Management problems (urgent! ! ! )

Author: Dong reposted from: original hits on this site: 103

(1) Company Profile

Lenovo Group Co., Ltd. is a state-owned enterprise under the China Academy of Sciences. Established in June 1984+0 1. Over the past ten years, Lenovo Group has developed into the largest multinational computer enterprise group in China, with an investment of 200,000 yuan calculated by Chinese Academy of Sciences and assets of 1, 1 billion yuan. Lenovo Group consists of Beijing Lenovo Group Corporation and Hong Kong Legend Holdings Limited. Since its establishment, the average annual sales growth rate is 130%.

(2) Business development

In China, Lenovo's mainstream products are Lenovo microcomputer and Lenovo Chinese character system. Lenovo Microcomputer/KLOC-0 sold 45,000 sets in 1994, ranking first in domestic microcomputer sales and third in domestic market share. In addition, based on the development of application software, we systematically sell all kinds of computer products, and undertake the national "Golden Series" projects, such as the financial information network of the People's Bank of Inner Mongolia, the comprehensive business processing system of China Bank Guizhou Branch, the tax management system of Beijing Local Taxation Bureau, the Air Force 924 Project, and the real-time information communication system.

The main business scope of Hong Kong Lenovo is: ① Design, production and sales of microcomputer motherboards, PCB boards, function cards, etc. 1994 board sales reached 5 million. (2) Provide users with software and hardware equipment through system integration in Hongkong and China. The projects undertaken include: Hong Kong Government Information Network System, Hong Kong Education Department Global Middle School Management System, Hong Kong Provisional Airport Authority and Cathay Pacific Airways (the largest airline in Hong Kong).

(3) Performance effect

Lenovo has become the number one among the top 100 electronics companies in China, the number one computer industry and the number one high-tech enterprise in China. At present, Lenovo Group has developed into the largest computer industry group in China, with a market value of about HK$ 90 billion, ranking among the top ten listed companies in Hong Kong stock market, with more than 65,438+00,000 employees. 1999 achieved a sales income of 20.3 billion yuan, ranking first among the top 100 electronic companies in China for two consecutive years; Lenovo's computer sales reached 6.5438+0.258 million units, ranking first in the China market for four consecutive years, and its position share in the Asia-Pacific region rose to the first; Lenovo Group is one of the 120 national large-scale pilot enterprise groups and national technological innovation pilot enterprise groups, and has become the most influential vertical technology company in China. In June 2000, Lenovo was selected as the eighth best technology enterprise in the world by Business Weekly.

Second, the case analysis

(A) business model analysis

As one of the earliest enterprises to use Internet media, Lenovo began to selectively put online advertisements as early as 1999. With the increasing operability of online advertising forms and effects, Lenovo gradually incorporated online advertising into an important part of brand promotion, and gradually increased its investment in this part.

Zhang Yinong, director of integration and promotion of Lenovo's brand communication department in China, has talked about the importance of online marketing to Lenovo on many occasions. "The impact of the Internet on information and interaction is unmatched by traditional media. It allows consumers to obtain information conveniently and quickly, and allows their own information to be transmitted quickly, which traditional media cannot do. When the number of netizens exceeds 1 100 million, no brand can ignore such a huge market. For Lenovo, paying attention to the Internet, doing more things on the Internet, combining marketing, culture and service, and better communicating people's ideas, enterprises can also get better benefits. Lenovo will invest more and more advertisements on the Internet. "

After the acquisition of IBM's PC business, Lenovo is rapidly changing from a local brand to an international brand, and Lenovo's network marketing strategy has also undergone some changes.

Especially in the network promotion in 2006, Lenovo will strive to build an international brand. In this process, taking the opportunity of becoming a global partner of the Olympic Games, Lenovo will take the Turin Winter Olympics as the theme and promote Lenovo's brand strategy and Olympic sports spirit through in-depth cooperation with some top Olympic manufacturers.

It is understood that at this Winter Olympics in Turin, Lenovo provided nearly 5,000 desktop computers, more than 600 notebooks, nearly 400 servers, 1600 desktop printers and technical support and services for the Winter Olympics. You can often see Lenovo's promotion of sponsoring 5XXX computers for the Turin Winter Olympics on the Internet.

