Executive summary Lenovo, the largest PC business in China faced the intensified competition of its own market by global level companies such as HP and Dell. In attempt to expand the market internationally, Lenovo made the acquisition of IBM’s PC division. Since two organizational cultures were different, the synergy of the merged Lenovo-IBM was required. Lenovo entitled to IBM landmark and “Think” products to move to international market and enabled to increase the market power by over night after
previous year. Lenovo has a product line that includes everything from servers and storage devices to printers, printer supplies, projectors, digital products, computing accessories, computing services and mobile handsets, all in addition to its primary PC business, which made up 96 percent of the company’s turnover as of the second quarter of 2007. Since its acquisition of IBM’s Personal Computing Division in May 2005, Lenovo has been accelerating
Case @ China The Roadmap Cheung Kong GSB Case Study Centre for Lenovo to Go Global —A Case study of Lenovo Group Strategies I.Lenovo: refocus on PC operation On December 8 , 2004, Lenovo consummated a deal with IBM whereby Lenovo was to acquire IBM’s desktop and laptop PC unit and its R&D and procurement operations worldwide for the sum of US$1.25 billion. On May 1 2005, Lenovo completed its acquisition of IBM’s PC Unit. “Using an analogy, our enterprise is well likened to a tortoise but
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
INTRODUCTION Lenovo bounded on the international scene May 2005 wit the acquisiton of IBM’s personal computer division for $1.75 billion. This was viewed as an experiment to see whether Chinese companies could successfully integrate foreign acquisitions as they continued to expend internationally. With this landmark acquisition, Lenovo’s new strategy was to become a leader in the global PC market. Lenovo Group Limited is one of the most prominent PC manufacturers in the world especially
article selects Lenovo as a case to analyze. Lenovo began to publish corporate social responsibility report from 2008. It is the first batch of Chinese enterprises concerned about corporate social responsibility. In recent years, Lenovo is always among the highest in the list of China 's corporate social responsibility. In 2013, its ranking rose to the second place. As a leading IT manufacture, Lenovo has put its value of responsibility into every practice of the company. Lenovo believes that enterprises
The Strategic Marketing Management Analysis of Lenovo Group Wang, Wen Cheng, Dept. of Business Management, Hwa Hsia Institute of Technology, Taiwan Chu, Ying Chien, Department of Tourism and Leisure, National Penghu University,Taiwan Chen, Ying Chang, Department of Hotel and Restaurant Management, Ching Kuo Institute of Management and Health ABSTRACT In recent years, market competition in the market economy is fierce, the different economic performances and behaviors based on the enterprises’
Investment Alternatives and Analysis for Fair Value Case Analysis of Lenovo Merging and Acquiring IBM PC Department Contents Introduction ………………………………………………… 1~4 Body 1. The critical successful factors that are the focus of the successful M&A activities …………………………… 4~6 2. The summary of lessons learned which made the factors successful……………………………………………… 6~8 3. What is the company should do next to improve its post-M&A initiatives….........