国际企业管理报告保洁和联想的战略研究全英文Word文档格式.docx
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080105010001王源泽
080105010002王玉翠
080105010005皮丽莉
080105010022吕长帅
PartⅠEvolutionofStrategyatP&
G
Accordingtothearticleonpage281,wealsosearchedsomeinformationaboutP&
G,wesummarizetheanswersforthegivingquestions,andthosefollowingsentencesaresummariesforthem.
1.WhatisthestrategyadoptedbyP&
Gfromitsfirstenteringforeignmarketstothebeginningof1990s?
★
TheychooseINTERNATIONALSTRATEGY.
Historically,therearelowcostpressuresandlowpressuresforlocalresponsiveness,thestrategyatP&
Dwaswellestablished,thecompanydevelopednewproductsinCicinnati(辛辛提那R&
Dcenter)andthenreliedonforeignsubsidiariestomanufacture,market,anddistributethoseproductsindifferentnations.Theforeignsubsidiarieshadtheirownproductionfacilitiesandtailoredthepackaging,brandname,andmarketingmessagetolocaltasteandpreference.Thefeatureofthistypeofstrategyisasfollows,
Theinternationalstrategyinvolvestakingproductsfirstproducedforthedomesticmarketandthensellingtheminternationallywithonlyminimallocalcustomization.
2.Whydidtheearlystrategybecomeimpracticalin1990s?
?
Bythe1990s,however,profitgrowthwasslowing.TheessenceoftheproblemliesinthatP&
G’scostsweretoohighbecauseofextensiveduplicationofmanufacturing,marketing,andadministrativefacilitiesindifferentnationalsubsidiaries.
Indetail,theduplicationmadesenseintheworldofthe1960swhennationalmarketsweresegmentedfromeachotherbybarrierstocross-bordertrade.
Bythe1980s,thebarrierswerefallingrapidlyworldwide,theemergingretailerssuchasWal-Mart,TescoweredemandingpricesdiscountsfromP&
G.
Untilthe1990s,P&
Ghavetotakesomemeasurestocutdownthecostsandrealizeeconomiesofscale.Forexample,layoffemployees,concentratedproductioninfewerplants.
3.WhatisthestrategythatunderP&
G'
sconsideration?
Andwhataretheprosandconsofthestrategy?
Withtimegoing,thecostpressuresandpressuresforlocalresponsivenesswereintense.NowP&
GadoptedTRANSACTIONALSTRATEGY,itlauncheditssecondreorganization,thefamous“organization2005”,thegoalwastotransformP&
Gintoatrulyglobalcompany.Indetail,P&
Gformedupwith4unitsbasedongeographiesbefore,nowittoreupitsoldorganizationwhichwasbasedonsevenself-containedglobalbusinessunits,rangingfrombabycaretofoodproducts(形成基于产品线的七个全球性经营单位).
Thepros:
1.Usuallyeverybrandhasitsownmanager,callingbrandmanager,thusgivingmanagersmorerightstomakedecisionandstimulatingmanagerstoworkharder.
2.Thestrategybasedonbrandalsoimpelsinformationtobesharedanddistributionchannelswhensellingsimilarproducts.
3.Thestrategyenlargesandincreasesthestepsofinnovation,thecycleofR&
Dreducedfrom3yearsto18months.
4.Achievelowcoststhroughlocationeconomies,economiesofscale,andlearningeffects.Theannualcostsavingswereestimatedtobe$800millionwhichcanbeusedtocutpricesandincreasemarketingspendinginanefforttogainmarketshare,andthusfurtherlowercosts.
5.Bureaucratism(官僚主义)hasbeenlessandcoordinationplayedgreatroletogainteammorale.
Thecons:
1.Becauseoftheamazingspeedofevolution,justasbreakingdownanoriginalbalancedblock,thestrategydidn’tsmiletotheend.Toomuchincreasingchangeshavebeenoutofcontrol,theymademostemployeesupsetandfrightenedtobelaidoff,moraledecreased,whichseriouslyinfluencedtheperformanceandqualityofproducts.
2.Thestrategyneedstoconsidermuchmorefactorsinglobalmarket,thatmeansoneproductshouldmeetsandadaptstomanyothercountries’needs,butnotonlythecountrywheretheproductdeveloped.Sothebrandmanager’spressureisquiteheavy,anditalsotakeslargeamountoftimeandmoneytocorporationandcoordination.
PartⅡStrategyatLenovo
Taskdescription
globalEDGETM:
Supposeasanotebookmanufacturer,LenovowantstotaketheadvantageofexpansionopportunityinEastEurope.Toachievepurpose—theeconomyofscale,themanagementlevelfocusonthestrategy—withlittlelocalresponsiveness.SelectacountyinEastEuropeanddrawanimplementationdrafttoexplainthatthestandardizationisimpracticalandlocalresponsivenessisimportant.
