MARKETING PLAN FOR LENOVO

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Abstract
In last two decades, globalization of industries has caused market competition to
become fierce and challenging in the free market economy. The economic growth of
developing nations has largely helped specialized industries in the field of Information
Technology to enhance their performance and economic strength so as to compete with the
World market. Competition in the digital technology encourages leading established
companies such as Google, Microsoft, Dell and apple inc to invent and introduce latest
features in their products so as to achieve competitive advantage as well as to retain their
brand image in the world market. But how a newly established product can create global
awareness remains a critical issue because such products need vigorous marketing efforts and
techniques to create a brand image whilst competing with global companies on prices,
product features, and after sales service. This paper documents how the implementation of
latest marketing tools had made the merger of Lenovo PC with IBM to be successful; thus
becoming number three Computer Company in the world. Although the company
consistently invests heavily in research and marketing portfolio activities for achieving
success in fierce competition of digital products, it still needs an effective marketing strategy
so as to improve its profits and capture the Chinese IT market. New Marketing planning
focusing on the brand strategy is the real insight beyond products and services can create the
interest of consumers to choose Lenovo products over existing products. This research
presents a concrete marketing plan of Lenovo for its future growth by analyzing the past and
current marketing performance of the company.

Table of Contents
Executive Summary...4
1. Corporate Objectives.5
2. Marketing Audit and Analysis of the Marketing and Management Capabilities..7
3. SWOT Analysis10
4. Marketing Objectives and Strategies of Lenovo..11
5. Marketing Programs....16
6. Implementation and Control....18
7. Marketing Budget19
References.20

Executive Summary
Mergers and Acquisitions have become an effective marketing tool for any established
company to become global and establish international brand image but how a newly created
company can build global brand awareness and successfully creates global brand in a short
span is a critical issue. The economic and political reforms of China has brought tremendous
changes in the intellectual level of Chinese, which offers a huge opportunity to Lenovo to
understand the needs of their people and introduce those products that satisfy their
requirements.
According to the basic features of macroscopic external environment, if Lenovo wants
to create a brand image, it should bring reforms in the current marketing system, creates the
unification guiding ideology, and adopts strengthened core competitive power, and
incorporate market and product development in its integration strategy. Only such efforts can
consolidate the leading position of Lenovo to win the intense market competition, and receive
the incomparable social and the economic efficiency.
Study on Lenovos marketing developmental plan is the application of strategic
marketing management in Lenovo Company. By analyzing internal the external environment
and studying the future marketing development, this article utilizes the knowledge and
method of the economic management, the marketing, the pedagogy so as to recommend
suggestions for future development and propose the concept of strategic marketing plan and
tactics for Lenovo. Besides, this article will also demonstrate new conception of marketing
programs, which will help the company to establish brand image worldwide.
The Introduction of the Lenovo
Lenovo also popular as Legend, was incorporated in Beijing, by eleven scientists who
had a vision to establish a company, which would offer the benefits of information
technology to the Chinese community. With RMB 200,000 equivalent to US $25,000, as

capital investment, the company was established in a small shop in a rented space, which
opened the new era of PCs in China. Since its inception, the company has changed the lives
of Chinese. In the beginning the company launched PCs for households, and then it
developed PC usage in China by creating retail shops national wide. Besides, it also
pioneered in developing Legend Chinese Character Card, which has an ability to translate
English operating software into Chinese characters, and achieved success like PCs with onebutton access to the Internet.
In 2003, the company changed its brand from Legend to Lenovo, using the Le from
Legend, and adding novo, which means for new in Latin, to demonstrate the innovation
sprits at the core of the company.
In August 2004, Lenovo, declared the acquisition of IBMs PC Division with a total
worth of 12.5 billion US dollar that included six billion Lenovos stock and six and half
billion of cash. This acquisition in 2005 enabled Lenovo to become the third-largest PC
Company in the world closely followed by Philips and Dell. Today, these two companies
functions under the Lenovo brand. With the landmark acquisition of IBMs PC Division,
Lenovo has become a leader in the global PC market, with nearly $13 billion in annual
revenue, and products serving consumers and enterprises worldwide. In China, the company
rules over more than one-third of the PC market, covering all segments of society (Ramstad
2005).
1. Corporate Objectives
Lenovos motivations behind its acquisition demonstrate unparallel corporate
objectives. Several objectives appear to have driven the company to make the acquisition. It
seems that the key objectives behind the acquisition were: to enable the Lenovo to globalize
and transform into an international corporation ultimately; to reduce the cost of production by
merger with IBM, which could help Lenovo in the supply-chain management from IBM; to

