联想CSR项目媒体brief
企业级social传播方案0512V3.0
故事性案例分享 业绩表现内容
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贴吧
故事性内容 识及结合热点内容 结合联想大事件内容
谢谢！
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目标
主线
内容
形式 平台
QQ空间
7
年度传播规划（全年）
Q1 Q2 Q3 Q4
平台
日常项目： 官方微博：8条/月（原发/转发=3：1 YY微博：2条/月 老童微博：3条/月（原发/转发=1：2） 微信：1条/月 QQ空间、兴趣部落、贴吧：配合 互动活动： H5插件、海报、Gif等 微博微信1次/月
产品线：服务器产品+存储产品
修改后文案
改造 你的电脑死过机吗？又如何奔跑在一场大雨中而不淋到一滴雨 ？
这一次，神九与天宫做到了！
长时间密集计算！ 零断电！ 不死机！ 在上万片太空垃圾中找到最佳飞行路径，一切数据分秒不差！
联想助力中国载人航天工程
让人类登上“天宫“！
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高冷路线具体创意展示
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高冷路线具体创意展示
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结论：
•品牌官微，除浪潮、惠 普有内容规划外， DELL和华为内容基本 空缺； •内容专业性强，可读性 和互动性都差 •将内容更佳Social化，
无相关内容
微博链接： /dell#_rnd1431444439750
内容：以周为单位，占比65%以上
微博粉丝数：71.3万 微博链接： /hpchina 微博粉丝数：194.5万 微博链接：
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目录
1 2 3 4 5
问题 分析 解决 策略
传播 规划
配合 机制
传播 预算
4
如何应对挑战
传播 策略
高冷 亲民
高举高打，塑造联想企业级的行业领袖形象
如何写一份乙方看得懂的brief
如何写一份乙方看得懂的brief在乙方待着做策划的时候，接到的brief都是account给的，account在接到甲方粑粑的brief意会后，加入自己的见解，再传达给创意执行团队。
今年4月进了甲方，身份做了转换，进公司第一天就要给广告公司写brief。
“本是同根生，相煎何太急”，毕竟自己之前好歹也是混乙方的，知道brief对乙方的重要性，思考再三，我决定写一份乙方看得懂的brief。
你没听错，brief要求不高，是看得懂。
看得懂是什么意思，就是尽量避免出现歧义，或者误解，思路越清晰，表达越精准，信息在层次传达的过程中才不至于丢失严重，出现理解上的偏差。
说正题，怎么写一份乙方看得懂的brief？跟盖房子一样的道理，先有根基，再搭框架，然后添砖加瓦，最后装修。
根基就是brief的目的，你想做什么，做大促活动？做事件营销？做公关传播……框架就是把你想表达的内容逻辑串联，用一条逻辑线把目的说清楚，最高境界就是，当乙方看到你的brief上的小标题，就能知道你大概想要什么；添砖加瓦就是将内容丰富化，层次化，你可以给出公司可配合的资源，给出自己的建议，比如希望用什么样的形式去做创意，短片？H5？话题……；装修更多地体现在沟通上，将你的意思要素化，传达给要做事的乙方。
说这么多，不如来个brief感受下：首先是标题，标题即是目标，看到标题就能知道你的目的，倾向于什么互动形式。
标题这里有个小细节，因为你是甲方，所以请记得，logo、vi色、甚至小到一个日期都要注意，随时保持品牌调性；接着是框架，包括项目名称、背景、目标、受众、需求、时间要求等，按照实际需求来整理逻辑；背景中尽量说清楚公司的大背景（方便乙方迅速了解公司整体风向），项目本身的背景（方便乙方聚焦此次提案的要点）；目标更多的是表达了你对达成这件事情给出要求，包括KPI上的硬性要求；提供目标受众同样是为了帮助乙方迅速了解项目面对的人群，当然如果方案本身是为了做消费者调研，此条就无意义；项目需求可以理解为是部门领导对这件事的期待，这点很有必要写进去，因为作为一个前线对接人员，了解领导的需求是事情能更顺利推进的基础；最后是deadline，提案、比稿、截稿、执行，都要给出具体的时间，并按照项目的进程给出时间区间，最好每条线都能稍微压缩两到三天，给双方的合作沟通留下余地。
联想公司招聘英语作文
联想公司招聘英语作文Title: Career Opportunity at Lenovo: Embracing Innovation and Global Collaboration。
At Lenovo, we believe in fostering a diverse and dynamic workforce that thrives on innovation and collaboration. As a global technology leader, we are continuously seeking talented individuals who are passionate about driving positive change and making an impact in the world. Joining Lenovo means becoming part of a team that values creativity, diversity, and excellence in everything we do.First and foremost, proficiency in English is essential for success at Lenovo. As a multinational company with a presence in over 180 markets, effective communication in English is crucial for collaboration across teams and regions. Whether you're working on product development, marketing strategies, or customer support, strong English skills will enable you to effectively engage withcolleagues and stakeholders around the world.In addition to language proficiency, we are looking for candidates who embody Lenovo's core values of innovation, integrity, and customer focus. Innovation lies at the heart of everything we do at Lenovo. We encourage our employees to think creatively, challenge the status quo, and embrace new ideas that drive technological advancement and business growth. Whether you're an engineer developing cutting-edge products, a marketer crafting compelling campaigns, or a salesperson building relationships with clients, we want individuals who are not afraid to push boundaries and pioneer new solutions.Integrity is another fundamental value that defines our company culture. We believe in conducting business with honesty, transparency, and ethical integrity. Our employees are expected to uphold the highest standards of professionalism and integrity in their interactions with colleagues, partners, and customers. At Lenovo, integrityis not just a buzzword – it's a guiding principle that informs every decision we make and every action we take.Customer focus is also paramount at Lenovo. We are committed to understanding and exceeding the needs and expectations of our customers, whether they are individual consumers, small businesses, or large enterprises. Every employee plays a crucial role in delivering exceptional products, services, and support that delight our customers and earn their loyalty. By prioritizing the customer experience in everything we do, we can build long-lasting relationships and drive sustainable business growth.Furthermore, at Lenovo, we value diversity and inclusion as key drivers of innovation and success. We believe that diverse perspectives, backgrounds, and experiences enrich our workplace and enable us to better serve our diverse customer base. We are committed to creating an inclusive environment where every employee feels valued, respected, and empowered to contribute their unique talents and ideas. By embracing diversity, we can foster creativity, drive innovation, and achieve greater business results together.In conclusion, a career at Lenovo offers unparalleled opportunities for professional growth, personal development, and global impact. Whether you're an experiencedprofessional or a recent graduate, joining Lenovo means becoming part of a dynamic team that is shaping the futureof technology and transforming the way people live, work, and connect. If you're ready to unleash your potential, make a difference, and be part of something bigger than yourself, we invite you to explore career opportunities at Lenovo and join us on our journey of innovation and excellence.。
