联想集团-全球化战略共29页文档
略论联想公司的全球化战略
略论联想公司的全球化战略对联想的好感源于2006年我家购买联想家悦时。
那时，电脑刚刚装好，我在很费力地研究里面的软件。
那款“联想100分”怎么也用不了，于是我打电话去客服中心询问，那时我用电脑还没多久，客服人员与我又不是面对面，沟通自然相当麻烦，然而，那位客服人员的耐心超乎我的想象，那通电话煲了多久我记不清了，我只记得他的态度至始至终都是那么好，电话后给他打分时我很满意地给了他最好的那个评价。
使用过程中，电脑一出问题我们就会把他送到联想维修点，尽管出的大都是些小问题，但维修人员仍很认真地对待。
其他细节无庸赘述，一句话，联想为我提供了超出我的预期的服务！据此，我认为，联想并购IBM全球PC业务的成功应该是理所当然的。
2007年11月，联想财报显示第二季度营收高达44亿美元，营业额增长20%，电脑销量同比增长23%，高于行业15.7%的平均增长水平。
在重头的笔记本市场上，联想发货量同比增长了42%。
《纽约时报》甚至使用“联想利润暴涨”这样的言辞来形容这种增长势头。
至此，联想连续三个季度在全球各区域、各业务实现全面赢利。
联想集团董事会主席杨元庆表示：“并购两年来，通过制定正确的战略和有力的执行，联想的业绩开始呈现可喜的增长势头。
联想已经成功地完成了整合过渡阶段，这个并购可以被看作是一个成功的并购。
”这标志着中国企业海外并购第一案——联想并购IBM全球PC业务取得初步成功。
联想成为中国企业国际化大潮中一道值得观赏和期待的风景。
全球五大战略驱动了联想的前进车轮; 拓展交易型业务模式，驱动全球消费业务；提升供应链效率，优化全球资源配置；依托全球研发资源，持续创新；体育营销，打造全球品牌；整合核心价值观，塑造联想新文化。
其中，我最欣赏的，是联想的“拓展交易型业务模式，驱动全球消费业务”。
在并购之后，联想发现在全球PC领域中，以大企业客户为主的关系型业务大约占30%，而以中小型企业和个人消费客户为主的交易型业务大约占70%。
联想国际化战略PPT参考课件
潜在 入侵者
新进入者的威胁
供方讨价
供应商 还价能力
行业竞争对手 现有竞争对手
买方讨价 还价能力
买方
替代产品或替代服务的威胁
替代品 生产商
2021/3/10
授课：XXX
8
消费者购买特征分析
❖ 一、顾客的讨价还价能力 对于低价品，顾客讨价还价能力越强，就如中国国产电脑，薄利多销，以
价格作为竞争优势。对于高价品，顾客讨价还价能力弱，多为价格的接受者 ，但会在性能满意度等其他方面进行改进。
投资策略-海外并购
品牌策略-从中国品牌到 国际品牌的整合
2021/3/10
Lenovo
营销策略-国际营销
授课：XXX
10
国际化战略的定义
❖ 企业的国际化战略是公司在国际化经营过程中的发展规划，是跨国公司 为了把公司的成长纳入有序轨道，不断增强企业的竞争实力和环境适应
。 性而制定的一系列决策的总称
2021/3/10
第三、联想决定在业界树立联想鲜明的品牌形象从LEGEND到LENOVO发布新标识和提 炼品牌内涵。
2021/3/10
授课：XXX
6
企业竞争概况
行业新加入者的威胁 行业内竞争 替代品 供应商讨价还价的能力：顾客的讨价还价能力
顾客的购买行为和特性分析
联想集团战略分析报告
战略管理课程设计题目：联想集团战略分析报告系 别：学 生 姓 名：专 业：班 级：学 号：___成 绩：摘要 (4)第一章联想集团概要 (5)第一节联想集团简介 (5)第二节联想集团的发展问题分析 (7)第二章联想集团外部环境分析 (10)第一节宏观环境分析 (10)第二节行业环境分析 (11)第三节外部因素：机会与威胁 (14)第三章联想集团内部环境分析 (16)第一节经营能力分析 (16)第二节技术能力分析 (16)第三节营销能力分析 (16)第四节生产能力分析 (17)第五节财务能力分析 (17)第六节内部因素评价矩阵 (18)第四章备选方案的提出与评价 (19)第一节SWOT分析 (19)第二节战略备选方案 (20)第三节建议的战略方案 (21)第五章联想发展战略建议 (23)第一节总体战略 (23)第二节发展战略 (24)第三节职能战略--产品战略 (25)第六章战略实施建议 (26)总结： (27)参考文献： (27)摘要本次规划着重研究了联想公司面临的主要经营问题，特别是对联想公司集中化和国际化战略进行了深入的研究。
本次规划采取了理论与实证相结合的研究方法，特别是采集了公司近几年来相关的市场信息、经营信息等，作了相关的分析，得出了相应的对策和规划。
此报告我们重点进行了项目的基础性工作和战略研究工作。
1．项目基础性工作。
我们对联想公司当前面临的外部条件，从宏观环境、市场状况、国际环境、行业特征等方面进行了研究；对联想公司的内部因素，从经营能力、生产能力、研发能力、财务能力等多个方面进行了分析；进而从总体上把握了联想公司在国内国际IT市场中的地位和优劣势，为联想公司战略的制定找准了明确的定位。
2．战略制定工作。
在基础性工作的相关信息支持下，我们提出，在今后的四年内，联想应以集中化和国际化为战略核心，专注于个人电脑业，加强市场营销能力建设，暂缓盈利能力不强、市场尚不规范的的网站和信息管理咨询业，利用已有的销售渠道继续深挖个人电脑终端市场。
联想集团三年规划战略综述PPT32页
企业IT
QDI
69%
55%
52%
111%
50%
46%
42%
64%
36%
39%
42%
45%
152%
158%
122%
NA
242%
61%
NA
73%
103%
109%
NA
170*
277*
400*
600*
* 总销售额数量已抵消内部交易
NA
2000-2003 CAGR
目录
联想使命和远景目标集团总体战略集团财务目标集团组织结构
在综合分析基础上，确立六大业务群：
未来总体战略第二方面----业务发展战略（3要点）
公司
业务群
消费者IT
企业IT
手持设备
IT服务
信息运营
部件/合同制造
未来总体战略第三方面----能力建设战略（3要点）
5.竞争力保障体系建设战略（要点1） ： 在公司层面建立竞争力保障体系，并确保该体系能被各业务群 所继承和发展 在不断培育和总结各增值链关键能力的基础上，从管理思想、管理体制、 组织结构和人力资源等方面建立竞争力保障体系，并通过机制保障成功地 将它传输到各业务群,确保公司核心竞争力能被各业务群所继承和发展。
审计
欧洲区
……
战略
北大京厂
惠阳一、二厂
上海厂
总裁室
。。。美洲区欧洲区
西南区华中区华北区西北区 东北区
惠阳分部上海分部深圳分部香港分部
区域发展部
企业IT
IT服务
手持设备
信息服务事业部
信息运营
消费IT
投资公司
QDI事业部
联想集团中国电脑制造商的全球扩张
联想集团中国电脑制造商的全球扩张随着全球经济的发展和科技的进步，中国企业正积极寻求全球化扩张的机会。
联想集团作为中国最大的电脑制造商之一，也已经开始了全球范围的扩张，进一步巩固了其在电脑行业的地位。
本文将深入探讨联想集团在中国电脑制造业的全球扩张策略以及其带来的影响。
一、联想集团的全球扩张背景中国作为全球制造业的重要中心和全球最大的劳动力市场，吸引了许多国际企业的注意。
联想集团作为中国电脑制造业的龙头企业，自然不会错过这个发展机遇。
全球扩张是联想集团长期发展战略的重要组成部分，旨在进一步提升公司的市场份额和全球影响力。
二、联想集团的全球扩张战略1.多元化产品线的布局联想集团通过不断扩展和优化产品线，满足了不同市场不同消费者的需求。
从个人电脑到笔记本电脑、平板电脑和智能手机，联想集团通过多元化的产品线来占领全球市场份额，并与竞争对手展开有力竞争。
2.全球产业链整合与布局联想集团通过全球产业链的整合和布局，实现了从研发、生产到销售和售后服务的全面覆盖。
在全球范围内建立了多个生产基地和研发中心，发挥了各个地区的优势，提高了产品的竞争力和市场响应能力。
3.通过并购扩大市场份额联想集团通过积极的并购活动，不断扩大其在全球市场的份额。
例如，2014年联想集团收购了摩托罗拉移动，将其推向了智能手机市场的前沿。
这一战略性收购不仅扩大了联想在全球智能手机市场的市场份额，还为联想带来了摩托罗拉品牌的知名度和技术实力。
