of entering international market 联想企业进入国际市场策略分析

Lenovo'sbusinessstrategyofenteringinternationalmarketIntroductionChoosingwhatkindofstrategytoentertheoverseasmarketisnotonlyimportanttothebusinesssuccessofaccessingtooverseasmarkets,butalsoimportanttothebusinesstofurtherdevelopandexpand.Thisinfluencesthecompany'scompetitivepositionintheglobalmarketandinternationaldevelopmentpace.Thismanagementreportisbasedontherelatedtheory,company’sadvantagesandtheobjectivesoftheinternationalbusinesscompany.ItsaimistoputforwardforLenovotoentertheinternationalmarketandinternationalbusinessmodeldesign.1.LenovobusinessbackgroundLenovowasfoundedin1984bytheCASInstituteandbeinginvested20millionYuan.Thefoundersare11scientificandtechnicalpeople.AndtodayLenovohasgrownintoadiversifieddevelopmentlargeenterprisegroupsintheinformationindustry.Atthebeginning,theturnoverofthecompanyisonly300million.Butthenumberwas1.1billionin1994and30billionin2004inannualsalesdevelopment.Today'sLenovoGroupisChina'sleadingITCompany.Itisprimarilyengagedinthedesktopcomputer,notebookcomputerandmobilephonedevicesandservers.Ithasdevelopedintoadiversifieddevelopmentcompany.Lenovohasbeenacrosstwostepsfromitsbeingsetup:Beforethe90sinthe20thcentury,Lenovowasmainlyatrade-orientedenterprise.Survivalisthemainpurpose;thesecondstageisthedevelopmentofitsownbrandinthelatertenyears.After20years’development,LenovohasbeenrankedfirstinAsiainthecomputerindustry,dominatingtheChinesemarket;thefutureofthespaceistheglobalmarketandglobalcompetition.2LenovoCorporateCultureLenovohasmadebrilliantachievementsandattractedworldwideattentioninthepast20yearsintheterritoryofChina.ItisacharminglegendofChineseenterprises.ThenwhatisLenovo’ssecretofsuccess?ThroughthecourseofdevelopmentandtheunderstandingforLenovobusinessculture,wethinkthesuccessisbasedondifferentstagesofthecorporatecultureandmakingtheappropriateadjustmentsaccordingtothesituation.Thatis,withthetransitionofthecompanytimeaftertime,thattheculturalevolutionarecarriedoutagainandagain.Recallingthepast20years,theassociationof11peopleenterpriseshasdevelopedasamajorinternationalenterprisegroups.Liuand11othersstartedby20milliontosetuptheInstituteofComputerTechnology-thepredecessorcompany.Thisstageprimarilyusedtechnologyservicestoaccumulatefundsthroughopenmarketwithitscompetitiveproducts.ThecorporatecultureofthisperiodmainlyrepresentedthatentrepreneursdevelopedthattheresearchersstoodbehindthecounterandmadesomeLenovorules,etctoexplorethemanagementofenterprisemanagement.Amongthem,theassociationputforwardthatwewanttheresultsnottheprocessandthebenefitsnottheeffort.Themarketoutlookincludedthequalityislife,theuserisQueenandthereputationisevenmoreexpensivethangold.2.1Liu'sbusinessandcustomercultureThecultureofLiu’speriodemphasizedthepursuitofastrongexecutive.In1984,LenovowassetupinasquareroomoftheChineseAcademyofSciences.11staffstartedthebusinessby20millioninvestedbyCASInstituteofTechnology.WhatLenovofaceduringthisperiodisrelatedtothecompetitivepressuresofsurvival.Theyarefullofdeterminationtostartbusinessandfullofthespirittoovercomealldifficulties.AtthattimeLenovooftensaythatweshouldlet5%ofpossibilityturnto100%ofreality.Thisisaverystrongentrepreneurialcultureshownintheenvironmentatthetime.IntheviewofLiu’swordbeingword,actionbeingactionwhichisexecutedfirmly,thestaffshaveaverystrongresponse.ThiswillhelpLenovothetargetofcustomer-centricorientationatthistime.Lenovobelievesthatthecustomerisqueen,andtreatingcustomersaregoingtofacethecoldass.Thisreflectstheassociationhasstrongcustomerawareness.Fromchangingfromscholarshiptodothemarket,Lenovobegantounderstandwhattobeconcernedaboutiswhatcustomersneed,considerwhatproductsweshouldgoforsale,considerhowtocontrolcostsinordertoearnmoney,considercreatingourownbrand.Asaresult,businesssensebuildsupstepbystepLenovopeopleoftensaythatthereisnomaster.Itisourselvesleadusintothedoorofthemarket;Atthesametime,themostimpressiveculturalmemorieshavetoberealisticandenterprisingspiritoftheassociation,whichrequirespeopletohavethespiritofdowntoearthandtherealisticspiritofmakingprogress.2.2Yang'sstrictnessandentrepreneurialcultureWhenthecompanyfirstgotintothebusinessandalong-termsustainabledevelopmentobjectiveshowninfrontofLenovo,thecorporateculturewalkstowardtherules-oriented.Lenovopeoplewantpreciseandefficientrules,wanteveryonetobestrict,serious,activeandefficient.Theyputalotofthingsintooneworkflowsystemtohavespecifications.Theysayobeyingthethreeprinciplesofworking,turningaroundtherule.Thebehaviorofemployeesneedstoberegulated,howtocarryoutthebusinessneedsnorms,businessesmanagementalsoneedstoberegulated.Lenovoculturegetsintoastrictcultureperiod.Thatstrictcultureasamanagementstyleappearsatthistimeisconducivetotheoverallmanagementlevel.ThecompanypromotesthestrictaccuratecultureofthisperiodwhichensurestherapiddevelopmenttrendofLenovo's1997-1999three-year.Whenthecompanygotmoreandmoredeveloped,moreandmoredepartments,Lenovodiscoveredthatsimplestrictcultureisnotconducivetofocusoncollaborationwithinthecompany.SothisperiodLenovospokemoreaboutteamsense,tellingusthetruththathowtoworkinlitt