Lenovo Globalization Strategy

Lenovo Globalization Strategy

Slow and steady no longer wins the race. Globalization teaches Lenovo to embrace risk and leave a lumbering legacy behind.To go global Lenovo, the leading PC manufacturer in china took various steps like:

Lenovo – globalization plans

  • Lenovo is sponsoring the 2008 Olympic Games
  • Lenovo acquired IBM’s PC unit
  • Lenovo changed its corporate name from Legend to Lenovo

Keywords

Lenovo Legend Group Globalization Plans Global Branding Brand Consolidation Business Diversification IBM’s PC Unit Acquisition Globalization Challenges Cultural Clashes

Lenovo Facts

Lenovo founded in 1984
Lenovo was originally called Legend Beijing
Lenovo was by Chuanzhi along with ten colleagues at the Computer Technology Institute of the Chinese Academy of Sciences (CAS)

Lenovo controls 25 % of the Asian computer market, largely due to its ability to sell computers cheaply and China’s high tariffs on imports. Lenovo paid 1.25 billion United States dollars to IBM, of which $650M were paid in cash and $600M were in Lenovo stock.

Lenovo manufacturing
Lenovo has manufactured 4.5 million PCs including laptops and desktops

Lenovo Diversification
Lenovo has also diversified into other business areas including handheld devices and IT.

Lenovo Revenues
51.5% – corporate segment
33.5% – consumer segment
8.8% – handheld devices
3.8% – contract manufacturing and
2.4% – IT services

Nokia Business Strategy India

Nokia Business Strategy India

What is Nokia’s Business Strategy and Expansion Strategy in India is an interesting discussion.

Nokia India,Indian Mobile Phones Industry, CDMA, GSM, Marketing Strategy, Marketing Mix

Nokia Headquarters: Finland
Industry: Telecommunications

Nokia Businesses and Products
home satellite systems
wireless switching equipment
wireless systemsmobile gaming devices
set-top boxes
wireless data and voice devices

Nokia Facts

  • Nokia was founded in 1865 as a wood-pulp mill
  • Nokia was founded by Fredrik Idestam.
  • The name Nokia originated from the river which flowed through the town of the same name (Nokia).

Download [pdf format] Case Study: Nokia’s Business Strategy in India

Daimler Chrysler Merger

Daimler Chrysler Merger

Culture Issues in the merger between Daimler and Chrysler is a very interesting case.

The case ‘Daimler-Chrysler Merger’ gives an overview of the merger between Daimler-Benz of Germany and Chrysler Corp. of the US.

Related Reading:

Daimler/Chrysler Merger: The Culture Clash Pays Off : An article from: Automotive Industries

GM e-Business Strategy

GM e-Business Supply Chain Strategy

  • e-business strategy of General Motors (GM) the world’s largest automobile manufacturer.
  • GM’s need to adopt e-business in its manufacturing supply chain operations.
  • Supply chain and demand chain
  • Dis-advantages of GM’s e-business strategy.

GM facts
GM brands include
Buick, Cadillac, Chevrolet, Daewoo, GMC, Holden, Hummer, Opel, Pontiac, Saturn, Saab, and Vauxhall.

General Motors GM was founded in 1908 as a holding company for Buick.

GM and e-Business Inititatives in Supply Chain

e-Business Initiative
General Motors Acceptance Corp. (GMAC) BuyPower
Retail.com/ Auto Centric
Onstar
The GM Owner Centre
DealerWorld
GMAC SmartAuction
Covisint
GM SupplyPower
Shared “Virtual Factory” Tools
Joint Product Design

E-business particularly facilitated supplier and customer collaborations into early design programmes and product conceptualisation stages. Business process reengineering led to increased process efficiency. Advantages were self-evident. GM trimmed down new vehicle launch time to mere 18 months, a significant reduction from three years earlier. With revenues touching almost USD 600 million per year, GM invested to revamp existing infrastructure. For example, LAN bandwidth was increased by 10 times, old legacy systems gave way to modern standardised systems.

