...LENOVO – The Global Challenger from an Emerging Market. Background information: Lenovo -Chinese multinational technology firm -Headquarters in Beijing, China -North Carolina, United States -Year 2011, world’s second largest personal computer vendor by unit sales after HP -operate > 160 Countries -Founded in Beijing in 1984 Lenovo is one of the largest famous personal computer makers in the world. Today, Lenovo strives to be the global market share leader in each of the market we serve. In 2005, Lenovo purchased the personal computer business and the brand “ThinkPad” famous computer IBM in the IT industry all over the world. This landmark transaction is taken as its most important stage of the international strategy in the computer industry. Also in 2011, Lenovo merged with NEC. This marks the trinity Lenovo's internationalization strategy has risen to a new stage, which indicates that Lenovo already in the United States established a brand-name image localization. Case Study: Q&A 1) What is the nature of Lenovo’s international strategy? Is the firm’s strategy primarily multidomestic or global? Lenovo uses mergers and acquisitions to gain access to required knowledge and other assets from partner firms, and to expand into markets worldwide. The merger increased Lenovo’s scale economies in manufacturing and marketing. The firm’s strategy is primarily in multidomestic. Because Lenovo’s products are standardized worldwide, but elements such as keyboard and...
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...Introduction Lenovo was founded in 1984 as one of the institute-sponsored companies in Beijing. It started as the New Technology Development Company (NTD Co.) of the Institute of Computing Technology (ICT) of the Chinese Academy of Sciences (CAS) and considered a pioneer of Chinese market reform in the science and technology sectors. The company’s first technological innovation, a Chinese-language add-on card, was stemmed from ICT researcher Ni Guangnan. The name of the add-on card- Lianxiang- remains the Chinese name of Lenovo to this day. The company expands in Hong Kong that allowed them to raise its capital and overcome Lenovo’s previous experience in the global IT industry with a more international partner. In 1988, the company was restructured into Legend Computer Group Co. In the early 1990’s, the company was the largest among several domestic PC makers. In 1992, as the tariffs on imported PCs in China were reduced and import quotas were eliminated, foreign PC makers had a distinct price advantage over Legend. Consequently, Legend became sales and distributive representatives of American and Japanese computer companies in China. However, this became very strategic for Legend as it developed both technical and management expertise from its Hong Kong operation and from its foreign partners such as HP. Legend gain an advantage in building extensive distribution channels when the Chinese government restricted establishing distribution and retail operations of foreign companies...
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...For years, the amount of outward investment from China had been small compared to investment into China. The main reasons for this are rooted in China’s history and politics. From 1949, when the Communist regime of the People’s Republic of China began, through 1979, there was virtually no outward FDI from China. This was partially due to political obstacles, as the regime was not recognized as the official government of China by many companies until the late 1960s or early 1970s. However, the main reason was that the government promoted a policy of economic self-sufficiency. It chose to “focus on internal development and did not want to rely on imports or take risks in foreign markets” (China Goes Global pg. 2). After the 1979 reform program, the economy opened up gradually and Chinese firms were allowed to invest abroad under certain restrictions. However, the legacy of looking inward persisted throughout the 1980s and 1990s. Firms remained financially weak and outward FDI was not a government priority. There were few Chinese companies that had developed an international presence, brand, or reach. New big players in China were relatively weak, due to their lack of experience and exposure in international markets, or in market economies in general. There are many reasons why firms invest abroad. The first is to overcome trade barriers. Governments often regulate international trade to raise revenue and pursue other economic policy objectives. Moving production...
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...Elia Müller Wirtschaftsraum China SoSe 2012 Case Study: Lenovo Inhaltsverzeichnis 1. Geschichtlicher Hintergrund 2. Rahmenbedingungen zur Firmengründung 3. Gründung der NTDC 4. Computerhandel 5. Eigene Produktion 6. Der Aufstieg 7. Internationalisierung 8. Krisen 9. Gründe für den Erfolg 2 2 2 3 4 4 7 8 9 1. Geschichtlicher Hintergrund Primärminister Zhou legte 1956 in seinem Zwölfjahresplan die Gründung eines Instituts zur Computerforschung fest. Das „Institute of Computing Technology of the Chinese Academy of Sciences“ war geboren, sein Aufgabengebiet war anfangs in erster Linie militärische Forschung. Keiner der Gründungsväter hatte je einen Computer gesehen, während die Firma IBM in den USA schon relevante Entwicklungen im Bereich integrierter Schaltkreise und Siliciumchips gemacht hatte. Ausgewählte chinesische Studenten wurden in die UdSSR geschickt, um erste Einblicke in die Computerforschung zu erhalten. Ihre anfänglichen Bemühungen resultierten in einem Prototypen namens “Model 103 Mainframe”. Das war ein Großrechner, der mit seinen 30 Berechnungen pro Sekunde im internationalen Vergleich nicht standhalten konnte. 1959 waren die Arbeiten am Model 104 abgeschlossen. Die damaligen Entwickungen basierten noch auf Vakuumelektronenröhren, die eine immense Hitzentwicklung verursachten. Um das Model 104 mit seinen 10000 Berechnungen pro Sekunde am Laufen zu halten, mussten die Forscher das gesamte Rechnergebäude mit riesigen Ventilatoren belüften. In den 60ern...