联想校招英语作文模板
联想校招英语作文模板英文回答：Introduction。
Lenovo, a leading global technology company, has been a highly sought-after employer for university graduates in recent years. As a candidate applying for a position at Lenovo, it is crucial to demonstrate your understanding of the company's culture, values, and the role you are applying for. In this essay, I will provide a comprehensive framework for writing a standout cover letter and resumefor Lenovo's campus recruitment process, highlighting key elements to emphasize and common mistakes to avoid.Cover Letter。
Opening Paragraph。
Start with a strong hook that captures the reader'sattention and expresses your enthusiasm for Lenovo.Clearly state the specific position you are applyingfor and how you learned about the opportunity.Briefly introduce your relevant skills and experiences, emphasizing their alignment with the role's requirements.Body Paragraph 1。
联想企业进入国际市场策略分析(英文版)
Lenovo's business strategy of entering internationalmarketIntroductionChoosing 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 influences the company's competitive position in the global market and international development pace. This management report is based on the related theory, company’s advantages and the objective s of the international business company. Its aim is to put forward for Lenovo 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 20million Yuan. The founders are 11 scientific and technical people. And today Lenovo has grown into a diversified development large 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 i n 1994 and 30 billion i n 2004 in annual sales development. Today's Lenovo Group is China's leading IT Company. It is primarily engaged in the desktop computer, notebook computer and mobile phone devicesand servers .It has developed into a diversified development company. Lenovo has been across two steps from its beingset up: Before the 90s in the 20th century, Lenovo was mainly a trade-oriented enterprise. Survival is the main purpose; the secondAfter stage is the development of its own brand in the later ten years.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 Lenovo Corporate CultureLenovo has made brilliant achievements and attracted worldwide attention in the past 20 years in the territory of China. It is a charming legend of Chinese enterprises. T hen what is Lenovo’s secret of success? Through the course of development and the understanding for Lenovo business culture, we think the success is based on different stages of the corporate culture and making theappropriate adjustments according to the situation. Thatis, with the transition o f the company time after time, that the cultural evolution are carried out again and again.Recalling the past 20 years, the association of11people enterprises has developed as a major international enterprise groups.Liu and 11 others started by 20 million to set up the Institute of Computer Technology - the predecessor company. This stage primarilyused technology services to accumulatefunds through open market with its competitive products. The corporate culture of this period mainly represented that entrepreneurs developed that the researchers stood behind the counter and made some Lenovo rules, etc to explore the managementof enterprise management. Among them, the association put forward that we want the results not the process and the benefits notthe effort. The market outlook included the quality is life, the user is Queen and the reputation is even more expensive than gold.2.1 Liu's business and customer cultureThe culture of Liu’s 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 of Technology. What Lenovo face during thisperiod is related to the competitive pressures of survival. They are full ofdetermination to start business and full o f the spirit t o overcome allAt that time Lenovo often say that we should let 5% of difficulties.possibility turn to 100% of reality. This is a very strong entrepreneurialculture shown in the environment at the time. In the view of Liu’sword being word, action being action which is executed firmly, the staffshave a very strong response. This will help Lenovo the target ofcustomer-centric orientation at this time. Lenovo believes that thecustomer is queen, and