obtain an international brand from IBM; access to new customers as well as to expand the
companys structure so as to strengthen its bargaining position with suppliers.
Internationalization: The acquisition was necessary and the fastest way for Lenovo to
target other untapped markets for increasing its sales and expansion. Since 2000, the
companys market share in the Chinese market declined because of decrease in sales and
demand. Besides, several PC Companies adopted a price competition strategy in order to
capture their market share. Moreover, with China entering WTO, the barrier on FDI gradually
removed and thus, China paved the way to PC giants such as IBM, Dell and Phillips. At such
a time, the company deeply emphasized that internationalization was an essential steppingstone for future growth. This M&A with IBM has offered fast routes for Lenovo to become
the third largest PC producer in the world (Chen 2006).
Acquiring Skills and Technology: Another key corporate objective was to gain
access to the latest technology so as to secure R&D skills from IBM. This was another
strategic objective for overseas expansion. From Lenovos perspective, if it is able to
integrate successful with IBM in term of developing skills, the company will become a large
integrated PC company, which would further enhance R&D, production and manufacturing,
marketing, distribution and after-sales-service. This was considered to be one of the key
objective Lenovo could achieve through merging with IBM enabling Lenovo to assess a
potential competitive advantage through reduced production costs.
Acquisition of a Brand: The corporate objective behind the merger was an agreement
with IBM to use the international brand, ThinkPad, for 5 years. Chinese Industries encounter
key challenges to sell their products in the international market due to absence of brand
image and Lenovo was successful in selling PCs worldwide with the support of IBM.
Acquiring a well established international company enabled Lenovo to use the brand of the
IBM during the initial stage of introducing the product in the international market that

increased the willingness of customers to buy the product. Taking a support of a well-known
brand such as IBM enhanced the impression of buyer towards PCs; thus allowing the
company to make available its product at the higher end of the market (Hamm 2005).
Access to New Customers: One of the most challenging strategic objectives for the
company is to capture new customers in the World market in order to enhance growth
through international expansion. As the company had achieved saturation in sales in the
Chinese markets and hardly moved further. With the merger, Lenovo established its strategic
focus on its PC manufacturing and made better use of the international brands, ThinkPad for
5 years. Through this way Lenovo was successful in reaching more new users and bolster
growth with international expansion.
Cross Culture and People Asset: One of the biggest challenges for the company is
how to manage its most significant asset-- people. As the strategic aim of the company is to
expand its market beyond China and participate on World scenario, Lenovo not only expected
changes in sales channels and supply chain, but also how to avoid IBM employee turnover. It
has been observed that employees of IBM are very proud of working with IBM; questions
may arise whether such employees will accept the new company structure and decide to stay
with Lenovo. Since Lenovo is a localized company, it lacks of experience in dealing with
international operation, cross-cultural conflict management as well as how to stabilize the
overseas senior management, especially in the American market which is vital to the
company (Khanna 2005).
2. Marketing Audit and Analysis of the Marketing and Management Capabilities
In the local market, Lenovo holds the first brand in Chinese IT industry. The
companys overall share of computer industry in China has touched at 22%, significantly,
which is ahead of competitors. Lenovo enjoys a monopoly status in the personal computer
market because its market share of 24% is higher than the globally recognized monopoly. The

