联想国际化战略(1)
管理学案例分析作业 浅谈联想公司的战略
管理学作业3 浅谈联想集团的战略组织战略是决定组织长期绩效的决策和行动。
战略管理则是管理者为制定组织战略而做的工作，它能影响业绩，会涉及管理者制定的许多决策，还能帮助管理者应对不断变化的形势。
所以，战略与战略管理非常重要。
战略的类型也很多，包括了公司层战略、业务层战略和职能层战略。
下面就谈一谈联想集团所用的战略。
1、增长战略之多元化战略当一个组织想要通过现有业务或新业务扩大它所提供的产品数量和所服务的市场范围来谋求发展时，它就要用到增长战略。
而多元化就是其中的一种方法，即通过合并不同业务的公司而实现增长。
实例背景：联想集团在2000年前后的营业额接近30亿美元，它想成为有国际影响力的公司，必须向100亿美元冲刺。
应对策略：联想集团应用了多元化的战略，在2001年设定了消费IT等六大业务平台，进入了手机制造、IT咨询服务、保险业软件、电信业系统集成四个领域。
影响：由于不确定的环境变化和缺乏经验导致的错误估计，多元化战略受挫。
此战略实施后，全球IT行业进入了长达两年的寒冬，这使得联想受到较大的打击。
2、更新战略之紧缩战略当一个组织陷入困境时，需要采取更新措施，消除导致公司绩效下降的组织劣势。
紧缩战略是在绩效问题并不严重的情况下使用的一种短期更新战略。
实例背景：2000年到2003年互联网泡沫破灭，IT行业大幅滑坡，联想的基础产业受到冲击。
2000年制定的到2003年营业额达到600亿的战略目标只完成了三分之一。
应对策略：联想集团在2004年作出了历史以来最大的裁员，裁员5%，并进行了业务重组。
这次重组的关键词是专注，联想的核心业务被确定为PC及相关产品，重点发展移动通讯设备。
影响：稳定了经营，逐渐恢复了竞争力。
3、国际化战略由于经济全球化的趋势和世界市场的形成，国界正在失去意义，组织成长的潜力也有了极的发展。
在对制造企业的一项研究中发现，实行跨国经营的公司，其销售增长是国内公司的两倍，盈利能力也高很多。
联想的国际市场营销策略分析
联想的国际市场营销策略分析[摘要]2004年12月8日,联想集团在北京正式宣布收购ib的全球p业务,这使得联想集团在努力自己建立成一个大型的跨国公司的过程中迈出了重要的一步。
联想集团国际化战略的成功,成功的国际市场营销战略是功不可没的。
本文着重分析了联想的国际市场营销战略。
[关键词]联想国际市场营销差异化战略中国国内的it市场几乎已经被开发殆尽,众多的it企业都想走出国门、开辟海外市场并把自己建立成为一个跨国企业。
而联想集团就是其中一员。
多年来,联想集团一直都在努力地增强自身的实力以便于实现其自身的国际化,为了更好的适应市场环境的变化,占据有利的格局,联想集团一直努力的完善自己的国际市场营销战略。
本文主要针对联想的成功因素之一:国际市场营销策略,做了以下分析。
一、差异化战略在欧美市场上,由于当地企业技术较为先进,竞争对手实力都是比较强的,联想并不能以技术和产品取得胜利。
此时一个好的市场战略就显得无比的重要。
联想在欧美等一些比较成熟的市场,针对大客户这一方面建立起差异化的营销策略,采取适合大客户的营销策略和产品设计。
联想的差异化战略也是对ib公司大客户战略的一种延续。
联想的差异化战略还针对特定人群,例如,迷你笔记本是目前笔记本市场最受欢迎的一类产品,联想采用迷你笔记本创新营销模式,其ideapads9/s10主要定位于大学生和年轻白领,提供了有线、ifi、“蓝牙”和移动上网等4种网络连接方式,可轻松实现“永远在线”。
通过稳固特殊消费群体,联想占领了海外的部分市常联想通过在海外市场上选择差异化战略使自身走向国际化。
二、人力资源国际化企业要走向国际化必须实现其人力资源的国际化。
2004年11月9日,联想集团主席表示在联想的国家化进程中是比较缺乏国际化人才的。
联想一直都在为人力资源的国际化做着不懈的努力。
首先,联想寻找具有国际管理能力的国际管理者,2005年12月,联想聘用前戴尔高级副总裁出任e一职;2006年请微软前高管肯尼思.迪佩特罗担任公司人力资源部门高级副总裁。
柳传志：联想的国际化之路