三、联想集团全球扩张的影响1.提高品牌知名度联想集团通过全球扩张，成功提高了品牌知名度。
联想的品牌形象已经得到了全球消费者的认可，并成为世界领先的电脑品牌之一。
2.加强技术创新能力联想集团通过全球化扩张，不仅能够接触到全球各地的市场需求，还能够吸收全球各地的优秀人才和先进技术。
这极大地促进了联想的技术创新能力，使其能够满足不同市场的需求并保持竞争优势。
3.促进经济发展和就业机会随着联想在全球范围内的扩张，公司的规模不断增大，直接带动了相关产业的发展，提供了大量的就业机会，促进了地方经济的发展。
联想集团公司的国际化战略
《战略管理》课程结课论文——关于对联想集团国际化战略的思考姓名：***班级：12会计5班学号: 142012年6月24日关于对联想集团国际化战略的思考摘要：全国经济迅猛发展，各国企业联系紧密，世界市场趋于完善，国际化成为经济发展总趋势。
以联想企业为例，重点介绍了联想公司从中国企业到国际化企业的经历和战略选择，对联想公司采取的国际化重点战略投资战略、品牌战略、营销战略进行了大量取证和细致的研究，分析了联想公司化战略所产生的效果，以及联想的国际化战略给中国企业带来的启示。
关键词：联想、国际化战略、分析、启示一、企业国际化战略概述国际化战略是企业产品与服务在本土之外的发展战略。
随着企业实力的不断壮大以及国内市场的逐渐饱和，有远见的企业家们开始把目光投向中国本土以外的全球海外市场。
企业的国际化战略是公司在国际化经营过程中的发展规划，是跨国公司为了把公司的成长纳入有序轨道，不断增强企业的竞争实力和环境适应性而制定的一系列决策的总称。
企业的国际化战略将在很大程度上影响企业国际化进程，决定企业国际化的未来发展态势。
二、联想公司采取的国际化战略分析(一)联想公司概述联想集团是1984年中科院计算所投资20万元人民币，由11名科技人员创办，是一家在信息产业内多元化发展的大型企业集团，富有创新性的国际化的科技公司。
从1996年开始，联想电脑销量一直位居中国国内市场首位；联想在2005年5月完成对IBM个人电脑事业部的收购，迈出了国际化最重要的一步，这两家有着相同梦想的公司在联想的名下携起手来，这标志着新联想的诞生；2013年，联想电脑销售量升居世界第一，成为全球最大的PC生产厂商，并荣获中国品牌价值研究院、中央国情调查委员会、焦点中国网联合发布的2013年度中国品牌500强、全球企业第329强。
自2014年4月1日起，联想集团成立了四个新的、相对独立的业务集团，分别是PC业务集团、移动业务集团、企业级业务集团、云服务业务集团。
浅谈联想集团的国际化战略【范本模板】
北京科技大学远程与成人教育学院毕业作业题目:浅谈联想集团的国际化战略分校：年级:学号:姓名:指导教师:目录摘要与关键词 (1)一、简介 (2)二、国际化战略 (2)(一）企业国际化战略概述 (2)（二）联想集团的国际化战略 (2)1.投资战略 (3)2.品牌战略 (3)3.营销战略 (4)(三）联想公司国际化战略效果分析 (4)1。
国际化战略给联想公司带来的收益 (4)2. 国际化战略对联想公司的不利影响 (4)三、联想公司带给中国企业的经验与启示 (5)(一）中国企业采取国际化战略的重要意义 (5)1。
“管理三要素”为保障联想国际化成功发挥的重大作用 (5)2。
跨国并购的成功经验 (6)（二）通过联想公司看中国企业国际化时要遵循的原则 (6)1。
立足中国市场原则 (6)2。
战略突破为原则 (7)3。
立足企业能力的原则 (7)四、参考文献 (7)[摘要]近年来由于“经济全球化”的影响,企业国际化是大势所趋。
企业国际化是公司在国际化经营过程中的发展规划，是跨国公司为了把公司的成长纳入有序轨道，来增强其竞争力和环境适应性而制定的一系列决策的总称。
本文重点介绍了联想公司从中国企业到国际化企业的经历和战略选择，对联想公司采取的国际化重点战略进行研究，分析了联想公司化战略所产生的效果，以及它给中国企业带来的启示[关键词］联想;国际化战略浅谈联想集团的国际化战略一、简介联想集团是1984年中科院计算所投资20万元人民币，由11名科技人员创办，是一家在信息产业内多元化发展的大型企业集团，富有创新性的国际化的科技公司.从1996年开始,联想电脑销量一直位居中国国内市场首位；2004年，联想集团收购IBM PC（Personal computer，个人电脑）事业部；2013年，联想电脑销售量升居世界第一，成为全球最大的PC生产厂商。
2014年10月，联想集团宣布了该公司已经完成对摩托罗拉移动的收购.作为全球电脑市场的领导企业，联想从事开发、制造并销售可靠的、安全易用的技术产品及优质专业的服务，帮助全球客户和合作伙伴取得成功。
联想的国际化战略-英文-lenovo's-international-strategy
Lenovo’s International Strategy Step 1:Abstract:In the 21st century, the globalization has become an unconvertible objective reality and “global thinking, global acting ”has already been a rule for multinational companies to observe. For most Chinese companies that have been or is going to be international companies, there is only one way to become a “visionary company”and gain lasting competitiveness : that is to involve themselves in the globalization trend and face the challenge in the future positively. The Lenovo Group has been an vanguard for the Chinese IT companies, and after its acquisition of IBM PC division, Lenovo has become an important PC manufacturer.The purpose of this paper is to revelatory and indicative to the New Lenovo and other companies that desire to become great global companies through deep study of the success and failure of Lenovo’s international practices during the past twenty years. Introduction:Origins:The company was founded in 1984 by a group of eleven engineers, headed by Liu Chuanzhi, in Beijing. Originally known as Legend Group Ltd and New Technology Developer Incorporated, the listed holding company was incorporated in 1988 in Hong Kong. The company had become the biggest PC manufacturer of domestic and distributed third party products through its wholesale business.The company underwent restructuring and separated into two entities. They were Lenovo and Digital China Holdings Limited. Lenovo became the personal computer manufacturer