company also holds an upper edge in the business PC market with a market share of 14%,
which is higher than domestic computer manufacturers and its strong brand ranks the first.
After acquisition of IBM's PC operations, the companys marketing strategies were
largely conventional, with an aim to strengthen the corporate business sales of IBMs PC.
This marketing strategy assisted Lenovo to stabilize and gain recognition in the US market,
but it received considerable setback in 2008-2009 as corporate purchases declined. Yang,
the chairman invited Liu Chuanzhi in 2009 to take over the control of the board to expand
the companys global operations. In two years, Liu transformed Lenovo into a profitable
and expanding Organization. It seems that Lenovo did not implement any radical new
strategies after suffering losses in 2008-2009. Instead, the company strengthens the areas
in which it has already made significant investment or achieved success. What seems to
have improved is the overall management of the company. There is a growing effort toward
emerging markets as detailed later. They also took better advantage of the recovery of the
North America corporate PC market than its rivals (Yang 2010).
Lenovo should adopt a protect/attack strategy for 2011-12 and should follow:

The company needs to continue its lead in PC market share in domestic market and

gradually increase its share in the commercial sectors with workstations and servers;

The launch of consumer and commercial tablet computer lines should continue;
Enhance share in mature markets through the home/retail channels and SMB (small

and medium-sized business) organizations;

Increase mobile Internet presence

globally;
Drive convergence including cloud devices, with attractive apps, targeting for the
best experience to the user; and

Achieve ten percent share in emerging markets countries, with a focus on

SMB/consumers.
For the year 2012-13, Lenovo should continue its "protect/attack" plan and supplement

it with a new marketing plan that company will name "PC Double Plus." This refers to
concentrating focus beyond companys core business of PCs to other technologies such as
mobile Internet and digital home.
Competitiveness Indicators
One easiest approach to compare Lenovos competitiveness with that of its
competitors is to analyze its current performance in respect of sales, market share, and
profitability. The company currently owns the second-largest global market share of PCs
with yearly sales growth at thirty percent, but lacks in profit margins because of its
competitors.
Market Share
At the end of 2012, Lenovo stood as the second-largest computer manufacturer by
market share. It ranked ahead of Dell, and some reports even claim that sales of Lenovo
have surpassed HP's. Lenovo global share continue to rise while those of HP and Dell have
been shrinking. The research conducted by Gartner showed that, in its first-quarter 2011,
Lenovo demonstrated the strongest growth (16.7 percent) of the top five global PC vendors
such as Acer, Toshiba, HP, Dell, and Lenovo. Most analysts from PC Industry predict that
Lenovo will overtake HP. Some recent studies rank Lenovo at 0.2% behind HP in respect of
market share for PCs, and Lenovo's most recent figures show, it has surpassed HP.
In China, Lenovo holds a commanding position. It is still the largest PC vendor in
China. One of every three PCs that are sold in China is a Lenovo, and the companys
market share is more than three times form its near rivals. China represents forty two
percent of Lenovo's global revenues. In United States and Japan, market share of Lenovo is
relatively small. For increasing its sales volume the company should enter into joint
ventures with Japan's NEC and leading US software companies. This will help penetration
in Japanese and US markets, with estimates at 24 percent market share for 2013. Currently

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Lenovos holds about 6% of U.S. market share, which it intends to raise to ten percent in
the next two years (Gold, Leibowitz & Perkins 2013).
Sales
With Lenovo's market share growing rapidly that of its peers, its overall sales and
revenue growth has also been increasing. In fiscal year 2011, the company projected sales
of $21.6 billion, showing a year-on- year increase of thirty percent. The current
advancement of Lenovo shows that company can achieve higher sales in European and
Asian countries if it expands marketing network and also use direct marketing techniques
along with other promotional tools (Ravenscraft & Scherer 2012).
3. SWOT Analysis of Lenovo
Strengths

Weaknesses

1. The Lenovo products are of high quality

and durable also;
2. The brand recognition and traditional
support of Lenovo products is
encouraging;
3. Expansion in global markets with IBM
support in R&D, marketing strategy and
production at reduced costs;
4. The diversification of products;
5. Possesses convenient and beautiful
images
6.Efficient cross culture relationship and
sponsorship

1. Single marketing channel, since the

products are mainly available in
monopolized stores;
2. A vast variety of product lines restricts
the overseas expansion;
3. Product features are too less to choose;
4. Lack of Marketing resources and
techniques;
5. Products are highly priced and not cheap

