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Case Study Of IBM Under-Dog Takes Over The Big-Blue

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‘Under-Dog’ takes over ‘The Big-Blue’

By:
Arkesh Sharma
EPGP-06-158

Executive Summary:
I presently work for IBM. The case discusses how IBM’s famous hardware division of personal computing/Thinkpad was sold-off to a Chinese firm Lenovo who had no presence in the market and who was hardly known for laptops. Its only presence was in the Chinese market and no-where else in the world. The case further discusses the Merger and Acquisition of the hardware division of IBM and what challenges were faced by Lenovo and what should be done to overcome those problems.
Introduction of the company:
IBM:
IBM (International Business Machines) was initially set up by Charles Flint as C-T-R (Computing-Tabulating-Recording) on June 16, 1911 who …show more content…

The PC division of Lenovo was profitable but it had to compete with Dell and HP because they were the major players in the market. After observing Dell for quite some time (since it was the market leader during those days), Lenovo was inspired to focus on the comparative advantages of operational area and turned to internationalizations strategies.
After nine years’ of hardship, development and continuous improvement, Lenovo had become the world’s largest PC vendor by 2012. It sells the ThinkCentre line of desktops and ThinkPad series of laptops which it took over from IBM in 2005.

Main Case & Analysis
The main success feature of Lenovo corresponds to the long-term focus of the emerging markets and successful mergers and acquisitions overseas. Lenovo is facing stiff competition from tablet PCs and smart phones. It profit margins have dropped down considerably. The company is planning to diversify its businesses.
The most famous M&A is the merging and acquisition of IBM's PC unit.
IBM was willing and planning to sell off its PC unit to Lenovo. The reason why IBM was planning to sell off its PC Unit was –
1. The financial report presented by IBM in 2004, its PC division had lost 139 million in the first half of the 2004, 258 million in 2003, 171 million in 2002, 397 million dollar in …show more content…

These regulatory developments have broadened the scope of permissible acquisitions and highlight China's ongoing commitment to honoring its WTO undertakings. However, there are still regulations having a substantial and generally adverse impact on mergers and acquisitions by foreign companies targeting domestic companies in China. What are they are what lead them to exist?

4.1 Background of the acquiring firm
The foreign investor must be a listed or public company, have had a clean record for at least three years, and be domiciled and listed in jurisdictions with sound regulatory systems. The domestic company or its shareholders engage a consultant registered in China to conduct due diligence on the foreign company. An extensive filing by the foreign company, including security interests on its assets and a report on trading in its shares during the previous six months is also required.

The M&A regulations substantially restrict deal terms. They mandate required investor qualifications and identify the applicable approval process. The regulations restrict the permissible types of consideration and payment schedules, and impose valuation requirements that may impact on pricing. Many practices common in other jurisdictions are restricted in China. The regulations limit the parties’ freedom of

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