and Digital China took on the wholesale and distribution of IT products and services.In 2005 Lenovo purchased IBM's PC Division which transformed it into a major international personal computer manufacturer. Lenovo paid $1.27 billion to IBM which consisted of $655 million in cash and $600 million in Lenovo stock. As a result of the acquisition, Lenovo gained the rights to the product lines as well as licensed trademarks such as ThinkVision, ThinkPad, ThinkVantage, ThinkCentre, Aptiva, and NetVista. As of May 1, 2005, IBM owned 19.9% of Lenovo.development：1980s1981: IBM PCD introduces its first personal computer, the IBM PC.1984: IBM PCD introduces its first portable computer, the IBM Portable PC, weighing 30 pounds. With an initial capital outlay of only RMB300,000 (US$30,000) Lenovo’s founding chairman Liu Chuanzhi, together with 10 like-minded colleagues, launches the New Technology Developer Inc. (the predecessor of the Legend Group) funded by the Chinese Academy of Sciences.1986: IBM PCD announces its first laptop computer, the PC Convertible, weighing 12 pounds. 1987: IBM PCD announces the Personal System/2 personal computer. Legend successfully rolls out the Legend Chinese-character card.1988: Legend’s Chinese-character card receives the highest National Science-Technology Progress Award in People's Republic of China. Legend Hong Kong is established.1989: Beijing Legend Computer Group Co. is established.1990s1990: The very first Legend PC is launched in the market. Legend changes its role from that of an agent for imported computer products into that of a producer and seller of its own branded computer products. Legend PCs are ratified and accepted by the China Torch Program.1992: IBM PCD introduces ThinkPad series, the industry’s first notebook with a 10.4 inch color Thin Film Transistor (TFT) display and a TrackPoint (red ball) pointing device. Legend pioneers the home PC concept and Legend 1 + 1 home PCs enter the Chinese marketplace.1993: Legend enters the Pentium era, producing People's Republic of China’s first “586”PC. Legend establishes 1+1 retail network.1994: IBM PCD introduces the industry’s first notebook with integrated CD-ROM, the ThinkPad 755CD. Legend is listed on the Hong Kong Stock Exchange. The Legend PC business division is formally established.1995: IBM PCD introduces the “butterfly”keyboard. Lenovo moves from Boca Raton, Florida, to Raleigh, North Carolina. Legend introduces the first Legend-brand server.1996: Legend becomes the market share leader in China for the first time. Legend introduces the first Legend brand laptop.1997: IBM PCD introduces the industry’s first notebook equipped with a DVD-ROM, the ThinkPad 770. Legend signs an Intellectual Property agreement with Microsoft, the most valuable deal ever made in China at the time. Legend launches the first multi-function laser printer.1998: IBM PCD introduces the ThinkLight, a small light that illuminates the keyboard for use in low-light work environments, such as aboard an airplane. The millionth Legend PC comes off the production line. Intel Chairman Andy Grove attends the ceremony, and takes the PC for Intel’s museum collection. Legend establishes the first Legend Shop.1999: IBM PCD introduces the industry’s first sub-notebook, weighing under three pounds, with standard ports and a keyboard that is 95 percent the size of full-size keyboards. Lenovo announces its exit from the retail business. IBM PCD introduces the industry’s first PC with an