Opportunities

Threats

1. M&A of IBM led Lenovo to become the

largest computer seller in the PC Industry;
2. Specialty business computer industry
holds larger market share in the world;
3. Ability to penetrate in EU market such
as France, Italy, England ,Germany, and
Asian countries;
4. Division of products according to needs
of people is possible

1. A large number of cheap products appear

in the world
2. Imitation of Lenovo products is always
possible;
3. Change in laws and tax regime of other
countries can affect the sales;
4. A stiff completion from competitors in
pricing and new added features can
decrease the sales;
5. Fluctuation in foreign exchange rate can
force company to reduce their profits;

as compared to Dell and Acer.

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6. Some countries may not encourage

promotion of foreign brands.

4. Marketing Objectives and Strategies of Lenovo

In 1964, American Marketing specialist, Boughton introduced the concept of
marketing mix, which is an integrated activity that marketing executives comprehensively use
and optimize the several controllable factors so as to achieve the marketing goals. A
successful and comprehensive marketing activity refers to the appropriate products, the
appropriate price, and the appropriate channels of distribution and the appropriate means of
sales promotion by devoting products and services to a specific market. According to the
marketing theory, we will introduce the following marketing strategies for the Lenovo based
on their past and recent performance.
Target Marketing Choice of Lenovo
According to activities of competitors and for increasing its market share, Lenovo
should consider the following factors while choosing target market:
1) Those cities where customers possess strong brand awareness and emphasize on quality
and demand additional features in the products with little consideration of price factor. In the
PC market, the influence of Lenovo brand will render comparative advantage, so selecting
such target customers can fulfill the needs of such consumers.
2) Customers from Metro cities, who possess the high level of education, career oriented, and
they are below 45 years. Marketers name this crowd highly influential crowd, since these
people are conductive to high end product sales.
3) Development of rural markets where customers emphasize on using popular brands but
such brands are not easily available. These consumers form a big purchasing power and they
will buy the products if they are convinced regarding the quality and usability. To reach at

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such users and develop untapped market, Lenovo can organize free movies, cultural shows,
participation in school and college activities as these activities will bring closeness and
understanding of consumers needs (Boughton 1964).
Market Position of Lenovo
Lenovos marketing position primarily considers the three factors such as
the high-end, middle end and middle-high end combination of products for optimum
market positioning. Middle and high-end positioning not only provides the
consistency in the market, also establish the image and status of Lenovo products in
the consumer's mind. While the high end products largely influence the status of
consumers, decline of profits cannot be ruled out while selecting only high end
positioning. Thus the combination of high and middle end positioning will be the best
option to balance sales as well as profits that will further enable to maintain
competitive position in the market. In general, profits of high-middle end products are
usually two to three times higher than low-end products and under the prevailing
conditions of price war and increased competition, low end products do not offer
guarantee of profits. Further, these products include features of low energy
consumption. Low energy products are not only in big demand, but also represents the
technical caliber of an enterprise; thus choosing low energy consumption products
while positioning will certainly enhance brand image of Lenovo.
The after-sales-service of Lenovo pushes the company in the back seat and
narrows its position in the market. Such positioning will be further an obstacle to
achieve competitive edge in the market until and unless Lenovo decides to establish
after sales service centers in all those cities where the company markets its products.
Michael Porter (2003) said, in the 21st century, only those manufacturing companies
will succeed on an international level that can offer service industry for the

13

satisfaction of clients. The rising economy is embedded with service economy, which
means efficient and satisfactory service of the products and services is a key to
competitive advantage.
Thus, Lenovo should learn from the experience of DELL Computers as
well as their other marketing techniques to capture the clients. Lenovo should offer
more information on purchasing home computers, and after-sale service through web
sites and other media channels. The focus of the customer has shifted from price and
product quality to energy consumption, frequency and fast technology. So Lenovo's
should decide positioning in the market according to demand and expectations from
consumers, which will undoubtedly bring success for the Lenovo Company (Liu
2010).
The Product Strategy of Lenovo
The product strategy of Lenovo is chiefly the same as target market and positioning,
comprising of following:
Middle and High End Market Positioning
While considering Lenovo PC as example, the market research shows that its
refrigerators mainly cater middle and high end sector. Lenovo possesses 65% market share in
high end products, while the middle end products account for 40-50% market share, the
market share of low end product rank lower than 10%.
Different Competition of Product Development
Through market segmentation, tapping users and exploring unmet demand will offer
an edge over competitors in developing altogether different products from the market, which
further enables to capture the prime share of the market. This statement holds true, which has
been observed from the introduction of Lenovos products during the past three years. In