柳传志：联想的国际化之路柳传志，联想控股有限公司董事长近日，联想控股有限公司董事长兼总裁、联想集团董事局主席柳传志先生应美国加州大学伯克利分校，以及硅谷20家协会联合邀请，在伯克利大学和硅谷进行了题为“联想集团成功并购IBM PC业务——中国企业国际化之路”的演讲。
三大成功经验帮助联想自身升级转型，成功并购IBM PC业务1990年之前，中国的电脑行业实际上是一个闭关自守的行业。
当时的领军人物是长城，由国家投资。
而之所以说是闭关自守，主要是因为进口机器需要批文，并且要征收高额的关税，由于当时中国的电脑又贵又不好用，严重了影响了各行各业对信息化的要求，所以，国家在1991年、1992年前后开始大幅度降低关税，最后在1992年取消了批文，于是很多外国PC企业大举进入了中国，使得中国的电脑厂商几乎溃不成军。
当时的联想还是一个很小的企业。
面临这样的局势，联想进行了研究和分析，讨论在无论资金、技术、人力管理等各方面，都跟国外企业无法比较的情况下，联想到底还能不能坚持自己的品牌。
在柳传志的领导下，联想首先对自己进行了彻底改进，从组织架构到业务模式进行了整体的调整。
这果然让联想的业务得到了长足的发展，到2001年，联想不仅成为了中国市场的第一，更是除日本以外亚洲市场中的绝对第一位。
降低成本：联想对公司的成本问题进行了认真地分析和研究，发现元器件成本占了整体成本的86%，而其他的成本包括人工成本等都相对较低。
加之由于电脑的各个部件均在发展之中，如CPU的价格变换就非常迅速和突然。
因此，如果库存时间长，将对成本造成巨大的影响。
于是，联想明确了主攻方向——如何压缩库存。
此外，选择怎样的订购方式，如何预测市场，每一个细节，联想都做了分析和研究，大幅度地降低了成本。
按需研发：联想一度没有那么多资金能够大量招募研究人员，在开发方面有更大的投资，这就要求联想要更多地集中于市场的要求，把成熟的技术用在产品上来提高毛利。
比如，在1998、1999年Intel 开始普及时，个人买电脑后，除了发烧友以外，一般的老百姓上网很困难。
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.. 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联想集团跨国并购案例分析
联想集团跨国并购案例分析摘要随着全球经济一体化和中国改革开放三十多年的发展, 有一批中国知名企业已经成长到一定规模,在日本、国企业之后,他们都相继开始了国际化扩和兼并收购的行动,向着自己国际化的目标靠近,比较著名的企业如TCL、联想、海尔、华为等。
但中国企业在以跨国并购的方式走出国门的过程中,都分别遇到了各种各样的困难和挑战。
本文以著名科技公司联想集团的两个跨国并购案例为切入点,阐述其跨国并购和整合的过程,运用分析、比较、归纳的方法,找出联想集团在跨国并购过程中面临的问题及其成功的经验或失败的教训，并从案例中抽取一些普适性的经验教训，推而广之，为其他中国企业所借鉴，促进其跨国并购的成功从而推动中国经济的发展。
这两个案例是本文论述的主要事实依据。
关键词:中国企业跨国并购国际化战略AbstractUnder the tend of economic globalization and over 30 years development after reforming and opening to the outside world,there has been a lot of famous enterprises growing into a certain scale .FollowingafterJapan and South Korea,they have started expansion and mergers all around the world to approach to their international target.Some of them typically are Lenovo,TCL,Haier ,Huaweiect.However,during the process of going out of the country in a M&A way,the Chinese enterprises have e across a variety of challenges