embedded security chip. Legend becomes the top PC vendor in the Asia-Pacific region, and heads the Chinese national Top 100 Electronic Enterprises ranking. Legend launches pioneering Internet PC, with its “one-touch-to-the-net”feature, which enables millions of Chinese PC users to easily access the Internet.2000s2000: IBM PCD ships its 10 -millionth ThinkPad notebook PC. Legend becomes a constituent stock of the Hang Seng Index - HK. Legend ranked in top 10 of world’s best-managed PC vendors.2001: An IBM notebook with an embedded security chip becomes the industry’s first notebook with a security chip designed to the Trusted Computing Group specification, anindustry body setting data security standards. Legend successfully spins off Digital China Co. Ltd., which is separately listed on the Hong Kong Stock Exchange. Legend appoints Yuanqing Yang as President and CEO. Legend first introduces “digital home”concept and launches accessories-enabling PC.2002: Lenovo PC outsourcing pact with Sanmina-SCI. Legend debuts the DeepComp 1800 supercomputer. It is People's Republic of China’s first computer with 1,000 GFLOP (floating point operations per second) and PRC's fastest computer for civilian use, ranked 43rd in the Top 500 list of the world’s fastest computers. The mobile handset joint venture announced, marking Legend’s formal entry into the mobile handset business.2003: Lenovo introduces a notebook with battery life up to 11 hours. Lenovo introduces its ThinkCentre desktop PC line. IBM PCD ships its 20-millionth ThinkPad notebook PC. 2004: IBM PCD introduces the ThinkCentre desktop PC. Lenovo ships its 100-millionth PC. Lenovo becomes an Olympic worldwide partner. Lenovo launches the “Yuanmeng”PC series designed for home users in small villages. Lenovo and IBM announce an agreement by which Lenovo will acquire IBM’s Personal Computing Division, its global PC (desktop and notebook computer) business.2005: Lenovo completes the acquisition of IBM’s Personal Computing Division, making the company the world's third largest computer manufacturer (after Hewlett-Packard and Dell). Lenovo announces it closed a US$350 million strategic investment by three leading private equity firms: Texas Pacific Group, General Atlantic LLC and Newbridge Capital LLC. Lenovo establishes a new Innovation Center in Research Triangle Park, N.C. Lenovo introduces theThinkPad X41 T ablet and Z60. William Amelio is appointed as CEO and President of Lenovo. 2006: Lenovo introduces dual-core ThinkPad notebook PCs. Lenovo supplies the 2006 Olympic Winter Games in Torino, Italy with 5,000 desktop PCs, 350 servers and 1,000 notebook computers. The first Lenovo-branded products outside of China debut worldwide. 2007: Lenovo introduces the ThinkPad R61 and T61 notebook PCs. These are the first notebooks to use the new Santa Rosa platform from Intel.2007: Lenovo announces that they are to start selling laptops to business and consumers with Linux pre-installed on their machines.2008: Lenovo enters the Worldwide consumer PC market with the new "Idea" Brand. Lenovo announces 3 new IdeaPad laptops, the Y510 and Y710 desktop replacement computers available by the end of January and the ultraportable U110 available by March 2008 Products：Lenovo produces desktops, laptops, servers, handheld computers, imaging equipment, and mobile phone handsets. Lenovo also provides information technology integration and support services, and its QDI unit offers contract manufacturing. Lenovo also offers