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2001, Lenovo introduced the ThinkPad, which not only satisfy the needs of consumers but
also captured a substantial share of the computer market.
According to the Distribution Channels and the Difference of Segment Markets, Develop and
Design Targeted Products
For the middle category, Lenovo should introduce comparatively low pricing for midlevel products, while high-end products incorporating all latest features should be made
available at all retail sales channels. For the rural distribution, Lenovo must design and
develop those products, which include simple functions, relatively low priced to cater the
needs of the students market.
Price strategy of Lenovo
During past years, the production capacity of computer industry has increased
tremendously, which caused IT companies to struggle for market share; thus leading to
ultimate price war. Lenovo was also impacted, got entangled in this price war but did not
reduce prices and demonstrated most vivid stand in PC industry. Lenovo rather concentrated
on enhancing corporate image, increasing sales, expanding market share by creating
differentiated products to meet requirements of different consumer groups, formulating
differential prices based on features of products. This differential price strategy helped
Lenovo to sail smoothly in the economy of excessive capacity. Lenovos price strategy is in
accordance with the brand value, physical value, and incorporation of additional features of
digital technology achieved with IBM merger. These features distinguish Lenovo from its
competitors and establish an independent cognitive value in the mindset of consumers
(Dowling 2005).
Differentiation Strategy

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A differentiation strategy is based on persuading users that offered product is superior

to that of competitors. The key benefits of differentiation strategy for Lenovos success would
be:
(1) The products will command a high price in the market.
(2) Demand of its products will be less price elastic than that of competitors products.
(3) Above average profits can be achieved.
(4) It will create an additional barrier to new entrants in this business.
Focus Strategy
A focus strategy aims to target a segment of the market rather than the entire market
or several markets. The major benefits of focus strategies are: It needs a low investment of
resources when compared to a strategy targeted at whole market or many markets; it enables
specialization and vast knowledge of the segment being served; Entry to a new market is less
costly and much simpler.
Lenovo adopts cost leadership as its development strategy, which share some features
of differentiation strategy; thus the company derives competent advantage from
differentiation and cost saving through its value chain. Its core competences are as follows:
1. Improved extended supply chain;
2. A cheaper price of PC through lower transaction costs;
3. Convenience and access for twenty-four-hours;
4. Brand recognition among customers;
5. Efficient and quick search capability;
6. Wide selection of models and one-stop shopping;
7. First mover in the market and ability to attract customers quickly than its rivals.
Lenovo famous brand enables Lenovo stay well ahead in the fierce market
competition. The company spends considerable amount on advertising budgets in

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order to maintain the competitiveness of Lenovo brand. Over the years, Lenovo brand
render a deep impression on users minds and awareness of brand is actually the
acceptance of Lenovo cultural diffusion.
5. Marketing Programs
Sports marketing have been extremely beneficial in bringing awareness and
establishing brand image of several products. According to sports marketing program,
Lenovos strategy has been to take benefit of the global forum of the Olympics for boosting
the global impact of the brand. On April 2003, the company converted the old logo Legend to
Lenovo in order to open a door for international presentation and represent the company on
international stage. Lenovo was chosen the first TOP in China, as a TOP sponsor in
Olympics. This move was considered necessary since Lenovo started business and marketing
activities in more than 175 countries and to improve their brand reputation although it was a
desirable step but a risky move on their part. It was the first time during The Turin Winter
Games when the Lenovo brand gained recognition in the overseas market. The marketing
program of Lenovo was to focus on the Olympic Games, a specific event as a complement.
For promotion of their products, Lenovo has produced special products with the Olympic
logo, and designed Olympic themed advertisements to present Lenovo brand in public.
During the Olympic Games, they created internet bars in Beijing so as to ensure all athletes
can have easy access to the internet. Besides, Lenovo selected 15 athletes as Lenovo brand
ambassadors to participate in Lenovo promotional events all over the world (Musthaler
2005).
As a TOP member, Lenovo aimed to create a strong connection between customer and
brand and was successful in creating a brand image to a large extent. During the games, the
company designed several marketing strategies and programs to achieve success. One
marketing program was to offer a wide range of technological resources that included

