联想企业进入国际市场策略分析英文版.docx

联想企业进入国际市场策略分析英文版.docx

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联想企业进入国际市场策略分析英文版

Lenovo's business strategy of entering internationalmarket

Introduction

Choosingwhatkindofstrategytoentertheoverseasmarketisnotonlyimportanttothebusinesssuccessofaccessingtooverseasmarkets,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 CorporateCulture

Lenovo 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'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.

Lenovo'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"InternationalStrategicAlliances".Lenovo'sinternational