Internet access through its portal.Lenovo Group Limited is the fourth largest personal computer manufacturer in the world today, after Hewlett-Packard and Dell of the US, and Acer of T aiwan.Its executive headquarters are located in Beijing, People's Republic of China and in Morrisville, North Carolina, USA. It is incorporated in Hong Kong.Step 2:Reasons for International Strategy:Background:2001 to 2004, the diversification strategy which is designed by Yang (the chairman of the board) is ultimately lost, ending up as a failure.After strategic reflection, Yang’s final choice is the tightening strategy, and putting the focus back to PC business. PC again become the top priority of the conpany.Because the capacity of the domestic market limits, as well as the intensified competition. Internationalization is Lenovo’s inevitable choice.Increase market share:Since 1996, Lenovo had become the top 1 seller for 11 years in domestic market,.In the second quarter of 2002, sales of Lenovo desktop computers became the world's top five for the first time. Until the end of 2003 March , Lenovo Group has been the first in Asia-Pacific market (excluding Japan) for 12 consecutive quarters.So, Lenovo has occupied the domestic market, Lenovo needs to open up overseas markets, he needs a springboard to increase the market share in worldwide.Return on investment:The president Liu and Mary Ma and his entourage visited London, Edinburgh, New York, Boston, Denver,LA, made a total of more than 60 speeches to the Fund. At the same time, Lenovo share price raise from HK $ 5.3 to HK $ 8.2. Mainly because the major fund investorsand the managers of Lenovo had deep communication, deepen the confidence in the management of Lenovo. Investors are very optimistic about the current situation and prospects of the Chinese economy. So it’s important to show the foreign investors some confidence,to let global markets to justify the capital outlays.Economics of scale or learning:Lenovo needs a further expand of the scale of the enterprise. The international market is able to offer opportunities for Lenovo to share resource and technology with other giants in the industry as well as learning experience.Location advantage:We have lower cost labor in China, which is a good advantage, but we are lack of brand awareness in foreign market. And IBM ,as a PC giant in US have great brand loyalty and the key suppliers.Step 3:Lenovo’s International Strategy:Business-Level International Strategy--International Differentiation: Brand differentiation:In 2008,Lenovo created a new brand "idea" facing the global consumer PC market, and the Think brand would focus more on the commercial market. Such an action would break the Lenovo’s past plight of lacking product diversity in the international market. Lenovo’s chairman Yang Yuanqing said that in the future there would be only Think and idea--the two major brands in the world, other existing sub-brand would gradually transit to the two brands.This strategy has been very clearly shown that in the overseas market, Lenovo is planning to use the IBM brand identity as well as Lenovo's own brand.Given of the Lenovo brand is not yet recognized by the international market, the implementation of the dual-brand strategy is the best choice. Early in the integration, the brand identity of IBM played a crucial role in stabilize customers, agents and overseas staff,.With the help of the giant IBM, Lenovo’s PC sales increased 30%, overseas customers has also