and difficulities.This essay from Lenovo Group,the world-famous technology pany,with its two M&A case studies,penetrated deeply into the topic,expatiated the process of M&A,by means of analysis,parison and induction,so as to find out the issues they faced alone the way of M&A and the elements of success and failure,as well as the universally applicable experiences.Through spreading the mentions above,other Chinese enterprises can draw a lesson from it,so as to improve the way of M&A,as well as the development of economy.These two cases are the main basis of this essay.Key Words：Chineseenterprises，Mergers and Acquisitions，International strategy目录一、绪论1（一）研究背景及意义1（二）文献综述1（三）中国企业跨国并购情况2二、案例介绍3（一）联想集团企业概况3（二）联想收购IBM个人电脑业务案例介绍3（三）联想收购摩托罗拉案例介绍4三、案例分析4（一）案例分析的目的意义和基本思路4（二）联想收购IBM个人电脑业务案例分析5（三）联想收购摩托罗拉案例分析10四、结论11（一）联想集团跨国并购给我国制造业企业的启示11 （二）我国制造业企业跨国并购中存在的问题12（三）解决我国制造业企业跨国并购中问题的对策13 参考文献16联想集团跨国并购案例分析一、绪论（一）研究背景及意义跨国公司的兼并与收购是全球经济一体化的产生和发展的基本表现。
联想中国电脑巨头的国际扩张
联想中国电脑巨头的国际扩张随着全球信息技术的迅猛发展，电脑行业成为了全球经济领域中的一匹黑马。
而在这场激烈的竞争中，联想作为中国电脑巨头，以其独特的国际扩张策略引人注目。
本文将探讨联想中国电脑巨头的国际扩张策略，并分析其成功的原因。
一、联想中国电脑巨头的国际扩张策略联想作为中国电脑行业的领军企业，积极推行国际化战略，不断扩大其在全球电脑市场的影响力。
联想的国际扩张策略主要包括以下几个方面：1. 建立全球化供应链：联想在国际扩张过程中，积极寻求全球资源整合，并建立起完善的供应链网络。
通过与全球各地的供应商、代工厂和分销商合作，联想能够快速响应市场需求，更好地满足全球消费者的需求。
2. 跨国收购与战略合作：联想通过收购和战略合作的方式，加强了自身在全球电脑行业的地位。
例如，联想收购了美国IBM的个人电脑业务，使得联想在全球范围内掌握了更多的市场份额。
此外，联想还与多家国际知名企业展开战略合作，共同推动产品创新和市场拓展。
3. 本土化营销策略：联想在各个国家和地区推行本土化营销策略，根据当地市场特点和消费者需求，灵活调整产品定位和营销策略。
通过更好地适应当地市场，联想能够提升品牌认知度，增加市场份额。
二、联想中国电脑巨头的国际扩张成功之路联想中国电脑巨头的国际扩张成功之路得益于其独特的战略选择和领导力。
首先，联想在国际扩张过程中选择了适合自身发展的战略路径。
通过收购IBM的个人电脑业务，联想成功扩大了市场份额，并提升了品牌影响力。
同时，联想通过与其他知名企业进行战略合作，充分利用各自的优势，推动产品创新和市场拓展。
其次，联想在国际扩张过程中注重本土化运营。
联想在不同国家和地区根据当地市场需求和文化特点制定相应的营销策略。
这种本土化运营的方式使联想能够更好地满足当地消费者的需求，提高产品的市场竞争力。
再次，联想的领导层在国际扩张过程中发挥着重要的作用。
联想的高层管理人员具有丰富的国际经验和跨文化管理能力，能够有效地应对不同国家和地区的挑战。