(B) technical model analysis

As the main force of domestic IT industry, Lenovo seems to have a more rational and profound understanding of the development of Internet economy in just a few years. The reason for the depression of Internet economy is not the backwardness of technology and industry, but the excessive and urgent expectation of future Internet applications, which makes it not fully mature, the consumption mode and application mode have not been fully established, and people's life and work style are far from entering the network era, so it is overheated ahead of time. This depression is not a decline, but a silence before the outbreak of the new industrial revolution! Lenovo introduced the concept of "PIPES" precisely to solve the problem of how to build a new application model and its key applications.

The concept of "pipeline", which Lenovo calls a new mode of Internet application, can be summarized in one sentence: "Seamless integration of effective network resources in an active way to provide users with efficient and appropriate services". Specifically, the future Internet should provide "active Internet service, integrated Internet service, appropriate Internet service, efficient Internet service and seamless Internet service".

The first is active Internet service.

Service). That is, the user experience has changed from "people around the system" to "the system around people". The future Internet will surround you everywhere. No matter where you go, network services will always be by your side. At the same time, the system will constantly speculate on your needs and take the initiative to solve problems for you.

Followed by Integrated internet services (integrated)

At present, the Internet can provide many services, but they are relatively independent and complex. The future service should be integrated and unified. It will extract the resources on the network according to users' needs, and provide users with a complete service through automatic organization and sorting. That is to say, the same service uses different resources, and organizes discrete resources into an organic whole, giving users an organic and unified service experience.

The third is Proper Internet service (PROPER).

Services). At present, the services provided by the Internet are more complicated, but in the future, the Internet will provide appropriate and suitable services according to the personality of different needs.

The fourth is efficient Internet service (Effective).

Service). Today's Internet provides mechanically inefficient services, and the future Internet will provide intelligent and efficient services.

Finally, Seamless internet service (seamless)

Service). Seamless emphasis is on the consistency of service flow, smoothly connecting various services, and turning scattered and intermittent Internet services into unified and continuous services.

The word "PIPES" consists of the English initials of the above five meanings, and its English interpretation means "pipeline". Lenovo borrows the meaning of this word to symbolize that the future Internet application mode will serve you when you need it, take you where you need it, and bring you smooth, suitable and ubiquitous complete services like countless channels. Yang said that the new Internet application mode based on the concept of "pipeline" will be customer-oriented and adopt the simplest and most practical technology to design the network application mode. Provide users with needed services on any device anytime, anywhere, and completely change users' online life experience.

(C) business model analysis

When the company was first established, it had almost nothing except an investment of 200,000 yuan, a house of 20 square meters, 1 1 person. 1 1 People are crowded in two bungalows that used to be reception rooms. There is no signboard, no sales department and no sales department, because they actually sell products.

Due to the lack of capital, they thought of the term of political economy-primitive accumulation of capital. They accumulate capital by repairing machines for others, giving lectures, helping others overcome technical problems, and acting as sales and maintenance agents.

A few months later, they actually earned $700,000 and $60,000. They laughed. This is the first major achievement of their capital accumulation. The usual primitive accumulation is to squeeze others crazily, while these scholars are squeezing themselves crazily. This 700,000 yuan provided them with the necessary funds to develop fist products. Later, Liu Chuanzhi vividly called this hard work in the early stage of entrepreneurship "selling small baskets."

Since its establishment, Lenovo has always adhered to a purpose: "to contribute to the national economy with scientific research results." At that time, China imported hundreds of thousands of PC microcomputers. Due to the text barrier and limited knowledge of computer science, a large number of microcomputers are idle or only use a typewriter, because of the international concern about the "China" of computers. Company leaders are keenly aware of the close relationship between computer localization and various undertakings. As long as the computer network can be completely localized, it can win users, open the market and make contributions to society. So, five or six of them crowded into a small house, forgot to eat and sleep, and worked all night. 1985165438+10. In October, "Lenovo Hanka" was officially appraised by Chinese Academy of Sciences. Foreign scholars believe that "the Chinese character information processing technology of the Institute of Computing Technology of Chinese Academy of Sciences ranks first in the world" is "a great contribution to the development of Chinese". Lenovo Group Company first started with the development of Lenovo Hanka, hence the name of the company.

After several years' efforts, Lenovo has developed 65,438+056 practical products of computing technology, of which 27 have obvious economic benefits. The company's self-made products and secondary development products account for more than 80% of the total turnover. The high-tech products developed and produced by the company are widely used in all walks of life, all over the country, and some products are also exported to the international market. At the same time, the company's assets, personnel, turnover, taxes and profits are also growing rapidly. But Liu Chuanzhi, president of the company, believes that Lenovo is "just a boat that can't stand the impact of big winds and waves." He clearly put forward: "strive to establish a first-class export-oriented computer enterprise in China within a few years and make more contributions to the national economy." In order to achieve this strategic goal, the company formulated and implemented the overseas development strategy in 1988. Explore ways to enter overseas markets.

