LENOVO COMPANY HISTORY Lenovo Group Limited is today the largest information technology enterprise in China and the third largest computer company in the world which is has an 8.6 per cent share of the PC market‚ after Hewlett-Packard at 15 per cent and Dell of the US at 16.8 per cent. During its first 20 years‚ Lenovo evolved from a small distributor of imported computers into China’s leading computer firm and in 2005‚ it purchased IBM’s division. Lenovo has been the market leader for seven consecutive
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Costs3. It has huge network‚ in around 38 countries so it works on Economies of Scale4. Acer’s aggressive price strategy‚ particularly suitable to a time of economic recession | Weakness | 1. Less prescence in B2B market when compared to Dell or Lenovo 2. It has limited product portfolio for midsize business 3. Market share growth is slow due to competition; Fake products/ imitations affects sales | Opportunity | 1. Economic downturn‚ which favours low-price products2. Growth of Mobile PCs in
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best g gy enable Lenovo to efficiently maximize its total brand portfolio equity‚ which had been driven p q y mainly by Asia market perceptions of innovation and quality‚ and minimize p q y potential brand dilution from relatively low Lenovo brand understanding throughout the rest of g g the world? Key Brands in the Portfolio Alternative Branding Strategies 1. 2. 3. 4. 4 5. Lenovo as the ‘master brand’ Focus only on sub-brands sub brands Lenovo Think-- synergy Product
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Lenovo: The Leading Chinese Computer Company Enters Global Competition Questions: 1- How did Lenovo make such a great change so quickly? Lenovo is a manufacturer of computers‚ tablets and smart phones. Its headquarters is located in Raleigh‚ North Carolina‚ United States‚ home of IBM ThinkPad group and in Beijing‚ China. It is also incorporated in Hong Kong. The company was founded in 1984 by a group of 11 engineers. In terms of weakness findings‚ Lenovo has shortcomings of late entry
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The report of Lenovo ’s marketing strategy Author:Zhaofei(20095137) Niuyue (20095132) Grade and class: 2009-7 Time:10th‚May‚2012 Submitted to: Professor Yu contents SUMMERY-----------------------------------------------------------3 BRIEF INTRODUCTION----------------------------------------3 FINDINGS-----------------------------------------------------------3
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Smartphone Business 1. Marketing channel for Lenovo computer business in China 1) Development of Lenovo computer’s marketing channel Phase 1: before 1994 Direct sellingPhase 2: 1994-1998 Agents and distributors Phase 3: 1998-2004 Intensive DistributionPhase 4: after 2005 Integrated Distribution In phase 4‚ Lenovo divided its computer business into two parts‚ Mode Trading for individual costumers and Mode Relationship for commercial clients. Lenovo clarified its integrated policy on channel
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Lenovo PESTLE Porters ’ five forces The founder was Michael Eugene Porter. He was a student of Harvard and invented its theory in 1979. Its 5 forces include: Competitors‚ Suppliers‚ New Entrants‚ Substitutes and Buyers. 5 Forces Introduction Lenovo In a continuously developing and changing society‚ a company faces a number of troubles and barriers. In order for a company to be successful‚ it needs to see outside its core. Taking a view of the external environment is crucial for the company to develop
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1. What is the staffing policy that Lenovo is pursuing? A: Staffing policy is concerned with the selection of employees for particular jobs. At one level‚ this involves selecting individual who have the skill required to do particular jobs. At another level‚ staffing policy can be a tool for developing and promoting the desired corporate culture of the firm. The goal was to transform Lenovo into a truly global corporation with a global workforce. Lenovo made an effort to create a firm that was neither
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Lenovo: Building a Global Brand 1. Why did IBM want to sell its PC business? Why did IBM sell to Lenovo? The reasons that IBM wanted to sell its PC business to Lenovo are: • • • To shed an unprofitable operation as the company saw the limitation and more competitors in the market. Selling its PC business to Lenovo would help them increase market share‚ especially in Asia. IBM shifted their business from producing PCs to concentrating on consulting service. Therefore‚ merging with another company
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Lenovo computers: east meets west 1. What national sources of competitive advantage might Lenovo draw from its Chinese base? What disadvantages derive from its Chinese base? To identify the main national sources of competitive advantage that Lenovo might derive from Chinese based‚ first we should look more closely to the economy as for the long run. We can notice that china is near to become a globalized economy so this was so helpful for china to become a market leader through a rapid expansion
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