联想国际化人才培养
解决方案
• • • • • • • • • • • Two in one box Top 100 继任者计划 国际轮岗计划 7-2-1人才培训原则 走出去、引进来 六字方针“坦诚、尊重、妥协” 赢文化 全球融合及多元化办公室 文化鸡尾酒会 三任CEO的作用：融合——减法——自己人
国际化的组织能力
• 基于业务类型：创新与研发 • 基于并购：文化融合与业务、人才整合 • 基于战略：市场开拓与品牌推广
国际化进程中遇到的问题
• • • • • 并购后的文化融合 并购后市场、人才、组织的整合 并购后原客户的流失和品牌的维护 创新与研发的分工 全球运营的经验和人才不足
国际化人才领导力
联想国际化人才培养
目录
• • • • • • 国际化背景与战略 国际化组织能力 国际化进程中遇到的问题 国际化人才领导力 解决方案 资料来源
国际化的背景与战略
• 背景：国内市场触顶；多元化战略受挫； 竞争对手的全球化战略 • 关键步骤：并购IBM全球PC业务（蛇吞象） • 战略目标：全球市场与国际品牌 • 战略阶段：2004-2008，价值链优化；2008-， 全球运营
资料来源
• 《再联想》
• 《中国企业全球化战略怎样培养国际化领 导人才》 • 顶尖国际《2011中国企业领导力国际化研 究报告》中关于联想人力资源副总裁的采 访
联想发展历史
联想集团从成立起初由于特殊的历史背景，就始终处于一生二、二归一的生存、发展态势之中，所以笔者简称为柳氏基因“一二一”。
要知道“一二一”基因的由来必须先了解联想的发展历程。
联想的前身是由中国科学院士院计算支柱研究所投资二十万元成立的，成立日期大际为1984年10月或11月的某一天，公司名称为：“中国科学院士院计算支柱研究所新技术发展公司”，成立之初也就是倒腾些电子表、旱冰鞋、运动裤衩、电冰箱等，活生生就是个倒爷。
1985年后倪光南带着他的“联想式汉字系统”加盟公司，代理IBM微机及至代理AST微机，决定走AST之路，从此才真正开始了联想电脑之路，从代理走到自主生产；1988年柳传志与香港导远公司电脑系统有限公司和中国技术转让有限公司各投资30万港元香港成立香港联想公司，1989年公司正式把联想两个字给了自己，把原公司更名为“联想集团公司”，因而就有了北京联想和香港联想之分。
此时联想已经拥有香港北京两个研究中心，三个生产基地，北京东北旺、深圳八卦岭、香港柴湾；1990年5月。
联想将200台“联想286”送到全国展览会上，一炮打响，一个星期后进军北京计算机交易会，一举拿到1200余万元的订单；1994年2月14日联想在香港挂牌上市；1997年2月3日，联想集团公司全体董事在北京联想总部大楼505室召开会议，拟定决议如下：--把北京联想和香港联想合并为中国联想。
--具体做法是，把北京联想业务的主要部分通过资产评估，以该部分资产购买香港联想股票。
--整合后的北京联想将成为香港联想的绝对大股东，所占股份由原来的42%上升为60%以上。
董事会将合并后的公司大权赋予柳传志，他成为中国联想董事局主席兼总经理。
2001年夏天开始，联想集团因杨元庆和郭为而一分为二，分为“联想电脑”和“神州数码”，联想集团控投公司作为“联想电脑”和“神州数码”的母公司依然存在，其中拥有“联想电脑”57%的股杈，神州数码51的股权。
柳传志和李勤分别担任联想控股的总裁和副总裁，以及“联想电脑”和“神州数码”的董事长。
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国际化战略的种类
v 本国中心战略
在母公司的利益和价值判断下做出的经营战略，其目的 在于以高度一体化的形象和实力在国际竞争中占据主动， 获得竞争优势。
v 多国中心战略
在统一的经营原则和目标的指导下，按照各东道国当地 的实际情况组织生产和经营。
v 全球中心战略
全球中心战略是将全球视为一个统一的大市场，在全世 界的范围内获取最佳的资源并在全世界销售产品。
v 潜在进入者的进入障碍
1.规模经济；2.产品差异壁垒；3.资金需求壁垒；4.顾客转换成本；5. 专利和专有技术：
联想国际化战略(1)
行业内竞争
v 决定现有企业竞争激烈程度的因素：行业 集中度高，增长速度快，随着技术的进步， 成本并没有过多变化。