Lenovo'
sBackground
LenovoisheadquarteredinNewYork,meanwhiletwomainoperationcentersaresetupinBeijing,ChinaandtheUnitedStates.ThroughLenovo'
sownsalesorganization,Lenovo’sbusinesspartnersandallianceswithIBM,thenewLenovo'
ssalesnetworkcoveredtheglobe.
Internationalexpansioncangiveacompanymanyopportunities,justlikeexpandingthemarket,realizinglocationeconomies,realizinggreatercosteconomiesfromexperienceeffectsandsoon.
Asaresult,high-levelmanagershasdecidedtotaketheadvantagesofexpansionopportunitytoentertheEastEuropeemergingmarketsandgrabPCmarketshareimmediatelyatthefirstplaceofall.
Asweallknew,thecompanyhasofficiallyenteredthePolishmarketin2006,so,whydowechoosePoland?
1.Excellentgeographicallocation.
PolandisabridgeandahubforEastandWestEurope,whichisrichinnaturalresourcesandhaswell-trainedandcheapquantityoflabors.
2.Hugemarketanddevelopmentprospects
BeforeWorldWarII,Poland'
sindustrialbasewasconcentratedonthecoal,chemical,machinery,iron,andsteelsectors.Todayitextendstomotorvehicles,petrochemicals,machinetools,electricalmachinery,andelectronics.
PolishtradeisdominatedbytheEU--over80%ofitsimportsandexportscomefromorgotoEUmemberstates.Poland,amemberoftheWorldTradeOrganization(WTO)andtheEuropeanUnion,appliestheEU'
scommonexternaltarifftogoodsfromothercountries.
AfterjoininginNATO(北约组织),capitalinvestors,especiallylong-terminvestors,haveamoresecureandlowriskofnon-economicprotection,whichreducedthepoliticalinstability.
WhileforeigntradeisanimportantpartofthePolisheconomy,PolandremainsmuchlesstradedependentthanitsCentralEuropeanneighbors.
Strongeconomicgrowthpotential,alargedomesticmarket,tariff-freeaccesstotheEU,andpoliticalstabilityarethetopreasonswhyLenovochoosetodobusinessinPoland.
Fromtheaboveanalysis,weknowthatPolishmarketisamarketwithalotofspecialcharacteristics.Initiallywefocusonthestrategy—withlittlelocalresponsivenesstoenterthePolishmarket.However,afterinvestigationandanalysis,wefoundthatadaptationtolocalconditionsisverycritical.
1.Lowerlevelofconsumption,lowpenetrationmarket,hugegrowthpotential,forlow-endmarket
LenovoinChinaandtheglobalhigh-endcommercialmarketisstillaheadofthecompetitionandcontinuetogainmarketshare.Therefore,theexperienceofhigh-endmarketisnotfeasibletouseinPoland.
2.SpecialdistributionchannelsinPoland
Lenovoshouldstrengthencooperation,inmaturePCmarkets,electronicproductsandlargeretailersmarket.Stepintothemainstreamchannelsandstores,whileonlineretailsalesstrengthening,sellthemthroughtheWeb-tell.
3.Quickaction
YangYuanqing,theCEOofLenovo,saidthatthemostimportantfeaturesofITindustryisthatitsvariouschangingtechnical,priceandproduct,ifyouwanttowin,wemustadapttothesechanges.Wemustmovefasterthananyofourcompetitors.
Thisrequiresustorespondquicklytoregionalunsuited.
4.Electronicproductsareone-timepurchase,whichhasthecharacteristicsofindividualconsumption.TheconsumersofPCpursueforcomputerscharacterizedbypersonalityandnovelty,whichrequiresustobeclosetolocalpreferencesandthisalsorequiresthatproductsandservicesshouldberesponsivenessandhighquality.
Furthermore,PolishgovernmentstronglysupportforeignenterprisestoenterthePolishmarket,theysetupanumberofrelateddepartments.Forexample:
InvestmentOffers
ThePolishInformationandForeignInvestmentAgencyisaGovernmentagencywhosemissionistocontributetoeconomicgrowthbyincreasingtheinflowofdirectforeigninvestmentsintoPolandandpromotePolandasanattractiveplaceforcapitalinvestments.
RegionalInvestorAssistanceCenters(IAC)
ThemaingoalfortheIACoperationsistoensurethecompleteservicetotheinvestorsatahighlevel.Thecentersdevotedtoinvestmentprojectsandprovideanindependentservicetoinvestorswhoreporttothemdirectly.
Attheend,wecandrawaconclusionthatfortheemergingmarket,asimpleglobalstandardizationstrategyarelackedofrelatedeconomiesofscale,learningeffectstoacquire,andasimplelocalizationstrategyisfacingwiththecompetitivepressuresforhighcost.Somaybethetransnationalstrategyisagoodchoice.