treating customers are going to face the cold ass.This reflects the association has strong customer awareness. Fromchanging from scholarship to do the market, Lenovo began tounderstand what to be concerned about is what customers need,consider what products we should go for sale, consider how to controlcosts in order to earn money, consider creating our own brand. As aresult, business sense builds up step by step Lenovo people often saythat there is no master. It is ourselves lead us into the door of themarket; At the same time, the most impressive cultural memories haveto be realistic and enterprising spirit of the association, which requirespeople to have the spirit o f down to earth and the realistic spirit o fmaking progress.2.2 Yang's strictness and entrepreneurial cultureWhen the company first got into the business and a long-termsustainable 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 obeying the three principles of working, turning around the rule. The behavior of employees needs to be regulated, howto carry out the business needs norms, businesses management alsoneeds to be regulated. Lenovo culture gets into a strict culture period. That strict c ulture as a management style appears at this time is conducive to the overall management level. The company promotes thestrict accurate culture of this period which ensures the rapid development trend of Lenovo's 1997-1999 three-year.When the company got more and more developed, more and more departments, 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 towork in little company, how to be a man in large company. Meanwhile,the company advocated equality, trust, appreciation, affection of family culture to make Lenovo a little more conducive to collaboration withinthe company's air. Family culture promoted mutual support, promotedmutual customer philosophy, implemented matrix management model,required the co-ordination between departments and levels andresource 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 definedthe support of family-oriented culture. Yang yuan qing is Called From the revered teacher, to the respected the manager, now as Yuan Qing. Three such changes have been achieved for China's 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 fixed day each month, leading members of the team standing in front ofthe 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 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 asthe company name; even on Valentine's Day let everyone get off to date early. Family culture is the content of building creativity i n 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 Lenovo's second business. Lenovo now advocate entrepreneurialculture on the basis of culture in the family. In the full sense of post-industrial designed Lenovo's 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 have a self-made spirit to face the current competitive environment. Lenovo's 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, lofty goals. There is a goal, then always another goal, which is the kind of jumping to reach.If the Lenovo culture which is from an entrepreneurial culture, clientis on behalf of the company’s culture to strict culture, family cultureculture of past and present, then the culture which is about to start the business is Lenovo's future culture. Therefore, the culture is Lenovo's 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 Lenovo's cultural construction, Lenovo have learned international advanced enterprise culture, and ultimately the unique formation is formed. This is Lenovo's business model of cultural development at different stages of development and showing a different orientation. The development of corporate culturespiraled 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 Lenovo’s challengesDecember 2004, "Lenovo" took over IBM PC Division by huge amountsof 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". Lenovo's international road faces complex international market. Lenovo needs to build up its own comparative advantages. Through the integration of the IBM brand, management and channel edge, it needs to form a unique competitive edge.Beijing December 8, 2004 in Beijing, Lenovo Group announced it getthe acquisition of IBM's global PC business as total 1.25 billion, including business desktop and notebook business. Specifically, Lenovo paid 1.25 billion, including 0.65 billion in cash and 0.6 billion stock composition of Lenovo. The Chinese shareholder, Legend Holdings will hold a stake of around 45%. IBM will own about 18.5% ofthe shares. Lenovo also announced a high-level change adjustment,IBM senior vice president Stephen • Ward will serve as the new Lenovo CEO while Yang was named chairman of the company.Contact the previous March 26, 2004, Lenovo signed with the International Olympic Committee. The signing ceremony theme is: letthe world think of China. Lenovo