v 各产品有着明确的定位，用户转变通常基 于对于现有品牌的失望。
联想国际化战略(1)
收购的风险与挑战
v 收购IBM将不可避免地带来运营成本 的上升
v 文化风险 v 被反收购的风险
联想国际化战略(1)
品牌策略
v 2003 年4 月28 日联想集团改换了它沿用15 年的标识由Legend 换成Lenovo并将其进行 了全球注册Le 来自于原先的Legend ,"novo "在拉丁文中则是创新
v 行业内生产能力提高。 v 电脑行业应是高利润高风险。
联想国际化战略(1)
替代品
v 根据亚当•斯密“劳动分工受到市场限制” 的潜在含义，大市场有足够的需求支持专 业化，这使得PC专业化销售市场从综合性 市场中分析出来，并以其产品特色朝着规 模化、特色化和发展。但是中国加入WTO 之后，国外综合市场提高者的参与将提高 替代品对现有专业商业企业的威胁。如果 现有企业能发展相似的竞争优势的话，其 替代效应将是比较小的。因此从目前总体 上来讲，替代品的威胁是中等的。
联想国际化战略(1)
海外并购——IBM
并购动机
战略设想
并购的风险 与挑战
并购IBM
联想国际化战略(1)
并购动机
1,联想国际化经营的必然性 开拓新的市场和保护国内市场是联想国际化战
略由模糊走向清晰的两个最重要的驱动因素。 2、内部增长受挫
90年代末以来，PC业务增长率下降，使得联想 集团不得不寻求长期的新的利润支撑点，这是联 想的两次战略转型的根本动机。这两次立足于内 部增长的多元化战略转型的受挫是导致联想国际 化战略迈出关键性一步的直接原因。 3、联想 “自我扩张” 的国际化尝试
联想国际化战略(1)
联想的企业大事记
联想国际化战略(1)
联想国际化战略
企业国际化业战略 SWOT分析
企业国际化战略 五力模型分析
战略分析
联想国际化战略(1)
联想国际化战略SWOT分析
联想国际化战略(1)
联想国际化战略SWOT分析
机会（O）
由巩固型 向成长型
成长型战略
内部劣势（W）
收缩型 战略
联想国际化战略(1)
营销策略—国际营销
v 联想为了实现从中国品牌向国际品牌的跨 越，首先选择成为奥运会的赞助商。因为 成为奥委会的合作伙伴，特别是顶级赞助 商，可以在全球关注的奥运会上通过各种 方式、在多种场合，更加便利地实现品牌 推广。国际奥委会顶级赞助商的全球合作 伙伴共11 家，联想成为跻身其中的第一家 中国企业。
联想国际化战略(1)
战略设想
v 一是以此打开国际市场; v 二是通过与IBM的融合来降低成本; v 三是扩大规模，提高与上游厂商议价的能
力。 v 四是联想主打中国市场，IBM主打国外市
场;IBM主打行业和高端市场，联想主打消 费类产品，同时合资后的新联想将规模更 大，并且能够享受到规模采购带来的价格 优势和制造成本更低的优势。
联想国际化战略(1)
联想的国际化策略
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
Lenovo
营销策略-国际营销
联想国际化战略(1)
投资策略---海外并购
v 企业并购（Mergers and Acquisitions， M&A）包 括兼并和收购两层含义、两种方式。国际上习惯 将兼并和收购合在一起使用，统称为M&A，在我 国称为并购。
联想国际化战略(1)(生产本地化) v 自主知识产权的自有品牌出口—华为模式 v 通过并购获得市场与技术—联想模式
联想国际化战略(1)
国际化战略的联盟新模式
v 跨国交换从而扩大市场模式的联盟 v 跨国并购式的联盟 v 中外技术合作式的联盟 v 国际化购进品牌式联盟 v 中外合资业务态创新式的联盟 v 跨国并购资源式联盟 v 跨国公司同发展中国家企业间一般联盟
联想国际化战略(1)
国际化的联想
联想国际化战略(1)
联想的发展历程
创业和生存 阶段
急速发展 阶段
国际化战略 发展阶段
１９８４－１９９３
１９９４－２００3
２００４－至今
联想国际化战略(1)
联想的企业背景