Establishing export-oriented high-tech enterprises is Lenovo's goal. In order to achieve this strategic goal, Lenovo has formulated an overseas development strategy. This strategy mainly includes trilogy and three development strategies. The first step is to establish trading companies overseas and enter the international circulation field, with the purpose of understanding the overseas market situation, exploring the operating rules, accumulating funds, and especially looking for a breakthrough in developing export-oriented products. 1In April, 1998, Lenovo Computer Co., Ltd. was established in Hong Kong. Only HK$ 900,000 was invested when it opened, and all the investment was recovered in three months. The turnover in the first year was as high as1.200 million Hong Kong dollars. The second step is to establish a multinational group company with R&D center, production base and international distribution outlets. This is the focus and a key step of the whole export-oriented cause. 1989165438+1October 14, Beijing Lenovo computer group company was formally established, which is an important symbol to realize this step. The third step is to list on overseas stock markets, form economies of scale, and strive to become one of the computer industries in developed countries. 1993 is realized.

The industrial development strategy of "blind people touch the elephant" The so-called "blind people touch the elephant" means that their advantages complement each other. Hong Kong Lenovo is a joint venture company with advantages of three companies. Among them, Hong Kong Daoyuan Company is familiar with local and European and American markets and has long-term overseas trade experience. Another China technology transfer company can provide feasible legal guarantee and a tight source of loans. The advantage of Beijing Lenovo is that its technology and talent strength are unparalleled in Hong Kong. In the industrial structure at home and abroad, Lenovo also applies the principle of complementarity. Hong Kong is the window of international trade, with sensitive information and smooth channels, which is suitable for development and trade, and the production base needs to be built in the mainland, because land and labor in Hong Kong are very expensive. At the same time, Hong Kong has a serious tendency to emigrate and lacks high-tech talents. Based on this situation, the company decided to send a group of high-tech personnel to set up a research and development center in Hong Kong, and the production base will be mainly in China.

Research and Development Strategy of Tian Ji Horse Racing. During the Warring States Period, there was a horse race between Tian Ji and Qi Weiwang in the State of Qi. The upper horse faces the middle horse, and the middle horse faces the horse. In the end, it won two games. Now Lenovo's approach is to identify the market demand, choose a breakthrough point, concentrate superior forces and break a finger. At that time, 286 microcomputer had a very broad market in Europe and America. The products flooding this market mainly came from Taiwan Province Province and South Korea, and Lenovo microcomputer could compete with it. Technically speaking, in the international market, 286 belongs to the category of China and Malaysia, so Lenovo decided to get on the horse and fight against them. Therefore, the company has invested abundant funds and mobilized first-class technical talents. After a careful analysis of various models of 286 in the world, it adopted advanced design ideas and selected internationally used, most integrated and newly produced components, making the designed machine an excellent product, and its performance is far superior to that of local products in Taiwan Province Province, South Korea and Hong Kong.

Product management strategy of "Fenjiu and Erguotou Liquor". Company leaders have been to several computer exhibitions in Europe and America, and hardly seen China's products. From this, they realized that if they want to enter the international market, they must have high quality and low price. Because the company has strong technical and talent strength, cheap domestic labor force and low production cost, it can completely do this. Lenovo 286 can be said to have reached the quality of "Fenjiu", but it is sold at the price of "Erguotou". This makes Lenovo products squeeze into the international market.

After several years' practice of entering overseas markets, Lenovo has personally realized the difficulty of starting an overseas business. The suddenness of overseas product upgrading, the harshness of overseas users' requirements for products, the fierceness of price competition and the cruelty of conflicts between enterprises. Are far beyond the imagination of domestic scientific and technological personnel. The battle of overseas computer market is, in the final analysis, a contest of technology, wisdom and will.

Tournament, the real "bayonet sees red" battle. Lenovo invested almost half of the money in the development of 286 microcomputer, and the whole process was ups and downs. After several rounds of competition, we finally got a firm foothold. However, the decision-making level of the company headed by Liu Chuanzhi clearly knows that overseas markets are like the sea of Wang Yang, which will set off stormy waves at any time. In such a sea of Wang Yang, it is absolutely impossible for an enterprise's "boat" to reach the other side of victory slowly and steadily, relying on a short paddle to paddle the drifting "boat". It is necessary to cast a "big ship" that can withstand the wind and waves.

