1、联想企业进入国际市场策略分析英文版Lenovosbusinessstrategyofenteringinternational marketIntroductionChoosing what kind of strategy to enter the overseas market is not only important to the business success of accessing to overseas markets, but also important to the business to further develop and expand. This influen
2、ces the companys competitive position in the global market and international development pace. This management report is based on the related theory, companys advantages and the objectives of the international business company. Its aim is to put forward for Lenovo to enter the international market a
3、nd international business model design.1. Lenovo business backgroundLenovo was founded in 1984 by the CAS Institute and being invested 20 million Yuan. The founders are 11 scientific and technical people. And today Lenovo has grown into a diversified development large enterprise groups in the inform
4、ation industry. At the beginning, the turnover of the company is only 300 million. But the number was 1.1 billion in 1994 and 30 billion in 2004 in annual sales development. Todays Lenovo Group is Chinas leading IT Company. It is primarily engaged in the desktop computer, notebook computer and mobil
5、e phone devices and servers .It has developed into a diversified developmentcompany.Lenovo has been across two steps from its being set up: Before the 90s in the 20th century, Lenovo was mainly a trade-oriented enterprise. Survival is the main purpose; the second stage is the development of its own
6、brand in the later ten years. After 20 years development, Lenovo has been ranked first in Asia in the computer industry, dominating the Chinese market; the future of the space is the global market and global competition.2 LenovoCorporate CultureLenovohas madebrilliant achievementsand attracted world
7、wide attention in the past20 years in the territory of China. It is acharminglegendof Chinese enterprises.Then what is Lenovos secret of success?Throughthe course of development and the understanding for Lenovobusinessculture,we thinkthe success isbased ondifferent stages ofthe corporate cultureand
8、making the appropriate adjustments according to the situation. That is,withthetransition of the company time after time, that the culturalevolutionare carried outagain and again.Recalling thepast20 years, theassociationof 11peopleenterpriseshas developedas amajor internationalenterprise groups.Liuan
9、d 11othersstartedby20 millionto set uptheInstitute of Computer Technology -the predecessor company.This stage primarily used technology servicesto accumulate fundsthroughopenmarketwith its competitive products. The corporate culture ofthis periodmainly represented that entrepreneursdevelopedthat the
10、 researchers stoodbehind the counterandmade some Lenovorules, etc toexplore themanagement of enterprise management.Among them, theassociationput forwardthat we want the results notthe processandthe benefits not the effort. The marketoutlook included the qualityis life, the user is Queen and thereput
11、ationis even more expensivethan gold.2.1 Lius business and customer culture The culture of Lius period emphasized the pursuit of a strong executive. In 1984, Lenovo was set up in a square room of the Chinese Academy of Sciences. 11 staff started the business by 20 million invested by CAS Institute o
12、f Technology. What Lenovo face during this period is related to the competitive pressures of survival. They are full of determination to start business and full of the spirit to overcome all difficulties. At that time Lenovo often say that we should let 5% of possibility turn to 100% of reality. Thi
13、s is a very strong entrepreneurial culture shown in the environment at the time. In the view of Lius word being word, action being action which is executed firmly, the staffs have a very strong response. This will help Lenovo the target of customer-centric orientation at this time. Lenovo believes t
14、hat the customer is queen, and treating customers are going to face the cold ass. This reflects the association has strong customer awareness. From changing from scholarship to do the market, Lenovo began to understand what to be concerned about is what customers need, consider what products we shou
15、ld go for sale, consider how to control costs in order to earn money, consider creating our own brand. As a result, business sense builds up step by step Lenovo people often say that there is no master. It is ourselves lead us into the door of the market; At the same time, the most impressive cultur
16、al memories have to be realistic and enterprising spirit of the association, which requires people to have the spirit of down to earth and the realistic spirit of making progress. 2.2 Yangs strictness and entrepreneurial cultureWhen the company first got into the business and a long-term sustainable