v 联想集团由一群中科院的知识分子创建于1984年10月，启动资金仅 20万。现如今，新联想是一家国际化的科技公司，由联想及原IBM个 人电脑事业部所组成。作为全球个人电脑市场的领导企业，联想从事 开发、制造并销售最可靠的、安全易用的技术产品及优质专业的服务。 它的业务遍布世界各地。拥有近两万名员工，年销售额达千亿元人民 币。它的主营业务是PC生产销售，服务器的生产与销售，PC外设以 及手持业务。其中PC业务占了整个公司的绝对大部分份额。1994年 它在香港主板上市，是恒生指数成份股。联想在上海、北京、广东的 惠阳以及深圳拥有生产制造基地，这是它的主要生产设施，在并购 IBM PC部门后，在海外也有了一些生产设施。自1996年击败众多国 际知名品牌后，联想一直雄踞国内PC市场份额第一的宝座，成为国 内PC市场的第一品牌。1999年，联想取得亚太地区(不含日本地 区)PC市场份额第一，并一直保持至今。在2002年9月《财富》杂志 公布的中国上市企业百强中，联想集团位居第六；2002年底，“联想” 品牌价值达到198．32亿元人民币，荣登“中国最有价值品牌”前五 名，；2003年1月．在《亚洲货币》第十一届“Best—Managed Companies”的评选中，联想获得“最佳管理公司”、“最佳投资者 关系”、“最佳财务管理”等全部评选的第一名。
多样化战略
内部优势（S）
威胁（T）
联想：成长型战略SO：国际知名度+利好时机
联想国际化战略(1)
联想国际化战略五力分析
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
联想国际化战略(1)
行业新加入者的威胁
v 可能的进入者：
联想国际化战略(1)
2020/12/16
联想国际化战略(1)
Lenovo
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际
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联想国际化战略(1)
Lenovo
31
国际化战略的定义
2
国际化战略的种类
3
国际化战略的模式
4 国际化战略的联盟新模式
联想国际化战略(1)
国际化战略的定义
v 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。
v 之所以要进行切换，最直接的原因就是联 想国际化的需要而国际化的必备条件，是 拥有一个可以在全球畅通无阻受人喜欢的 品牌标识，联想随后以带有Lenovo 标识的 自主研发手机打头阵在正式改名后于国内 市场推广。
联想国际化战略(1)
品牌策略
v 企业名牌战略是以创名牌、保名牌为核心，带动 整个企业向持续、稳定、健康方向发展的战略.
首先应是国外尚未进入中国市场的数码巨头，随着中国市场的诱惑力 渐大，也会踏上中国市场。其次是现在做上下游产品的供应商和零售 商。比如欧洲许多手机都是由服务供应商提供。再次就是自主创业进 入中国PC市场。
v 进入者的进入方式
新产品的出现，建立一个新的品牌。PC行业有比较高的进入壁垒， 进入这个市场还是有些难度。可能的进入者少。
联想国际化战略(1)
供应商讨价还价的能力
v PC是复杂精密的仪器，CPU的主要供应商 只有两家，AMD&INTEL，PC硬盘厂商有 三星，爱国等主要业务为PC的厂商，便削 弱了生产厂商的仪价能力。
v 总体而言，多数PC中的硬件都是由供应商 提供，而不是由生产厂商生产。PC生产厂 商议价能力强。但供应商多在国外，对于 中国PC市场，本地品牌有着明显优势。
联想国际化战略(1)
购买商讨价还价的能力
v 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。
v 二、顾客的购买行为和特性分析
主流PC市场顾客多为商务人士，IBM的成功是因为耐用的 商务机。三星PC时尚，索尼娱乐，戴尔大众，而惠普质 量最好，返修率低。不同的顾客选择不同的PC。而在中 国，商务机多为联想。因为中国庞大的市场，使联想成为 强大竞争力的厂商。
v 2004 年12 月8 日，联想竟以17．5 亿美元拿下 了IBM 的全部PC 业务——包括台式、笔记本电 脑及其研发、采购业务并负担其债务。从数字上 来看。这无疑是一次完美的交易，联想的出价并 不高，得到的却是一个全球PC 产品的出货量达 到了1190 万台、销售额一举升至120 亿美元，在 出货量上仅次于戴尔和惠普的全球第三大PC 厂 商。