been impressed by the Lenovo brand and good quality of computers. In foreign countries,the brand Think is a very well-known, so Lenovo’s brand strategy in foreign markets is to enhance the visibility, using the IBM brand to expand the international market,then Lenovo would begin trying to dilute IBM brand effect.Gaining brand loyalty in the world wide is the ultimate goal of Lenovo, diluting the IBM brand is inevitable, sooner or later.Product differentiation:Product differentiation is that the corporate design a series of products to distinguish the products of competitors’. Lenovo sell more than products, it emphasizes the product's features. Lenovo focus on product design, research and development and also the quality, to ensure to always stay ahead in technology, so as to provide users comprehensive and reliable applications.At he same time Lenovo has always been concerned about the individual needs of the user, so the design is very fashion and unique, to meet all kinds of users’ preferences. Lenovo also develop a variety of softwares to make PC more friendly. Lenovo gain competitive advantage through technological innovation. Lenovo technological innovation is divided into three stages--product technology innovation, functional technology innovation and coretechnology innovation. Lenovo’s successful differentiation strategy is based on maintaining the technological leadership through innovation. Innovation is the core competitiveness of the enterprise,in fact, the “novo”in Lenovo is a latin root, which means innovation. Service differentiation:The entire industry is restructuring from product-oriented to service-oriented , Lenovo is also trying to achieve innovation in all aspects, seeking service differentiation. According to Lenovo’s policymakers, Service is the main line of development throughout the Lenovo, is Lenovo's core values. Lenovo Benefit much from this , after which, in the face of the new situation after the accession to the WTO, Lenovo would do service work more practical. "They think that technology is always impersonal, technology will only be accepted by more people if it is developed more friendly and has emotional communication functions. Therefore, in the final analysis, who are willing to stand at the view of consumers, who can provide consumers best service, will firmly grasp the initiative in the market, will finally become a truly outstanding enterprise.In order to turn from a product-oriented to a service-oriented enterprise one, Lenovo made a promise of “4-hour response, 48-24-hour repair”to meet the needs of customers’quick repair, which is the first in the industry to commit repair time vendors. To improve the quality of service of the service personnel, Lenovo has developed a strict system of Training and auditing mechanisms, which play a significant role in improving maintenance standard.By these methods, Lenovo build a good image of allowing users to not only buy the best, but also receive the best service. According to the latest market survey, over 50% of constomers claimed that Lenovo was their first choice for a personal computer. Through these serviceinnovation, Lenovo is able to shape the brand and establish a differential advantage. Corporate-Level International Strategy--Global Strategy:In order to shape their own international brand, Lenovo has implemented a three-step strategy of globalization:First:Lenovo announced a global brand change . Legend is the English name adopted in Hong Kong in 