17

offering hundreds of commemorative computer as well as on-line technical support to more

than five million customers. The company also provided Olympic remembrances medals to
more than thirty million customers. Another marketing program was to offer 1500 Olympic
free tickets and invited users to watch the competitions, visit Olympic stadium and test
events, and other activities. At the same time, Lenovo also sponsored several events to
become one of the Olympic torchbearers. Undoubtedly, these marketing programs were
successful but involved a huge advertisement budget, which caused company to divert funds
that were meant for other business activities. Moreover, the effect of an advertisement is over
as soon as fever of Olympics is over (Wang 2006).
The company can use several other platforms for marketing programs because
Olympic is an expensive platform for Lenovo. The company should use multiple platforms to
develop different strategies that suit a large number of audiences. For example, Lenovo can
focus on football, F1, cricket, skiing, car racing and other winter sports competition by
extending brand in Europe. The company also needs to focus on NBA in the America while
in China; the Lenovo should go ahead with sponsorship of table tennis and badminton.
Lenovo must develop different strategies depending on characteristics of different regions.
Thus, turning resources into sponsoring some events on international level that are smaller
investments but yield more returns would be a practical and wise choice for the company
because sports marketing programs obviously render a positive impact on the Lenovo
Company.

6. Implementation and Control

Lenovo Ability to Establish and Manage Efficient and Effective Distribution Network
The company has shown its incomparable performance in terms of sales, growth and
brand awareness in the World market, which has been possible with the implementation of

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4Ps such as awareness of product worldwide, competitive pricing by segmenting the market,
promotional sports marketing campaigns with effective brand image. Among foreign and
domestic IT companies, Lenovo has proved number one company with the efficient
distribution network and supply chain management (McMillan 2005).
For further expansion and implementation of market plan, Lenovo should expand
network of distributors in international markets as well as domestic market, with each of the
distributors appointing its own reseller network and service centers. This marketing approach
will enable Lenovo to hit large number of audience. The company should also design a
training program for imparting training to service personnel that will further build confidence
of consumers in Lenovo PCs as well as service personnel will also have better knowledge of
Lenovo products. Such distribution programs are only successful if they are supported by
effective promotional campaign by the company. Besides, sports marketing on an
international level, the company must encourage inexpensive channels of marketing such as
sponsoring popular television serials, participation in sports and cultural events in schools
and colleges, as well as actively participation in charity programs organized by different
communities. Thus, the ability of building and managing huge distribution and marketing
network and consistently exploring new markets would add as an additional source of
Lenovos competence.

7. Marketing Budget

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pounds in millions

1st
quarter

2nd
quarter

3d
quarter

4th
quarter

Year
total

15,000

15,000

15,000

15,000

60,000

7000

7000

7000

7000

28,000

Advertising

10,000

10,000

10,000

10,000

40,000

Events

8,000

8,000

8,000

8,000

32,000

Billboards, print
materials

12,000

12,000

12,000

12,000

48,000

Open new stores in

capital cities of
BRICS

40,000

40,000

40,000

40,000

160,00

92,000

92,000

92,000

92,000

368,000

Marketing budget
Market research
Internet marketing

Total expenditures

Marketing budget has been calculated for one year and should be implemented in an
effective manner, since technologies grow very fast these days. Total budget sum needed
is 368,000 million pounds. Main parts of budget are Open new stores and Market research
160,000 million and 60,000 respectively. First stage of budget will be Market research
after all parts of budget will be implemented after research will be produced.
References
Boughton 1964, Strategically Marketing. Renmin of China University Press.

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