Strategic Management

Issue - Brand Awareness of Lenovo outside the Chinese market was very low. During the brand awareness survey conducted at least half of the IT respondents were found to be unaware of the brand. Countries either had a lower

As a global leader in the PC market, Lenovo’s success rests on its ability to deliver consumer centric innovations in products that deliver a blend of mobility, performance and price. Design is an infrastructural element that helps define every aspect of a company, including Web site, stores, customer support, packaging, and messaging as well as its products. Lenovo has a well-earned industry reputation for delivering superior quality products. Quality is a fundamental component and commitment to customer satisfaction by delivering products that are of superior quality to comparable offerings from their competitors is the key to Lenovo’s success. In recent years, Lenovo relies heavily on local manufacturing strategies to shorten

This report demonstrates the evaluation of current performance of JD Sports Company. Method of Analysis includes Ansoff’s matrix and Porter’s generic growth strategies to discuss the nature of the market which JD Sports invest in. The financial methods are including the flexibility and stability of JD sports which judged by the liquidity, current ratio, operation capital, gearing and profit margin of this company. These figures could be collected from the annual report or balance sheet. This report analyzed the JD sport’s position in the market, and used generic and external growth method to expand market size. Such as acquired a lot stores to improve business profitability. Obviously, JD has expanded to the European

Strategic planning involves making decisions about the organization’s long-term goals and strategies and how the organization decides to implement their goals (Bateman, Snell, Konopaske, pg. 113). Strategies help organizations to have a clear perspective on how to go about accomplishing the goals they have in place. All organizations have a clear vision of what their mission and purpose as a company is, they know how to fulfill the mission, vision, and purpose and they know how to ensure that they accomplish all their goals. However, the route the organization takes to define these things determines how effective they will be.

Globalization changes have impacted Burger King in the following ways; since the company began in 1953 with its first restaurant in Jacksonville, Florida and opened several locations across the United States, the company began its international expansion in 1969 with its first international franchise location in Canada, followed by Australia in 1971, and Europe in 1975. The setting up of franchises outside the United States was as a result of fast food opportunities arising outside the United States. So as to fully integrate in the international market, Burger King had to adopt and embrace

Not only is the global business environment competitive, it requires developing appropriate strategies to guarantee profitability and breaking-even. Lenovo has adopted strategic alignment of its environment and in improving its competitiveness in the technology sector. Headquartered in Beijing, China, it has with offices in Morrisville, North Carolina in the US and other regions globally. Founded in 1984, Lenovo is one of the largest and fastest growing vendors of personal computers (PCs) globally and ranked third in providing “Smart Connected Devices.” This report examines strategic realignment and associated changes in Lenovo aimed to enhance its competitiveness globally.

In this report, the secondary data is used to assess and apply the use of economic theories and other relevant issues. The key findings of this report were that Lenovo is a US$39 billion fast growing business with its success completely depending on its innovation, high efficiency in global supply chain and for maintaining a strong business strategy that differentiates it from its competitors like Dell and Hewlett-Packard (hp).

Innovation, localization and customization, and an efficient and environment-friendly global supply chain are the pillars of growth for Lenovo. Cost-innovation, efficient execution of strategy and a strong presence in China support its global endeavours. In-house manufacturing reduces costs and strategically located manufacturing facilities in China, Mexico and India enhance the efficiency global supply chain. It spends adequately on R&D to move ahead with the times. The R&D centres are located in North America, Japan, and China. Joint ventures and local-level innovation supports its customer oriented focus. Over the years, it has leveraged its strong presence in China, pursued incremental innovation and used inorganic growth strategies to its advantage (Ahrens & Zhou 2013). Further, geographical diversity helps it avoid overdependence on a particular market or product. Cultural diversity, supported by an inclusive organisational culture, facilitates Lenovo’s efforts to build a sustainable competitive advantage (Lenovo

Target Market: Unlike Dell, Lenovo should target the lower-end of the market i.e., home, small business, small office, and medium business sector as its primary market as the needs of these sectors in terms of user sophistication, price sensitivity, order size, geographical spread, level of support, etc. directly matches with the existing business model of Lenovo. Lenovo can use a combination of scaling and granulation to increase its existing sales and distribution network in the PRC and at the same time cater to the increasing demand for consumer customization through a granulation strategy.

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.

In recent years, market competition in the market economy is fierce, the different economic performances and behaviours based on the enterprises’ own interests, to enhance their own economic strength and to achieve the exclusion of similar economic agents. Competition in the IT market is to drive their own material interests, because of the inherent dynamic of all economic actors, as well as the loss of their material interests are similar in the market by crowding out of economic actors. But How a newly established global brand build its brand awareness and be a successful global brand become a critical issue. 2005, Lenovo PC merge IBM computer and become the No.3 computer company in the world. As for Lenovo Group, in order to achieve success in the fierce competition of the products market it needs effective marketing strategy to attain profit and improve its development in Chinese IT market.

Laptops, also known as notebook computers, are personal computers which are deisnged to be portable, while keeping similar functions as desktops. The first laptop, Osborne 1, was an 11 kg laptop with 5 inch screen, released in 1981 by the Osborne Computer Corporation (History). Since 1981, the laptop industry have experienced a rapid growth, now becoming one of the ‘key industries’ of the modern society (Chen). This paper investigates the current laptop market by analyzing different companies, including Apple, Dell, HP, Lenovo, and Asus, which are the top 5 vendors of the market, along with one extra company, Microsoft, to find out the current status of the laptop industry, and its future. To make the comparing process more simple, this paper will focus on one laptop from each companies, with similar specifications.

Strategic planning is described as the administrative process of determining the goals and benchmarks needed to reach the long-range objectives that have been set for an organization (Glaser, 1971). This comprehensive collection of plans is set forth to cover the overall path of the organization within a four to five year period (Glaser, 1971). This inclusive plan accounts for items related to the essential competencies of the organization as well as positioning the organization to harness the competitive specializations that provide an advantage over the competition (Gamble & Thompson, 2011). Strategic planning is concerned with the pursuit and maintenance of this competitive edge (Gamble & Thompson, 2011).

China is a prospective market for PC products with increasing population income and growing number of net users. The PC market growth is also facilitated by the Chinese government’s initiatives and economic support. Lenovo, being the market leader in China as well as an important global player, is facing intense competition with other renowned brands such as HP, Acer and Dell in China. In the past fiscal year, its profit growth in China was comparatively lower than its competitors. In order to maintain and strengthen its leading position, it is essential for Lenovo to take advantages of its core competence and continue to improve. Therefore in this essay, external and internal environment analyses are first carried out to

Lenovo Group Limited takes cross-border M & A way to achieve its internationalization, and integration through mergers and acquisitions to achieve the strategic development of the new company.