1988. After 19 years, the Lenovo brand name has grown from the earliest product’s name to a brand that worth more than 600 billion today. However, when it is to embark on a journey to become an international brand, there comes some problems.According to Liu(the Chairman of the Board): "When I established the company which was named Legend at the first time. Hong Kong had already has many Legends, for example, in auto industry, there’s almost dozens of Legend companies, and hundreds of Legend products "In the world, there’s more companies named LEGEND and it is almost impossible to buy them all. "At first, I just want to make a living, so I did not think about the international problem." Liu said. Without a simple logo, how could Lenovo start the international expansion, so in 2003, Lenovo global changed their brand name from Legend to Lenovo. “Le”refer to legend, which shows the determination to make a legendary company. “novo” is a latin root which means innovation, pointing out the significance of creative thinking. From then,Lenovo has taken their first step to real internationalization and the world's top 500. At that time,Lenovo and IBM were still in secret contact. Lenovo’s acquisition of IBM PC business is still unknown, but Liu’s determination to build a global enterprise has been set.Second:tthe acquisition of IBM PC business.Lenovo paid $ 1.5 billion in cash and stock in total in the acquisition of IBM PC business and at the same time Lenovo set up a new joint venture company. This meant that Lenovo would promote as the world's third-largest PC manufacturer. The acquisition range of IBM PC business included notebook and desktop PCs. After the acquisition, Lenovo would have the right to use IBM's famous "Think" brand! After the completion of the acquisition, the new Lenovo Group’s global headquarters is located in New York and the main operations centers are set up in Beijing and Raleigh (North Carolina). Two years after the implementation of the investment strategy, Lenovo had branched in 60 countries around the world, throughout the sales network of the world's 160 countries. Lenovo now has not only the leading business notebook product, leading R & D and leading product differentiation capacity, but also the more powerful innovation capability and richer product mix. Lenovo and IBM formed a long-term strategic alliance, IBM became Lenovo's preferred services and customer financing provider and Lenovo became IBM’s preferred PC suppliers,.So that IBM can provide a variety of PC solutions to its customers.Three overseas private investment institutions invested $ 350 million as share in the new Lenovo Group after the merger. Lenovo stock soared all the way since issuance, especially because Lenovo’s rising stock price-earnings ratio in the past six months,. Its market value was almost the number of times exceed its total assets. At that point, the Lenovo was not only international in product marketing network, but also in the shareholding structure and financing channels. Third:support great international events in China(the Olympic Games and World Expo).In march 26,2004, Lenovo Group signed a cooperation agreement in Beijing with the International Olympic Committee (IOC),announcing that it officially became the sixth (2005-2008) Worldwide Partner of the International Olympic Committee (referred to as TOP, TheOlympicProgramme). This was the first time that a Chinese enterprise to become an Olympic top partner. Lenovo's Olympic