The Management Of Lenovo : Strategic Alignment Of Its Environment And Improving Its Competitiveness Globally Essay

5. In trying to become a global brand, does Lenovo have a problem coming from China?

1995 IBM PCD introduces the “butterfly” keyboard.IBM PCD moves from Boca Raton, Florida, to Raleigh, North Carolina. Legend introduces the first Legend-brand server.

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

The market environment consists of both the macro environment and the micro environment. On macro environment the firm need to follow it and they can’t to control it. It consist variety of external factors that is economic, social, political, legal and technological. In the macro environment the firm should analyze national political issues, culture and climate, key macroeconomic conditions, health and indicators (such as economic growth, inflation, unemployment, etc.), social trends/attitudes, and the nature of technology's impact on its society and the business processes within the society. The microenvironment refers to the internal environment of the company such as consumer/customer, Supplier, competitors, the media (public) and in

The success of the company lies within its employees. With LB’s high volume of work, the employees are very dedicated to fulfill all the requirements and to

Lenovo Group Ltd. (Lenovo) is a Chinese multinational technology corporation that founded in Beijing in 1984. Specifically, Lenovo is one of the top enterprises that produces and sells consumer electronics and computer hardware, with a focus on producing personal computer (PC). Currently, the headquarter of Lenovo is in Beijing, China, with a second headquarter that located in Morrisville, North Carolina, United States. As a multinational enterprise, Lenovo currently have operations in more than sixty countries and has its products sold almost all over the world.1 Becoming a multinational enterprise especially making it to the top of the industry is not an easy thing for any company due to numerous predictable and unforeseen challenges. However, Lenovo has successfully expanded its business and reached to the top. Therefore, the present paper aims to analyze Lenovo’s operational/managerial strategies and provide a better sense of what has Lenovo done for reaching to the current position in the global market.

The macro-environment of a company covers forces, for example, social, cultural, legal, economic, political and technological. Within this are incorporated elements, for example, demographics, green issues and larger societal and environmental forces. The micro-environment includes other environmental factors, such as the structure of the market, the suppliers, and customers, trends of the market, the public and

The micro environment consists of the actors close to the company that affect its ability to serve its customers.They are the company itself, competitors, publics, suppliers and marketing intermediaries.

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.

China is also scaling the technological arc in refined sectors such as mobile processor chips. It was absent in this sector where its competitors such as Qualcomm Inc. and Nvidia Corp. are a bit far. China 's Allwinner Technology Co. and Fuzhou Rockchip Electronics Co. are boosting their existence in the fast-developing market for chips that are utilized in low-end tablets and smartphones. The government of China has plans to expend about $5 billion to develop a fund for innovations in the microchip industry (Osawa, 2014). In terms of consumer products, very few Chinese varieties have become successful globally. Personal-computer Company Lenovo Group Ltd last year overhauled Hewlett-Packard Co. to be the

Both Dell and HP are two strong players in PC industry which refers to an industry where companies produces PCs (desktops and notebooks), handheld devices (smart phones and tablets), and workstations. However, with growing global expansion, Dell and HP’s performance differs. Dell, once the world’s largest PC maker in 2001, has continually lost its market share to HP and Acer since 2007 (Guglielmo 2009). The cause is rooted in two differences of these companies: company diversifications and core competences. Therefore, how firms can continually survive in the PC business is more of an issue for Dell than for HP.

Acer's dominance as a global manufacturer of IT hardware products can be attributed to the company's extensive electronics component expertise, depth of experience managing global electronics component supply chains, and well-planned acquisitions. Through a series of successful acquisitions, the company has four successful brands including Acer, eMachines, Gateway and Packard-Bell (DiDominico, Kartika, Sibeck, 1996). Of these three strategic areas that Acer excels in, their logistics and supply chain expertise across each of the geographies they compete in continue to deliver the greatest time-to-market and cost gains (Honi, Taring, Po-Young, 2000). Acer is organized into two segments, the device business group and consolidated products and services or other business group. This second group continues to be instrumental in the success of the "divide and conquer" strategies that Acer is successfully using relative to Lenovo. It is also a critical success factors in their success with global markets and local market competitive strategy. The combination of their depth of expertise with electronic components and supply chain prowess in the high technology industry also give the company a formidable competitive advantage against Dell and the troubled PC marker Hewlett-Packard (Honi, Taring, Po-Young, 2000). Despite all these strengths however, Acer continues to struggle with the areas of consumer branding and consumer awareness

The marketing process is a necessity for all corporations who seek to grow in their economic gain. The process opens up many door and help with understanding your environment and customers. The microenvironments are the environment in which all firms operate. It has six categories. They are cultural, demographic, economic situation, social trends, political, and technological. Each of these categories affect the competitive environment in it own way. While they all reach wide range in how they are measure they are individual in how the interact with the market.

The micro environment consists of the forces close to the company and to some extent these factors are controllable. These factors include:

Microenvironment- microenvironment surrounds the factors that are close a company that affects their ability to serve their customers, this would include; Customers, suppliers, competitors, other departments within the company, general public, marketing intermediaries and finally members of the distribution channel. These are all forces that closely influence the company and they have a direct affect on the organizations relationship. The suppliers of a company are a part of the microenvironment as even if there is a slight delay in receiving any supplies off the suppliers can result in the customers not being satisfied. Marketing intermediaries are the people that are helping to promote and sell the companies products. Competitors include companies that are offering the same or similar products, for example; Morrisons, Tesco and Asda are all in competition with each. It is in the company’s best interest to develop a strategic advantage over their competitors, encouraging customers to come to them not their competitors. This would include Tesco giving you vouchers for any price difference with their competitors ( if your total bill comes to more than it would in one of the competitor stores then you are given the