became the 6th Olympic Partner. Lenovo's international journey has started long time ago. The acquisition is actually two acts of IT cooperation about China-US strategic partnership. Lenovo will be changed from international import-oriented to export-oriented of the road through "international strategic alliances “.Facing the new challenges of the Internet economy, the new era of Lenovo is ready to step forward at the new strategies, new journey of the oath-taking rally. As Yang who is the core leaderships of the new generation said that the culture and the new Lenovo's strategy is the first and foremost urgent problem. Then through the review of corporate culture changes, founder Liu said, "Western management emphasizes standardization. Oriental Management stresses human, family, or more artistic management. Lenovo should take the standardized and scientific management as the foundation, and regulate with human feelings and family. “‘Main ingredient’ stil l needs to be standardized.”4 International market developmentInternationalization has always been a goal and strategic objectives of Lenovo. Raising the 2001 target, the 2002 Technology InnovationConference, April 8, 2003 the new association's name, 2008 Lenovo sponsors Olympic Games, being an Olympic sponsor and the Lenovo acquisition of IBM are all tactical measures for the association International, which have become an integral part of this strategic action. This acquisition is a historical powerful combination between Lenovo and IBM. Lenovo is bullish on IBM's influence in the international and excellent technique and management resources. Modern Marketing tells us that if companies want to ensure their survival in the competition, and actively explore the market, the best way is to seek some new mode of competition in order to achieveco-existence and common development goals. In an increasingly competitive international market, the principle pursued by the previous competitors that competitors are enemies to each other has become increasingly obsolete business concepts and is abandoned by people. International strategic a lliance is just a new marketing organization having the function of both competition and cooperation.World's fourth largest PC maker Lenovo Group released fiscal earnings 2008/2009 in the third quarter. Until December 31, 2008 in the third quarter, Lenovo's net loss is up to $ 97,000,000. Lenovo Group must acknowledge its remaining issues and positive response in order to get more healthy and stable development in the current global financial crisis situation, and sustaining process of international business. Theprincipal analyst Ye Lei of Gartner which is China's leading market research firm in Chinese hardware market said 2009 is the key. Lenovois ready to fight to defend against the war.4.1 Mature markets recognition overseasThe global market is divided into emerging markets and mature marketby Lenovo. In the United States mature market, the main customershave an approval for Think Pad and Think Centre products, whileLenovo has no attractiveness. There has been a "U.S. Department ofState Procurement storm" interpreted by the industry analysts aslow-cost sales strategy in China American Psychological conflict. Lenovo Group former vice president and chief marketing officer De Puke • Advani pointed out that Lenovo is really not fully involved in all over about small businesses in the U.S. market, in product, market accessand other aspects related to the brand. He pointed out actually "It contains a full market opportunities inside it." As a result, Lenovo will be in broader product coverage in the United States. The market is not just the Think brand, but also focuses on small business users. Onlythe multimedia home user market is not being involved. Therefore, in mature markets recognition overseas, only the Lenovo Group seize this opportunity in the complete market, its international business can be protected.4.2 New product market opening upIn the business strategy, product strategy for Lenovo Group International Trade, we have already explained that in the third quarterof fiscal year 2008/09, it is high time for Lenovo to launch a Netbook. At that time Asus was selling netbooks, but Lenovo worried about that the netbook would fail to keep up the pace of PC market. So Lenovo oncehad a negative attitude towards the market. But when the netbook started to show the market's early growth, Lenovo is still a attitude of seeing. It is the positive attitude that let Lenovo lose opportunities in the shopping mall. And meanwhile it led to miss opportunities to avoid the crisis for Lenovo. As many manufacturers have started entering the netbook market, Lenovo finally reached the market. So seize the opportunity to develop new products for Lenovo later days in the market should be a good suggestion.In international business course, Lenovo should