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Haidir Afesina Wirania Swasty Chairunnisa M. F X Kresna Paska Aqsa Adhiperwira Fajar Liem
HISTORY OF GLOBAL PC
Compaq raised USD 67 million in an IPO, launched software program LOTUS 1-2-3
Internet boom, Microsoft and Intel set the standard for the PCs 1984 1990s
Gateway acquired eMachines for nearly USD 290 million, have 7% market share in US. Lenovo acquired IBMs PC division for USD 1.75 billion
1983 Compaq made USD 111 million in its 1st year cloning IBM PCs
2004
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Globalization/ localization?
Market Penetration Desktop Gain new customer outside China Grow share market Product Development Notebook Service center Hard disk Smartphone Tablet Diversification n/a
Market Development International Strategy! USA, Europe Acquisition ! IBM International Channel
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THE DEAL
Lenovo IBM
Giving Lenovo a global market reach and global Bring IBM`s enterprise class PC technologies brand recognition beyond China & Asia to the consumer market (powerful worldwide distribution channel) The preferred supplier of PCs to IBM Lenovo will benefit from R&D, expertise in product differentiation Be the world`s third largest PC business The preferred service and customer financing provider to Lenovo Offer several computing products to its enterprise, small and medium business clients Become Lenovo`s second largest shareholder with 18,9% interest Play an important role in by creating the advanced microprocessor and open software technology for the next-generation computing platform.
Right to use the IBM logo on products for 5 years & promised not to compete with IBMs services and consulting groups
MARKET SHARE
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Lenovo (% Sales) Product Client Base Coverage 85% desktop 80% small business and consumers Mostly China
IBM (% Sales) 60% laptop 57% large enterprise/midmarket Strong around the world but relatively weak in China
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Resonance
Everyday computer
Judgment Feelings
Performance
Imaginary
Salience
medium awareness
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3. Synergy Approach
Differentiated customer
Product Lines
"! Build Lenovo as a Master brand "! Strengthen its Thinkpad laptop & Thinkcentre desktop products
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Two product lines to meet customers needs & enable to compete more widely
WHY DID IBM WANT TO SELL ITS PC BUSINESS ? WHY DID IBM SELL TO LENOVO ?
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THE REASON
WHY IBM WANTED TO SELL ITS PC BUSINESS "!IBM was not the key player in PC as it was dominated by HP & Dell "!Opportunity to shed an unprofitable operation and concentrate on consulting services (including outsourcing of enterprise IT operations) and middleware solutions (software often
bundled with server hardware)
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THE REASON
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! Produce Chinese-character card ! Preloaded one-year internet connection ! Chinese voice-recognition software & graphics pad for writing Chinesecharacter with hand ! Relationship marketing to Chinas business sector ! Established & reorganized a PC business division !listed on the Hong Kong Stock Exchange
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sponsors of Turin Olympics Winter in 2006 & Beijing Summer Olympics in 2008. had access to exclusive worldwide marketing opportunities ! building its own brand beside Olympic logo.
Benefit from using the Olympic logo for marketing & promotions Have access to exclusive worldwide marketing opportunities
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! potential cultural & operational clashes between the IBM veterans and the Chinese nationals ! Standard quality / service / innovation
! IBMs customer expectations on the same standard prior to its acquisition by Lenovo
HOW SHOULD LENOVO HANDLE THE BRAND MANAGEMENT CHALLENGES ASSOCIATED WITH THE ACQUISITION ?
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BRAND MANAGEMENT
! built the Lenovo as the master brand while continuing strengthening the ThinkPad product brand. ! took a synergy approach to create a global brand and positioned the company on its ability of efficiency and innovation ! Used its sub brand (ThinkPad) for premium products and master brand (lenovo) for price sensitive customers ! cater to the needs of mass market.
! The Thinkpad, a well known reliable innovative premium notebook PC, would be used as a sub-brand to give Lenovo the master brand.
IN TRYING TO BECOME A GLOBAL BRAND, DOES LENOVO HAVE A PROBLEM COMING FROM CHINA ?
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! Perception of Lenovo's association with China and the Chinese government ! as a company from China providing cheap products might devalue the Lenovo master brand. ! Positioned and perceived as low cost PCs with no differentiation ! could damage the premium ThinkPad brand ! were forced to abandon their attempts to purchase American businesses ! Tend to get very low marks for trustworthiness
HOW DO YOU FORESEE MANAGEMENT CONFLICT BEING RESOLVED ? DOES LENOVO HOLD THE PROMISE OF AN EAST MEETS WEST MANAGEMENT DREAM TEAM ?
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CHALLENGE OR OPPORTUNITY
12 hour, time different . Business meeting via teleconference Language problem Lack of Chinese top executives
Work around the clock or teleconference. Unusual yet applicable Forces Lenovo to hired quality people who multilingual New international composition means more diversity and more creativity in the team
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MANAGEMENT ISSUES
! Lenovo and IBM combination make them very complimentary in operation, customer base, positioning, target market, and supply chain.
BIG
THANKS