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...Case Study: Conflict Management with Sales Partners at HP Case Study: Conflict Management with Sales Partners at HP Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Hewlett-Packard Company (or HP) is an American multinational information technology corporation specialized in providing hardware, software and services to consumers, small- and medium-sized businesses (SMBs) and large enterprises. In 2012 it was the world's largest PC vendor by unit sales. [1] The purpose of this illustrative case study is to describe the company’s adopted strategy used to reach this privileged position. By means of analysing HP’s sales system, sales channels and the recent conflicts with some partners, we will try to find out not only what has sparked these problems but also help prove a solution for this undesirable situation. Hewlett Packard’s sales system Reaching those levels of worldwide excellency requires a very well-defined marketing strategy, since they not only market their products directly but also via partnerships. That is why they invest time and energy in attracting, training and keeping valid partners. A good example of that is the PartnerOne program.[2] When designing the sales system, HP pondered who was going to undertake the selling activities (selection of sales entities) and how was meant to combine...
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...FULL NAME : LINH PHUONG TRAN STUDENT ID : BH12027 UOG ID : 000792235 MODULE CODE : BUSI1317 MODULE TUTOR : HA NGUYEN MODULE NAME : STRATEGIC MANAGEMENT COURSE : BA ( HON) BUSINESS MANAGEMENT INTAKE : MARCH 2013 TITLE : LENOVO EAST MEETS WEST OUTLINE TABLE CONTENTS I. INTRODUCTION 4 II. LENOVO HISTORY AND VISION STATEMENT 4 III. LENOVO SWOT ANALYSIS 6 1. External factors (O- opportunity and T-threat) 6 2. Internal factors ( S- strength and W-weakness) 9 IV. LENOVO STRATEGIC CHOICES 13 V. CONCLUSION AND RECOMMENDATION 14 List of figure Figure | Name | page | 1 | The Lenovo history timeline | 4 | 2 | Lenovo vision statement | 5 | 3 | Porter’s Diamond model | 6 | 4 | Lenovo Porter’s Diamond model | 7 | 5 | Strength in Lenovo’s structure | 10 | 6 | Lenovo CAGE framework | 11 | 7 | Lenovo strategic implementation | 13 | 8 | strategic triangle | 14 | I. INTRODUCTION Thomas L.Friedman reminded to the term "Flat world" as the way to describe to an era of new World economy. Which including the globalization, intense competition, a big market without borders, the variety and combination of cultures in the World (Thomas L. Friedman, 2005; Victor K. Fung, el, at 2007; Ronald Aronica and Mtetwa Ramdoo, 2006). In fact, The change, updates, innovation and competition in technology industry are taking a level higher, because it happening every days, every hours (Jeffrey T. Macher, David C. Mowery; 2004). Factors...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
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...policy. 2) Employee conditions: a. Lack of motivation b. Compensate for low wages by over indulgence of free food allowance c. High turnover rate due to availability of high application rates. d. Employees are mostly college and high school students e. Lack of respect for managers. f. No incentive to increase motivation. In the case study Perfect Pizzeria, the area supervisor has many problems that need his attention. The largest appears to be the organization. In this case study I will assume that the area supervisor has the authority to affect change within his organization (i.e. he is the franchise owner). Being in an area with few job opportunities should give him the perfect opportunity to recruit bright, ambitious, and motivated people to staff his pizzerias. How can the area supervisor change his organization to achieve a more fluid corporate culture? I think this change can be achieved by human resource changes, structure changes, motivational changes, and reward for good performance as well as accountability for poor performance. Each one of these areas will require a change from the corporate level. For the sake of my case study I am going to assume that the area supervisor (franchise owner) can lobby to achieve this change within the organization. The first area to look...
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...letters in industry or for a class, knowing your purpose and audience will help determine what information to include. Generally, business letters follow a particular format, although your instructor or company may require you to use alternative formats. This guide provides writers with an introduction to writing business letters. Case Studies: This guide examines case studies, a form of qualitative descriptive research that is used to look at individuals, a small group of participants, or a group as a whole. Researchers collect data about participants using participant and direct observations, interviews, protocols, tests, examinations of records, and collections of writing samples. Starting with a definition of the case study, the guide moves to a brief history of this research method. Using several well documented case studies, the guide then looks at applications and methods including data collection and analysis. A discussion of ways to handle validity, reliability, and generalizability follows, with special attention to case studies as they are applied to composition studies. Finally, this guide examines the strengths and weaknesses of case studies. Desktop Publishing: Desktop publishing is the process of laying out and designing pages with your desktop computer. With software programs such as PageMaker and Quark Xpress, you can assemble anything from a one-page document to a...
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...Brussels and Bradshaw In response to the case study, Brussels and Bradshaw is a well-established financial institution that offers their clients competitive and innovative solutions for their community and work environments. The banking institution offers a summer internship to bright and driven individuals. The internship includes 14 weeks of very intense training and long hours. Interns are paid $20,000 for the contract. During the screening process, out of all the possible candidates Audrey Locke was selected. Audrey has some experience as an assistant, assurance analyst and financial planning analyst. Brussels and Bradshaw is operating in more than 25 countries globally; this case study takes place in Toronto. Many behavioral issues in the Brussels and Bradshaw institution are unprofessional and stressful. Job stress is defined as feeling one’s capabilities, resources, or needs that do not match the demands or requirements of the job (Hitt, Miller, & Colella, 2011 p. 249). Working 70 and 80 hours per week or possibly 120 hours will put a major burden on anyone, especially someone new to the working environment. Audrey is excited with her internship and very eager to learn. She is assigned a mentor and buddy by the business development manager, Kelly Richards. Kelly has 10 years of experience. Although associates consider her human resources, Kelly’s job is strictly administrative. Audrey is never introduced to her mentor and her buddy, Christine Page is very...
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