strategy helped Lenovo beat a lot of competitors. Lenovo also regarded "the World Expo" as part of its planned market strategy for a long time. As early as before the Beijing Olympics, Lenovo has begun an "Expo" project. First, this is the responsibility as a national enterprise. Second, this was a fantastic opportunity to demonstrate the Lenovo’s strength. It’s obvious that Lenovo never forget to pay attention to seize the opportunity to complete its goal to build a multinational enterprise.Step 4:Lenovo's Internationalization Strategy effectiveness analysis: Beneficial effects:●Expand the size of the market.Build the foreign markets. Increase revenue.Lenovo has become more attractive after entering the international market.●Promote the economies of scale and learning effects.Lenovo’s international market expansion led a further expand of the scale of the enterprise. The international market offered opportunity for Lenovo to transfer its core competitiveness . it created the conditions for the resource and knowledge sharing across borders. In addition, different markets and different practice provided a lot of opportunity to learn.●Make full use of the advantages of the company's capabilities and resources. Lenovo notonly establish a competitive position in the domestic market, but also gained a competitive position in the international market.●Disperse the business risks.Lenovo established a wide range of market-based companies operating in foreign markets, thus spreading the risks rather than entirely relying on the domestic market.●Improve the brand value .Lenovo had become an international brand.Adverse effects:●Loss of customers.After Lenovo's acquisition of IBM's PC division, a conservative expectation said that lenovo may lose at least about $ 2 billion’s market value.●Different corporate culture.Lenovo and IBM has a huge difference between management and the laws of enterprise, and how to fix it is a great challenge for Lenovo.●Brand Risk.Lenovo’s corporate brand need a lot of improvement in the international market,and thinking about how to get rid of IBM’s effect is imperative.●Sports market stategy is not very mature.Lenovo had spent millions dollars on sport market stratedy.How to effectively control its risks needs a lot of work.Step 5:Major risks and solutions:Market risk:After Think is acquired and the brand was owned by the Chinese.Customers’brand loyalty needed attention. Lenovo had taken a lot of measures: First, the establishment of two headquarters (in China and the United States).Second, ensure that the CEO is an foreigner.Third, send 2000 IBM salemen to visit all big buyers to explain the situation.At last, Think’s sales didn’t suffer a lot.Staff loss:Staff were worrying about that Lenovo’s large-scale investment would receive less than expecting, and also were worrying about that the acquisition would fail.Culture conflict:The so-called culture conflict is about how to make managers, especially top ones work together effectively, which is one of the most fundamental factors to decide if a company can develop well.When financial crisis appeared, Lenovo took a heavy loss. The surface reason for this is that the direct impact of the financial crisis. Fundamentally, there are problems in management. So, on February 2, 2009, the Board determined to reconstruct the company.Six months later, Lenovo not only reached a strong growth in business above the market average, but also achieved a good integration in team and culture.。