A Guide to Case Study Writing

A Guide to Student-Written, Instructor-Facilitated Case Writing
by Paul Michael Swiercz, Ph.D. The George Washington University

Student-Written, Instructor-Facilitated (SWIF) case study writing is a powerful tool for helping both students and instructors redefine their roles. The guide is divided into two sections. The first section provides background information on the case-study-writing process and answers the most commonly asked questions about case study writing. The second section provides a guide to data resources and some tools for evaluating the case study. New library technologies and computerized databases offer an extraordinarily rich array of information resources. In fact, the resources are so rich and growing so rapidly that it is impossible to summarize them in a document of this size, so this second section is meant to be only a starting point. The guidelines provided and the resources identified will help the new case study writer prepare a clear, concise, and illustrative case study.

What is a Case Study ?

Managing Innovation profitably- Xerox PARC?

Case in point- Innovation without Profit –XEROX PARC –Managing Innovation
PARC was established in 1970 as the research division of Xerox Corp. Its goal – to invent the technology of the future. Till it was incorporated as a Xerox subsidiary in 2002, it spanned over 30 years.

Notwithstanding its technical excellence, Xerox PARC failed to take competitive advantage with its innovations. PARC innovated on a number of products which transformed the computer industry like the PC prototype, LAN, GUI interface, mouse, page description languages, laser printers, etc. There was much commercial potential in most of its innovations. Reasons attributed for failure to capitalize on its innovations were the relaxed and flexible culture that prevailed at its Palo Alto Research Centre. Though flexibility is good, it made its employees to practice ventures of their interest with no alarm for commercial importance. Another reason attributed was the distance between PARC and its corporate headquarters. This remoteness cut it off from the competition of the corporate world. Another theory of thought was that there was a basic disparity between the goals and functioning methods of PARC researchers and the employees at the corporate/ management office.

By the beginning of the 21st century, PARC was spun-off as an autonomous subsidiary of Xerox. Xerox had also set up some subsidiaries to help commercialize the inventions that came out of PARC.

Point to note: Paradoxical structure and culture elements involved are essential to manage innovation profitably. Every organization needs to promote original thinking to foster innovative ideas and products, coupled with ensuring control to commercialize the ideas and products effectively.

Even Swaps make complicated decisions easy

No, even swaps do not make complicated decisions easy. A manager still has to choose the values to be set and the trade-offs he decides to make. However, even swaps do provide a consistent method for making trade-offs and a rational framework in which to make them. By simplifying and automating the mechanical elements of trade-offs, the even swap method helps a manager in the decision making process of choosing the actual value to the company of various strategic alternatives.

Even Swaps: A basis for business/corporate strategy selection

How to select the best business or corporate strategy? Apply Even Swaps. The answer seems very simple. But what are even swaps anyway.

In a case study method or a real life business situation, there exist many strategic alternatives. But selecting a particular strategy which satisfies both corporate and stakeholder objectives is a crucial part of any strategic process. This usually involves a tradeoff in the ultimate corporate goals to be achieved. This is usually a very complicated task. Even Swaps is a logical and an easy technique for making relevant trade-offs that help a manager in making a decision to consider the importance of one goal relative to another keeping in mind future scenarios. By indicating the absolute changes in the corporate goals, the real value of the strategic alternatives can be easily ascertained.

What is SWOT Analysis?

SWOT ANALYSIS involves identifying the strengths and weaknesses, which are internal to the organisation and the opportunities and threats, which come from outside the organisation.

Strengths ‘S’
Strengths are those rudiments of the company that are useful and secure. For e.g. Company service that is well acknowledged by the customer

Weaknesses ‘W’
Weaknesses are those rudiments of the organisation that are unstable and insecure. For e.g. Outdated technology or apparatus.

Opportunities ‘O’
Opportunities represent areas where applying fresh proposals or schemes can prove favorable. For e.g. Establishing a brand

Threats ‘T’
Threats can prove dangerous to a company. For e.g. : New laws.

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