Internalization Theory Of Lenovo

The internationalisation process of the firm has been a subject, which has been motive of study for a number of

Stages of company Internationalization (Uppsala Model) 1. International Marketing – Ethnocentric Orientation 2. Multinational Marketing – Poly centric Orientation 3. Global marketing – Geocentric Orientation 4. Transnational Marketing – Glocal

The paper analyses the literature of internalization of companies from China and Latin America. The writer argues that the Chinese economy is one of the largest and speculates that the economy could be the world’s largest by the year 2025. The collaboration of the Chinese trade with that of LA aimed at improving the economy of the two countries. With China known as the best producers of electronic and machineries, their association with LA sees their economy growing big. The Chinese networks have a big impact in the international market since their management of organizations is effectively controlled by the government. In addition, the community and the government combine to ensure success of their country.

Considering the conducted research and analysis, it can be clearly seen that the international strategy is not effective, that is why, needs to be fixed. Moreover, the company has a success in the local market, so it may be reasonable to put the efforts to promote inside the country.

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

Dunnings Eclectic Paradigm model best describes what had attracted Tesco’s internalisation entering the American and Japanese markets. The Eclectic Paradigm consists of three factors that explains where, how and why the internationalization of a firm entering a new market. Ownership, location and internalization are the three dynamics which makes up the OLI (Dunning, 2001).ownership advantages can be either asset-based or transaction-based, in relation to Tesco the ownership advantage in which the firm had acquired was the lean supply

The firm, using international strategy, will develop products or services in their home country and subsequently introduce them to the international market. The company establishes manufacturing and marketing functions in local country, but the head office tight control over it. International strategy transfer distinctive competences to foreign market. However, it lack of local responsiveness.

For Adler N.J and Ghadar F., when multinational companies develop their activities at an international level they have to concentrate their effort on many aspects of organizational development. Therefore the authors have identified four stages of development of an organization. The first stage happens at a national level, the second stage is at international level while the third and fourth stages are at a Multinational level and global level respectively. The table below describes well the process:

Oviatt and Mcdougall in their paper, Toward a Theory of International New Ventures, tried to identify and define International New Ventures in the context of the global marketplace. Their work gained global acclaim in its bid to pose questions about the validity of existing theory on internalization. A decade later, Zahra’s work titled “A theory of international new ventures: A decade of research” attempts to build on prominent aspects of the work of Oviatt and McDougall with the hope of highlighting their important contributions to the field of international new ventures. I will attempt to highlight the areas where Zahra’s work

When looking at how and why firms internationalise we need to both look at what makes a firm want to internationalize and how they do this. We will look at what defines an international firm and we will look at obstacles, but also things that might help certain firms expand internationally. We are also going to look at different trade theories, traditional approaches and how the theories have developed over time.

Thirty-three years ago, the founder of Lenovo founded the company with only 33,231 USD (converted from 20,000 CNY). 2 Nevertheless, Lenovo has become one of the Fortune 500 companies, and it is one of the largest PC manufacturers in the world, with a more than 20% market share, and around 43 billion revenues in 2016. 3 Over the past three decades, Lenovo has implemented numerous strategies to achieve such accomplishments. Since multinational enterprises often involve in

However, while the OLI paradigm centers around a single expansion decision, the Uppsala model views internationalisation as a gradual process with an incremental increase of knowledge of the target region and subsequent commitments in that region. Hence, internationalisation occurs faster in the OLI paradigm. Another difference between the two models is their respective focuses. The OLI paradigm focuses more inward, on the attributes of the expanding company, comprising ownership, location, and internalisation advantages and argues that companies need to combine these to minimise risk and succeed with FDI. On the other hand, the Uppsala model concentrates on the actual process of internationalisation, stating that companies should begin with low risk commitments - such as exports - to acquire knowledge of the target country and then increase their commitment based on the gathered knowledge. With higher commitment, more knowledge can be gained to be used for further commitment (Peng & Meyer

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.

Subject : Appraisal of a MNE's recent market entry (2007-2010) ( 1. Firm Motivations for internationalization 2. Entry Strategy 3. Corporate Strategy)

Firstly Nike sold its franchise licenses in different countries expanding the market share in sports wear industry, and then the company moved towards purchasing shares in equity to reduce the risk uncertainty. Finally the company managed to bring the dealers’s corporation under one direction enabling them a better control and monitoring capabilities. Nike is making new policies, analyzing the performance of marketing and advertising with the standards they have set to make sure that the company is in line with its required its standards in addition; company is moving towards improving its advertisement in order to make it more effective in different regions. Nike has also faced different issues while internationalizing the business, such as capabilities, access, finance and business environment; unavailability of trained workers, limited information about the market, inability of contacting foreign customers and new business environments describes these issues on a vast ground.