do develop new products to get more market share, seize new opportunities in time andhave a keen insight into the market.4.3 Human ResourcesThe accumulation of human resources plays a key role in business growth for IT Corporation. Lenovo has been hired former IBM executive Stephen Ward • M as the new Lenovo's CE O, former senior vice president of Dell William •J • Amelio as president and CEO, formerpresident of China Dell Michael David as president of Lenovo in Asia Pacific and Lenovo senior vice president. Lenovo announced that former Vice President Gerry Smith of Dell took over Liu Jun’s position who is the original senior vice president. Stakeholders once reckoned that Lenovo was changing into "Dell". And if Lenovo truly wants to become a successful international entrepreneur, it must have international talent, and the courage to reuse experienced personnel in order to have the opportunity to gain surprise.Followed by the acquisition of IBM PCD, the internal association breedsa culture of inertia. It represents mainly that the weak performance in innovation, the negative promotion at business model and the setbacksfor the PC market sensitive (such as the netbook market in the late judge). Lenovo personnel innovation incentive mechanism should be established. Except in the marketing model, staff motivation and successful innovation on the organization, Lenovo should eradicate the culture of inertia of the staff in the most important technological innovation. So let it be a business full of vitality and vigor. Therefore, in the international business, Lenovo should do to deal with human resources issues and open up better international business.4.4 Establishment of a global consumer businessIn announcing layoffs, restructuring and a series of heavy news, Lenovo has finally started to beat back to the market: In one year, Lenovo willlaunched nearly 50 consumer computer products worldwide. In this counter-attack war, China indisputably becomes the most important piece. It not only provides a successful model for the global market, but also stays ahead of a situation gesture when more powerful enemy arrives to.In the system of international business, Lenovo Group should have the ability t o resume the global sales operations in order to protect the integrity of the process of its international business.5. A more developed structureIn order to effectively carry out international business activities and ensure the strategic goals of international business, Lenovo Group should establish a strategy of the organization and a form of controlling consistent with its international business. It should continuously improve the management of the organization in the international business.In recent years, Lenovo Group makes some appropriate adjustments inthe organizational structure. And headquarters move to the United States from Beijing. But the personnel arrangements, information flowing problems, the effective m anagement of business activities, controlling and coordination problems, the level of appropriate management, the range of management issues, centralization, decentralization and allocation of responsibilities have always impactedon the enterprise's international business results.The establishment of transnational network structure represents the ability f or rapid response for the local environment. And it is a new solution for taking advantage of global economies scale, seeking places for complex needs such as the superiority of global knowledge sources.ReferenceLenovo. 2010, Annual Report and Financial Statements.Chen, F., 2001.. O mega, 29(3), pp. 221-231Emilia, R. & Sara, M., 2008.. Journal of World Business, 43(2), pp. 171-185Jarko, F. & Iikka, K., 2010.. Journal of Asian Economics, 21(3), pp. 293-303Jerry, B. & Tracy, D., 2005.. Organizational Dynamics, 34(1), pp. 89-102.Kevin, G. & Mark, U., 2003.. T ransportation Research Part A: Policy and Practice, 37(6), pp. 479-497Mika, G. & Manek, K., 2004.. International Business Review, 13(5), pp. 555-571Ming, C. & Shih, W., 2010.. Expert Systems with Applications, 37(11), pp. 7394-7407Riku, L. Mika, G., 2007.. I ndustrial Marketing Management, 36(8), pp. 1104-1117Robert, K. & Steve, W., 2002.. Human Resource Management Review, 12(3), pp. 405-418Saeed, S., 2008. . Industrial Marketing Management, 37(1), pp. 3-8.Salomão, A. & Rajan, N., 2009.. Journal of Business Research, 62(6), pp. 667-672Sanjay, G. & Vicki, C., 2008.. International J ournal of Production Economics, 113(2), pp. 914-927Susan, R., 2002.. Journal of Banking & Finance, 26(9), pp. 1889-1918。
英文介绍联想集团、The introduction of Lenovo in English
Brief Introduction of the Company： Lenovo limited company was founded in 1984 with an initial capital Outlay of only RMB200000 funded by Chinese Academy of Sciences. Its founding chairman was Liu Chuan Zhi, the leader of 11members who were engaged in scientific research.
