Internal and external analysis of Lenovo
Internal and external analysis of Lenovo
Group members:
content
1
1. Introduction
This report will analyze the business strategic management of Lenovo Company. Firstly, it briefly presents the business model of Lenovo. Secondly, the report will focus on internal and external environment of Lenovo, expounds business and operations strategy of Lenovo. Thirdly, it analyzes the strategic choice and strategy implementation. Then, it focuses on key features that how to choice strategic and factors to achieve successful implementation. Finally, it gives a brief summary of this report.
1.1 Background of Lenovo
Lenovo Group was established in 1984, today it has grown to become a large enterprise groups which has diversified development in the information industry (Chuan, 2007). Now Lenovo is consist of the original Lenovo Group and the former IBM PC Division. Lenovo uses innovation, high-efficiency and customer satisfaction as its business model, devotes itself to create excellent PC, as well as invests in emerging markets (Liua & Trevor, 2009). As one of the leaders in the global PC market, Lenovo develops and produces computer, sell the most reliable, secure and easy-to-use technology products, provides professional services to help global customers and partners to succeed. Lenovo Group is headquartered in New York, USA, at the same time, it established two main operations center in Beijing, China and the North Carolina, Raleigh, United States, and it also established two major research centers in Japan and China (ibid). Currently Lenovo has more than 19,000 employees all over the world. Lenovo has worldwide selling network in PC market. In March 2004, it was ranking the second biggest PC companies in the world (ibid).
1.2 Products of Lenovo
Lenovo is becoming the second largest PC maker in the world after its acquisition of IBM's personal computer business in 2005 (Chuan, 2007). The main productions of Lenovo are the ThinkPad line and the IdeaPad line
Group members:
content
1
1. Introduction
This report will analyze the business strategic management of Lenovo Company. Firstly, it briefly presents the business model of Lenovo. Secondly, the report will focus on internal and external environment of Lenovo, expounds business and operations strategy of Lenovo. Thirdly, it analyzes the strategic choice and strategy implementation. Then, it focuses on key features that how to choice strategic and factors to achieve successful implementation. Finally, it gives a brief summary of this report.
1.1 Background of Lenovo
Lenovo Group was established in 1984, today it has grown to become a large enterprise groups which has diversified development in the information industry (Chuan, 2007). Now Lenovo is consist of the original Lenovo Group and the former IBM PC Division. Lenovo uses innovation, high-efficiency and customer satisfaction as its business model, devotes itself to create excellent PC, as well as invests in emerging markets (Liua & Trevor, 2009). As one of the leaders in the global PC market, Lenovo develops and produces computer, sell the most reliable, secure and easy-to-use technology products, provides professional services to help global customers and partners to succeed. Lenovo Group is headquartered in New York, USA, at the same time, it established two main operations center in Beijing, China and the North Carolina, Raleigh, United States, and it also established two major research centers in Japan and China (ibid). Currently Lenovo has more than 19,000 employees all over the world. Lenovo has worldwide selling network in PC market. In March 2004, it was ranking the second biggest PC companies in the world (ibid).
1.2 Products of Lenovo
Lenovo is becoming the second largest PC maker in the world after its acquisition of IBM's personal computer business in 2005 (Chuan, 2007). The main productions of Lenovo are the ThinkPad line and the IdeaPad line
References: Chuan Zhi Liu (2007),Lenovo: An Example of Globalization of Chinese Enterprises, Journal of International Business Studies, p573-577 Henry, A. (2008). Understanding Strategic Management. Published by Oxford University Press. Hitt, M, Hoskisson, R & Ireland, R. (2003). Strategic Management: Competitiveness and Globalization: Concepts & Cases. Published by South-Western. SMICK, D., 2012. The Politics of the Eurozone Crisis. International Economy, 26(1), pp. 28-33. Brooks, I & Weatherston, J BIEDIGER, J., DECICCO, T., GREEN, T., HOFFMAN, G., LEI, D., MAHADEVAN, K., OJEDA, J., SLOCUM, J. and WARD, K., 2005. Strategic Action at Lenovo. Organizational dynamics, 34(1), pp. 89-102. CAULFIELD, B., 2012 GONELA, S.K., 2009. Acer vs. Lenovo: Asian Brands ' Global Ambitions. IUP Publications. HANDLEY, L., 2011 QUELCH, J.A., 2006. Lenovo: Building a Global Brand. SAVITZ, E., 2011. PC Sales Grew 3.2% In Q3, Gartner Says; Lenovo Now #2 Vendor. Forbes.com, , pp. 28-28. Ansoff, H Kathleen M Eisenhardt.(1990). Speed and Strategic Choice: How Managers Accelerate Decision Making. Published by calofornia management review. James W.Fredrickon. (1986). The strategic decision process and organizational structure. Published by Columbia University. Mike W Tailan Chi. (2006). Trading in strategic resources: necessary condition, transaction cost problems, and choice of exchange structure. Published by John Wiley & Sons, Ltd. Bill birnhaum, (2009), Strategy implementation six supporting factors: http://www.birnbaumassociates.com/strategy-implementation.htm John G. Spooner, (2004), IBM sells PC group to Lenovo: http://news.cnet.com/IBM-sells-PC-group-to-Lenovo/2100-1042_3-5482284.html DEFFREE, S., 2007. Lenovo continues push toward Europe PC market, announces Poland manufacturing site. Electronic News (10616624), 53(49), pp. 7-7. JOHNSON, G Philip Kotler, (2003), Marketing Insights from A to Z: 80 Concepts Every Manager Needs to Know. Lenovo and AsiaInfo in strategic alliance, (2004). Information from: http://www.lenovo.com/news/sg/en/2005/04/asia_info.html