(D) Analysis of management mode

Lenovo's decision-makers realized that without a well-organized and effective team, enterprises could not become a climate and could not enter overseas markets. Under this background, they put forward the management mode of "big ship structure", which produced the overall benefit of 1+ 1 > 2.

The main feature of "big ship structure" is "centralized command, division of labor and cooperation", including four meanings:

Centralized command and unified coordination. The company takes the development, production and distribution system as the main body, and around these three main bodies, it has set up a decision-making system, supply channels and financial departments, and implemented unified personnel transfer and unified fund management. According to the law of market competition, enterprises implement target management and mandatory working methods, unify thoughts and orders, and approach semi-military management.

The "hut" implements the economic contract system. Starting from 1988, the company has divided various professional departments according to the nature of work. The business department consists of professional departments such as Hanka, microcomputer, network, minicomputer, CAD industrial control, software and data, and implements "cabin-style" management, with clear tasks and assembly line operation, which is conducive to improving work quality and efficiency, realizing distribution according to work, mobilizing employees' enthusiasm and embodying the status of masters in the enterprise.

Gradually realize institutionalized management. Starting from 1998, the company began to improve various enterprise management systems. Such as financial system, staff training system, cadre appointment system, warehouse management system and so on. Pay attention to the standardized management of enterprises and prepare for the establishment of large-scale export-oriented enterprises. The implementation of system management, so that the "log cabin" can be connected, not only to improve its work efficiency, but also to take into account the overall goals and interests. Institutionalized management not only enables enterprises to have a powerful dynamic mechanism, but also establishes a set of enterprise restraint mechanisms to ensure the normal operation of enterprises at high speed.

The implementation of centralized leadership, the board of directors under the general manager (President) room. There are four members in the General Manager's Office, two in Hong Kong and two in the Mainland, with unified command inside and outside. The company attaches great importance to the unity and leading role of the leading group. Because the members of the leading group have the same ideal, the same ideological foundation and tacit understanding, the general manager and his colleagues have become the strong core of the company, which has a strong appeal in front of employees, ensuring the correctness of enterprise decision-making and avoiding mistakes and losses in competition.

(E) Analysis of capital model

Based on the investment of 200,000 yuan calculated by Chinese Academy of Sciences, Lenovo Group has developed into the largest multinational computer enterprise group in China, enjoying a good reputation at home and abroad, with assets of 1 1 billion yuan. On May 2, 2002, KLOC-0, this product won the bid for the 973 project of Chinese Academy of Sciences, and undertook the research and development of the terascale server in this project, which laid the foundation for the development and take-off of Lenovo Technology in the new century. By the end of June 2002, Lenovo's total number of patent applications had reached 6 15, of which invention patents accounted for 54%, initially forming a core technology system with independent intellectual property rights. In June, 20001year, Lenovo CPU junction temperature control method won the only gold medal in the computer field in the 8th China Patent Technology Expo, and the patent quality was greatly improved. Some projects are already considering applying for PCT patents (international patents).

Three. Problems and suggestions

The biggest environmental risks faced by China enterprises in cross-border mergers and acquisitions are the political risks and legal risks of the host country. Only by being familiar with the political system and national concept of the host country and mastering the laws of the host country on foreign capital mergers and acquisitions can we calmly deal with it. Lenovo acquired IBM.

After the PC business, how to allocate the original employees of IBM is related to the future development. Changes after enterprise merger and acquisition will inevitably involve employees' interests, and business integration will also affect employees' positions, especially the loss of employees in key positions, which will have adverse consequences for the company's development. To this end, Lenovo will appease IBM employees and strive to retain outstanding personnel. M&A enterprises often have close business relations, and Lenovo and IBM are no exception. After M&A, it will involve future business integration and market division. If cross-border M&A is still a collision of two different corporate cultures. Many failures of cross-border mergers and acquisitions are related to corporate culture conflicts. Lenovo group (offer

Chairman-designate Yang said frankly: The integration of corporate culture after M&A is facing great risks, and efforts must be made to make the whole company's structure and team more and more like a whole, from two teams, two types of people and two cultures to a whole, and to play a synergistic effect and contribute to the company's profit. On this basis, it is necessary to clarify the future strategic direction and objectives of the new company as soon as possible. Without careful planning, the result of 1+ 1 < 2 is inevitable.

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