Character synopsis
：ቤተ መጻሕፍቲ ባይዱ
the Introduction of yang yan qin: Male, born in November 1964, ancestral home in Zhejiang Province. State Engineer, the Chinese Entrepreneurs Association, the Joint National Youth Committee members. A visiting professor at China University of Technology, Lenovo company, the incumbent president and CEO. 1986, graduated from Shanghai Jiaotong University computer science, the same year entered the Graduate School of China University of Technology study, In 1989, Yang entered the Lenovo company. In 1991, Lenovo Group yangYuanqing was the CAD (computer-aided design), general manager. In 1994, he became general manager of Lenovo Group. In his leadership
联想商用业务品牌宣贯资料
03
市场定位与竞争优势
市场定位
行业定位
联想商用业务专注于为企业客户 提供高效、可靠的IT解决方案， 覆盖企业计算、存储、网络、安
全等各个领域。
产品定位
联想商用产品线丰富，包括 ThinkPad笔记本电脑、 ThinkCentre台式机、
ThinkStation工作站等，满足企 业不同层次的需求。
品牌价值观
联想商用业务秉承“创新 、专业、可靠、协作”的 品牌价值观，为企业提供 卓越的产品和服务。
品牌传播策略
媒体传播
通过多种媒体渠道，如电 视、网络、杂志等，宣传 联想商用业务的品牌形象 和产品服务。
公关活动
组织各类公关活动，如新 闻发布会、产品发布会、 行业会议等，提高品牌知 名度和美誉度。
地位。
战略规划与目标
制定长期战略规划
联想商用业务将制定长期战略规划，明确发展目标和方向，确保 持续稳定发展。
提升客户价值
通过提供优质的产品和服务，不断提升客户价值，实现客户与企 业的共同成长。
拓展市场份额
通过不断创新和优化产品与服务，拓展市场份额，提高品牌影响 力。
感谢您的观看
THANKS
技术优势 联想具备强大的研发实力，不断 推出创新的产品和解决方案，满 足企业不断升级的技术需求。
渠道优势 联想拥有完善的渠道体系，与众 多合作伙伴紧密合作，能够快速 响应市场需求，提供定制化的解 决方案。
客户群体
目标客户
联想商用业务的目标客户主要是中大型企业及政府机构，这 些客户对IT设备的需求量大，要求高，希望获得可靠、高效 的产品和服务。
捐赠活动
联想定期向慈善机构捐赠资金和物资，帮助弱势群体解决生活困难。
品牌Brief
品牌Brief引言概述：品牌Brief是一个非常重要的文档，它对于品牌的发展和推广起着至关重要的作用。
在这篇文章中，我们将详细介绍品牌Brief的定义、重要性以及编写品牌Brief的五个关键部分。
一、品牌背景1.1 公司背景：介绍公司的历史、成立时间、规模、地理位置等信息。
1.2 目标受众：明确品牌的目标受众群体，包括他们的年龄、性别、地理位置、兴趣爱好等。
1.3 市场竞争：分析品牌所在市场的竞争情况，包括竞争对手、市场份额、竞争优势等。
二、品牌定位2.1 品牌使命：明确品牌的宗旨和使命，即为什么存在以及为何提供产品或服务。
2.2 品牌价值观：阐述品牌的核心价值观，即品牌所倡导的价值观念和行为准则。
2.3 品牌个性：描述品牌的个性特点，包括品牌的风格、氛围、情感等。
三、目标和策略3.1 品牌目标：明确品牌的长期和短期目标，包括市场份额、销售额、品牌知名度等。
3.2 品牌策略：制定品牌的推广策略，包括市场定位、目标受众、传播渠道等。
3.3 品牌声誉：建立品牌的良好声誉，包括客户满意度、口碑传播、社会责任等。
四、品牌标识和视觉识别4.1 品牌名称：确定品牌的名称，确保名称与品牌定位一致且易于记忆。
4.2 品牌标志：设计品牌的标志，包括标志的形式、颜色、字体等元素。
4.3 品牌视觉识别：建立品牌的视觉识别系统，确保在各种媒体渠道上的一致性和可识别性。
