国际企业管理报告保洁和联想的战略研究全英文.docx

国际企业管理报告保洁和联想的战略研究全英文.docx

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国际企业管理报告保洁和联想的战略研究全英文

StrategiesofP&G,Lenovo

（InternationalBusinessReportofG04）

SchoolofEconomiesandManagement

ClassOneofBusinessAdministration

Members:

080105010001王源泽

080105010002王玉翠

080105010005皮丽莉

080105010022吕长帅

StrategiesofP&G,Lenovo

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.