocess and thebenefitsnottheeffort.Themarket outlookincludedthequality islife,theuserisQueenandthe reputation isevenmoreexpensive thangold.2.1Liu'sbusinessandcustomercultureThecultureofLiu’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'sstrictnessandentrepreneurialcultureWhenthecompanyfirstgotintothebusinessandalong-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.Lenovo'snewentrepreneurialcultureispreciselyinlinewiththeprofoundsentimentwhichYangpoints:Lenovotenyears,themostbasicthingwhichnevershouldbelost,isneversatisfied,keepmakingprogress,lookatthebig,loftygoals.Thereisagoal,thenalwaysanothergoal,whichisthekindofjumpingtoreach.朗读显示对应的拉丁字符的拼音 字典-查看字典详细内容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’schallengesDecember2004,"Lenovo"tookoverIBMPCDivisionbyhugeamountsofmoneyofthecompany,whichcausedgreatshockandmarksthatLenovobegantowalktheroadofexport-orientedbythehelpof"InternationalStrategicAlliances".Lenovo'sinternationalroadfacescomplexinternationalmarket.Lenovoneedstobuildupitsowncomparativeadvantages.ThroughtheintegrationoftheIBMbrand,managementandchanneledge,itneedstoformauniquecompetitiveedge.BeijingDecember8,2004inBeijing,LenovoGroupannounceditgettheacquisitionofIBM'sglobalPCbusinessastotal1.25billion,includingbusinessdesktopandnotebookbusiness.Specifically,Lenovopaid1.25billion,including0.65billionincashand0.6billionstockcompositionofLenovo.TheChineseshareholder,LegendHoldingswillholdastakeofaround45%.IBMwillownabout18.5%oftheshares.Lenovoalsoannouncedahigh-levelchangeadjustment,IBMseniorvicepresidentStephen•WardwillserveasthenewLenovoCEOwhileYangwasnamedchairmanofthecompany.ContactthepreviousMarch26,2004,LenovosignedwiththeInternationalOlympicCommittee.Thesigningceremonythemeis:lettheworldthinkofChina.Lenovobecamethe6thOlympicPartner.Lenovo'sinternationaljourneyhasstartedlongtimeago.TheacquisitionisactuallytwoactsofITcooperationaboutChina-USstrategicpartnership.Lenovowillbechangedfrominternationalimport-orientedtoexport-orientedoftheroadthrough"internationalstrategicalliances“.FacingthenewchallengesoftheInterneteconomy,theneweraofLenovoisreadytostepforwardatthenewstrategies,newjourneyoftheoath-takingrally.AsYangwhoisthecoreleadershipsofthenewgenerationsaidthatthecultureandthenewLenovo'sstrategyisthefirstandforemosturgentproblem.Thenthroughthereviewofcorporateculturechanges,founderLiusaid,"Westernmanagementemphasizesstandardization.OrientalManagementstresseshuman,family,ormoreartisticmanagement.Lenovoshouldtakethestandardizedandscientificmanagementasthefoundation,andregulatewithhumanfeelingsandfamily.“‘Mainingredient’stillneedstobestandardized.”4InternationalmarketdevelopmentInternationalizationhasalwaysbeenagoalandstrategicobjectivesofLenovo.Raisingthe2001target,the2002TechnologyInnovationConference,April8,2003thenewassociation'sname,2008LenovosponsorsOlympicGames,beinganOlympicsponsorandtheLenovoacquisitionofIBMarealltacticalmeasuresfortheassociationInternational,whichhavebecomeanintegralpartofthisstrategicaction.ThisacquisitionisahistoricalpowerfulcombinationbetweenLenovoandIBM.LenovoisbullishonIBM'sinfluenceintheinternationalandexcellenttechniqueandmanagementresources.ModernMarketingtellsusthatifcompanieswanttoensuretheirsurvivalinthecompetition,andactivelyexplorethemarket,thebestwayistoseeksomenewmodeofcompetitioninordertoachieveco-existenceandcommondevelopmentgoals.Inanincreasinglycompetitiveinternationalmarket,theprinciplepursuedbythepreviouscompetitorsthatcompetitorsareenemiestoeachotherhasbecomeincreasinglyobsoletebusinessconceptsandisabandonedbypeople.Internationalstrategicallianceisjustanewmarketingorganizationhavingthefunctionofbothcompetitionandcooperation.World'sfourthlargestPCmakerLenovoGroupreleasedfiscalearnings2008/2009inthethirdquarter.UntilDecember31,2008inthethirdquarter,Lenovo'snetlossisupto$97,000,000.LenovoGroupmustacknowledgeitsremainingissuesandpositiveresponseinordertogetmorehealthyandstabledevelopmentinthecurrentglobalfinancialcrisissituation,andsustainingprocessofinternationalbusiness.TheprincipalanalystYeLeiofGartnerwhichisChina'sleadingmarketresearchfirminChinesehardwaremarketsaid2009isthekey.Lenovoisreadytofighttodefendagainstthewar.4.1MaturemarketsrecognitionoverseasTheglobalmarketisdividedintoemergingmarketsandmaturemarketbyLenovo.IntheUnitedStatesmaturemarket,themaincustomershaveanapprovalforThinkPadandThinkCentreproducts,whileLenovohasnoattractiveness.Therehasbeena"U.S.DepartmentofStateProcurementstorm"interpretedbytheindustryanalystsaslow-costsalesstrategyinChinaAmericanPsychologicalconflict.LenovoGroupformervicepresidentandchiefmarketingofficerDePuke•AdvanipointedoutthatLenovoisreallynotfullyinvolvedinalloveraboutsmallbusinessesintheU.S.market,inproduct,marketaccessandotheraspectsrelatedtothebrand.Hepointedoutactually"Itcontainsafullmarketopportunitiesinsideit."Asaresult,LenovowillbeinbroaderproductcoverageintheUnitedStates.ThemarketisnotjusttheThinkbrand,butalsofocusesonsmallbusinessusers.Onlythemultimediahomeusermarketisnotbeinginvolved.Therefore,inmaturemarketsrecognitionoverseas,onlytheLenovoGroupseizethisopportunityinthecompletemarket,itsinternationalbusinesscanbeprotected.4.2NewproductmarketopeningupInthebusinessstrategy,productstrategyforLenovoGroupInternationalTrade,wehavealreadyexplainedthatinthethirdquarteroffiscalyear2008/09,itishightimeforLenovotolaunchaNetbook.AtthattimeAsuswassellingnetbooks,butLenovoworriedaboutthatthenetbookwouldfailtokeepupthepaceofPCmarket.SoLenovooncehadanegativeattitudetowardsthemarket.Butwhenthenetbookstartedtoshowthemarket'searlygrowth,Lenovoisstillaattitudeofseeing.ItisthepositiveattitudethatletLenovoloseopportunitiesintheshoppingmall.AndmeanwhileitledtomissopportunitiestoavoidthecrisisforLenovo.Asmanymanufacturershavestartedenteringthenetbookmarket,Lenovofinallyreachedthemarket.SoseizetheopportunitytodevelopnewproductsforLenovolaterdaysinthemarketshouldbeagoodsuggestion.Ininternationalbusinesscourse,Lenovoshoulddodevelopnewproductstogetmoremarketshare,seizenewopportunitiesintimeandhaveakeeninsightintothemarket.4.3HumanResourcesTheaccumulationofhumanresourcesplaysakeyroleinbusinessgrowthforITCorporation.LenovohasbeenhiredformerIBMexecutiveStephenWard•MasthenewLenovo'sCEO,formerseniorvicepresidentofDellWilliam•J•AmelioaspresidentandCEO,formerpresidentofChinaDellMichaelDavidaspresidentofLenovoinAsiaPacificandLenovoseniorvicepresident.LenovoannouncedthatformerVicePresidentGerrySmithofDelltookoverLiuJun’spositionwhoistheoriginalseniorvicepresident.StakeholdersoncereckonedthatLenovowaschanginginto"Dell".AndifLenovotrulywantstobecomeasuccessfulinternationalentrepreneur,itmusthaveinternationaltalent,andthecouragetoreuseexperiencedpersonnelinordertohavetheopportunitytogainsurprise.FollowedbytheacquisitionofIBMPCD,theinternalassociationbreedsacultureofinertia.Itrepresentsmainlythattheweakperformanceininnovation,thenegativepromotionatbusinessmodelandthesetbacksforthePCmarketsensitive(suchasthenetbookmarketinthelatejudge).Lenovopersonnelinnovationincentivemechanismshouldbeestablished.Exceptinthemarketingmodel,staffmotivationandsuccessfulinnovationontheorganization,Lenovoshoulderadicatethecultureofinertiaofthestaffinthemostimportanttechnologicalinnovation.Soletitbeabusinessfullofvitalityandvigor.Therefore,intheinternationalbusiness,Lenovoshoulddotodealwithhumanresourcesissuesandopenupbetterinternationalbusiness.4.4EstablishmentofaglobalconsumerbusinessInannouncinglayoffs,restructuringandaseriesofheavynews,Lenovohasfinallystartedtobeatbacktothemarket:Inoneyear,Lenovowilllaunchednearly50consumercomputerproductsworldwide.Inthiscounter-attackwar,Chinaindisputablybecomesthemostimportantpiece.Itnotonlyprovidesasuccessfulmodelfortheglobalmarket,butalsostaysaheadofasituationgesturewhenmorepowerfulenemyarrivesto.Inthesystemofinternationalbusiness,LenovoGroupshouldhavetheabilitytoresumetheglobalsalesoperationsinordertoprotecttheintegrityoftheprocessofitsinternationalbusiness.5.AmoredevelopedstructureInordertoeffectivelycarryoutinternationalbusinessactivitiesandensurethestrategicgoalsofinternationalbusiness,LenovoGroupshouldestablishastrategyoftheorganizationandaformofcontrollingconsistentwithitsinternationalbusiness.Itshouldcontinuouslyimprovethemanagementoftheorganizationintheinternationalbusiness.Inrecentyears,LenovoGroupmakessomeappropriateadjustmentsintheorganizationalstructure.AndheadquartersmovetotheUnitedStatesfromBeijing.Butthepersonnelarrangements,informationflowingproblems,theeffectivemanagementofbusinessactivities,controllingandcoordinationproblems,thelevelofappropriatemanagement,therangeofmanagementissues,centralization,decentralizationandallocationofresponsibilitieshavealwaysimpactedontheenterprise'sinternationalbusinessresults.Theestablishmentoftransnationalnetworkstructurerepresentstheabilityforrapidresponseforthelocalenvironment.Anditisanewsolutionfortakingadvantageofglobaleconomiesscale,seekingplacesforcomplexneedssuchasthesuperiorityofglobalknowledgesources.ReferenceLenovo.2010,AnnualReportandFinancialStatements.Chen,F.,2001.ThestudyofglobalbusinessethicsinEastAsia:TaiwaneseenterprisesinIndonesiaastargets.  Omega,29(3),pp.221-231Emilia,R.&Sara,M.,2008.TheimpactofdifferentkindsofknowledgefortheinternationalizationprocessofBornGlobalsinthebiotechbusiness. JournalofWorldBusiness,43(2),pp.171-185Jarko,F.&Iikka,K.,2010.TheimpactoftheglobalfinancialcrisisonbusinesscyclesinAsianemergingeconomies.JournalofAsianEconomics,21(3),pp.293-303Jerry,B.&Tracy,D.,2005.StrategicActionatLenovo.OrganizationalDynamics,34(1),pp.89-102.Kevin,G.&Mark,U.,2003.Thebenefitsofairlineglobalalliances:anempiricalassessmentoftheperceptionsofbusinesstravelers.  TransportationResearchPartA:PolicyandPractice,37(6),pp.479-497Mika,G.&Manek,K.,2004.Bornglobals:howtoreachnewbusinessspacerapidly. InternationalBusinessReview,13(5),pp.555-571Ming,C.&Shih,W.,2010.Theuseofahybridfuzzy-Delphi-AHPapproachtodevelopglobalbusinessintelligenceforinformationservicefirms.  ExpertSystemswithApplications,37(11),pp.7394-7407Riku,L.Mika,G.,2007.Theglobalizationstrategiesofbusiness-to-businessbornglobalfirmsinthewirelesstechnologyindustry.IndustrialMarketingManagement,36(8),pp.1104-1117Robert,K.&Steve,W.,2002.Equityinnon-NorthAmericancontexts:Adaptingequitytheorytothenewglobalbusinessenvironment.  HumanResourceManagementReview,12(3),pp.405-418Saeed,S.,2008.Globalmarketingeffectivenessviaalliancesandelectroniccommerceinbusiness-to-businessmarkets .IndustrialMarketingManagement,37(1),pp.3-8.Salomão,A.&Rajan,N.,2009.Globalbusinesspartneringamongfamily-ownedenterprises. JournalofBusinessResearch,62(6),pp.667-672Sanjay,G.&Vicki,C.,2008.IntegratingtheglobalenterpriseusingSixSigma:BusinessprocessreengineeringatGeneralElectricWindEnergy.InternationalJournalofProductionEconomics,113(2),pp.914-927Susan,R.,2002.“Grand”corruptionandtheethicsofglobalbusiness.  JournalofBanking&Finance,26(9),pp.1889-1918