五、传播和推广5.1 品牌故事：讲述品牌的故事，包括品牌的起源、发展历程和核心价值。
5.2 品牌传播渠道：确定品牌的传播渠道，包括广告、公关、社交媒体等。
5.3 品牌推广活动：制定品牌的推广活动，包括线上线下的营销活动、合作伙伴关系等。
结论：品牌Brief是一个重要的文档，它能够帮助品牌明确自身的定位、目标和策略，并有效地进行传播和推广。
通过编写一个准确、详细的品牌Brief，品牌可以更好地与目标受众进行沟通，提升品牌形象和市场竞争力。
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第一阶段：海选 (4/6-5/10)
5.24
6.8
7.8
第三阶段：训练营 (7/8-7/23)
公益训练营
7.23
8.23
第四阶段：决赛 (8/23-10/10)
参加社会 创新嘉年 华 结合返校促销 ，重点高校巡 展
9.20
10.10
事 件
网络报名； 校园宣讲
确定分区初赛 名单
初赛：校内PK
创业实践：分赴各地 开展创业实践
决赛
选拔最具“超越 想象”、“超越 速度”、“超越 空间”的专项奖
选拔用超越想象、超越速度、超越空 间作为标准选拔出入围方案 校园宣讲会:产品经 理讲解小Y的超越 故事 开辟产品体验专区 精英汇在校内推广 小y 校园店内体验小y
Y指纹
承载小y的活动广告 Y形象 征集公益小y形象 小y公益形象在线下 活动中展示 推出“超越的小Y做公益”系列漫画
决赛：获胜团 队产生
校园落地活动：69场宣讲会、69场校际选拔赛、23场复赛 春促 暑促 分区复赛 录播 产品促销信息结合 入围团队QQ 空间推荐 网络 投票 训练营精彩 内容上传
校园落地活动：23场分享、拉票会；1场总决赛 国庆促销 创业实践花絮 嘉年华 传播
活 动 炒 作
主平台上线及 报名开始 产品版块 上线
6、28强返回各地 开展创业实践 （7.23-8.18)
5、进京 28强参加暑期公益训练营 （7.8-7.23)
4、复赛 分区落地选拔（校际间PK） 确定28强入围团队 （5.25-6.8）
7、决赛 产生全国10强 （8.23）
8、赴沪 参加社会创新嘉年华 （9.20）
9、结合返 校促销开展 高校巡展 （10.10）
现场直播 （网络与现 场互动）
产品促销信息结合 入围团队包装炒作 产品角度结合活动的炒作
产品促销信息结合 获胜团队网络炒作 产品角度结合活动 的炒作 媒体配合赛事报道 活动广告中产品信 息植入 组织网友团购
报名启动 09年明星 10年明星团队深入炒作 网络引爆 团队炒作 产品角度结合 产品角度结合活动 活动的炒作 的炒作 各大媒体 公告 媒体配合炒 作资料传播 活动广告中产品信息植入 Y460特性的诠释 促销信息曝光 Lenovo Confidential Lenovo Confidential
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赛事流程
1、报名：官网报名 （4.6-5.6） 2、方案初评 确定初赛入围名单 （5.7-5.10） 3、初赛 校内落地选拔 （5.11-5.24）
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核心信息
带上小Y去超越 —— 联想青年公益创业计划
联想激励大学生以小Y勇往直前的超越精神，发挥极致想象、突破空间束缚， 把富有创意的爱心想法转化为高效的创业行动，与小Y一起把快乐传递给他人 超越想象 联想面向大学生公开征集富有 活 动 想象力、充满创意的爱心想法 与计划 超越速度 联想鼓励大学生运用先进的知 识和方法，提升自身能力，让 公益行动更高效 超越空间 联想倡导大学生突破地域、文 化、专业的空间束缚，汇聚更 多的爱心力量
联想将为大学生提供顶级公益培训、丰厚的创业资金、著名公益组织实习机会、知名企业就业优先权等 全方位的支持，让他们实现能力的提升，释放爱心的潜能 小 Y 对创意执着追求， 成就小Y超越想象的时尚设计
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独有TSI加速及创新技术， 赋予小Y超凡的速度提升
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通过创新的公益营销，将履行社会责任与拓展大学生校园市场更加 紧密地结合，构建更丰富的大学生的沟通渠道，拉动产品销售
提升 品牌美誉度
为大学生打造展现自我、超越自我的舞台，引导他们增强社会责任ovo Confidential