17、 development objective shown in front of Lenovo, the corporate culture walks toward the rules-oriented. Lenovo people want precise and efficient rules, want everyone to be strict, serious, active and efficient. They put a lot of things into one workflow system to have specifications. They say obeyin
18、g the three principles of working, turning around the rule. The behavior of employees needs to be regulated, how to carry out the business needs norms, businesses management also needs to be regulated. Lenovo culture gets into a strict culture period. That strict culture as a management style appear
19、s at this time is conducive to the overall management level. The company promotes the strict accurate culture of this period which ensures the rapid development trend of Lenovos 1997-1999 three-year.When the company got more and more developed, more and more departments, Lenovo discovered that simpl
20、e strict culture is not conducive to focus on collaboration within the company. So this period Lenovo spoke more about team sense, telling us the truth that how to work in little company, how to be a man in large company. Meanwhile, the company advocated equality, trust, appreciation, affection of f
21、amily culture to make Lenovo a little more conducive to collaboration within the companys air. Family culture promoted mutual support, promoted mutual customer philosophy, implemented matrix management model, required the co-ordination between departments and levels and resource sharing, promoted eq
22、uality, trust, appreciation and affection. At this time the corporation culture began the transition that is guidance from the rules to the support. In 2000 Lenovo formally defined the support of family-oriented culture. Yang yuan qing is Called From the revered teacher, to the respected the manager
23、, now as Yuan Qing. Three such changes have been achieved for Chinas IT flagship corporation for 17 years after its setup. Yang admitted: Lenovo was more left early in the days and family composition is relatively small. So we began to emphasize the family culture two years ago. There will be a fixe
24、d day each month, leading members of the team standing in front of the company to meet the staff. Yang let all Lenovo employees call him Yuan Qing. Who called president Yang would get a fine of 100 Yuan. Lenovo stressed family culture for a time. Researchers at the Institute follow the work in Silic
25、on Valley, such as the allocation of working hours can be on their own decision, casual dress in the office and so on. Yang also proposed that in the staff birthday, present birthday cake as the company name; even on Valentines Day let everyone get off to date early. Family culture is the content of
26、 building creativity in a more relaxed, vibrant atmosphere.Since the moment the new generation of Yang truly took over the future from the older generation Liu, Lenovo began its new journey, which is Lenovos second business. Lenovo now advocate entrepreneurial culture on the basis of culture in the
27、family. In the full sense of post-industrial designed Lenovos new building in Shenzhen, offices, elevators, cafeterias and even bathrooms can find small banners everywhere associated with the entrepreneurial culture. Yuan Qing want to always remind people to think that let everyone back together to
28、have a self-made spirit to face the current competitive environment.Lenovos new entrepreneurial culture is precisely in line with the profound sentiment which Yang points: Lenovo ten years, the most basic thing which never should be lost, is never satisfied, keep making progress, look at the big, lo
29、fty goals. There is a goal, then always another goal, which is the kind of jumping to reach.朗读显示对应的拉丁字符的拼音字典 - 查看字典详细内容If the Lenovo culture which is from an entrepreneurial culture, client culture to strict culture, family culture is on behalf of the companys culture of past and present, then the c
30、ulture which is about to start the business is Lenovos future culture. Therefore, the culture is Lenovos core competitiveness. Today it is the culture that creates Lenovo. Lenovo is not only changing their culture step by step, but also creating their own culture in another step. In Lenovos cultural
31、 construction, Lenovo have learned international advanced enterprise culture, and ultimately the unique formation is formed. This is Lenovos business model of cultural development at different stages of development and showing a different orientation. The development of corporate culture spiraled up
32、. In general, the company carries out the evolving corporate culture from the innovation (first business) oriented, goal-oriented, rules-oriented, support-oriented and high level of innovation (second business) oriented and finally form the formation of spiral trend.3 Lenovos challengesDecember 2004, Lenovo took over IBM PC Division by huge amounts of money of the company, which caused great shock and marks that Lenovo began to walk the road of export-oriented by the help of International Strategic Alliances. Lenovos international roa
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