联想企业进入国际市场策略分析英文版doc 11页.docx

1、联想企业进入国际市场策略分析英文版doc 11页联想企业进入国际市场策略分析(英文版)(doc 11页)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 furth

2、er develop and expand. This influences 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

3、to enter the international market and 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 la

4、rge enterprise groups in the information 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 co

5、mputer, notebook computer and mobile 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 s

6、tage is the development of its own 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 madebrilli

7、ant achievementsand attracted worldwide 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

8、 stages ofthe corporate cultureand 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 i

9、nternationalenterprise groups.Liuand 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

10、that entrepreneursdevelopedthat the 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 l

11、ife, the user is Queen and thereputationis 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

12、million invested by CAS Institute of 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 possi

13、bility turn to 100% of reality. This 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 orientat

14、ion at this time. Lenovo believes that 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 n

15、eed, consider what products we should 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 sa

16、me time, the most impressive cultural 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 b

17、usiness and a long-term sustainable 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 h

18、ave specifications. They say obeying 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 c

19、ulture as a management style appears 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 depart

20、ments, Lenovo discovered that simple 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,

21、trust, appreciation, affection of family 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 level

22、s and resource sharing, promoted equality, 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 te

23、acher, to the respected the manager, 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

24、two years ago. There will be a fixed 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

25、 Institute follow the work in Silicon 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 earl

26、y. Family culture is the content of 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 cult

27、ure on the basis of culture in the 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

28、that let everyone back together to 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 m

29、aking progress, look at the big, lofty 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 cult

30、ure of past and present, then the culture 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 i

31、n another step. In Lenovos cultural 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 developme

32、nt of corporate culture spiraled up. 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 Strate