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项目背景：2009年 CSR情况
CSR官网 明星公益月刊 口碑宣传
CSR活动平台
公益周活动
明星助威团
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项目目标
塑造 标杆项目 延续去年活动成功的运作模式，整合内部资源，为其赋予更加独特的 活动理念，将其打造为联想年度标杆性的公益营销项目
拓展 产品推广平台
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活动中如何体现小y
报名及海选
Y标准
初、复赛
训练营
围绕小Y做公益， 体现想象、速度、 空间的公益理念， 同时有效曝光产 品指纹（如拍摄 留守儿童公益广 告）
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小Y的三大核心指纹与选拔标准、项目特质高度契合
小Y的核心指纹 选拔标准 发挥想象（公益模式创新）：团队是否能 •超越想象 发挥出创造力，突破传统思维的束缚，用 创新的方法做公益 项目特质及示例 CYCAN高校能耗调研 十二邻社区剧场 春回大地
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Roadmap
启动 4.6 5.6 截止 5.10
第二阶段：落地赛 (5/11-6/8)
复赛：分区选拔 （校际间PK）
CSR网络传播规划
2010.03
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项目背景：概述
联想公益创投计划（CSR）是由联想集团出资创办的，为在中国境内的公益组织提供创业和发展的公 益计划。该计划引进公益创投方式（Venture Philanthropy），即为初创和中小型的公益组织提供创 业及发展资助，包括综合性能力建设及员工志愿者在内的全方位协助。 联想第一期公益创投计划于2007年12月18日启动，以“让爱心更有力量”为宗旨，经过严格评选， 在全国范围内资助了16家民间公益组织，发放近300万创投款，引起了社会的广发关注，取得了良好 的社会效益。 2009年度公益创投计划集中针对在校大学生， 于10月启动， 活动历时3个月， 共征集近万个作品， 活动平台注册人数达四十余万， 并有超过120人参与互动， 在社会上引起很大反响
Sliderbar自由切换， 带来突破空间的非凡乐趣
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Y系列产品特质 有一种超越叫小Y
超越想象—创意设计 超越速度—强劲性能 联想独有的TSI加速 技术，更加高效 –城市印象时尚纹理 –橙色腰线、金属卡扣 –苏州窗棂式的散热框 – 联想专有TSI加速技术， 2倍性能提升 –Slide bar，随心切换 使用场景 –一屏多用，便捷高效 超越空间—空间切换
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项目成功的关键要素
用灵活的赛制安排，充满趣味的活动形式， 吸引更多大学生广泛关注和参与 活动与产品紧密融合，凸显小Y的核心指纹， 加大对小Y的曝光 充分发挥idea精英汇在活动组织、宣传等方面的力量， 提升活动影响力 充分发挥校园店的作为线下报名、宣传活动盛况、 大学生实习等重要作用
广 宣 产 品
赛事报道、明星团队资料传播 活动广告中产品信息植入 爱心大使试用体验
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促销信息曝光
Lenovo Confidential
Lenovo Confidential
促销信息曝光
产品平台
媒体任务： - 结合Y460的诠释（想象， 空间， 速度） - 结合三次促销对产品的曝光规划 - 明星团队炒作：爱心大使的试用体验 - 各个网站作为渠道， 组织团购活动（每销售一台联想就增加给团队的创业基金） - 执行时间表 - 预期效果，KPI， 报价
提升速度（能力建设）：团队是否展现出 •超越速度 较强的综合能力，项目计划是否具有较强 可操作性，以实现提升公益项目的效率
公益家 瓶瓶绿光 南部县乡村发展协会
•超越空间
突破空间（整合资源）：团队是否能突破 地域范围、文化背景、专业领域的空间界 限，汇聚更多的资源
科学松鼠会 多背一公斤 那洲布艺小镇
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