HP counterattacked, Lenovo lost the pc champion in the quarter of 14. What's the problem?

Globally, HP, Dell and Lenovo are the three giants in the pc market. Hewlett-Packard is the world's largest pc market share manufacturer, Dell is better in the US pc market, and Lenovo's advantage in China's home market is even more obvious. With the increasingly complex competition pattern in the pc market, the battle for hegemony among the top three has intensified. The following zdc statistics the market share of global pc manufacturers in the third quarter of 2007.

According to the latest data from idc, in the third quarter of 2007, HP occupied 9.6% of the global pc market/kloc-0, and remained the number one pc manufacturer in the world. Thanks to the strong sales of retailers and other distribution channels and the market demand for notebook computers, HP pc shipments increased by more than 30% year-on-year for two consecutive quarters.

Dell ranks second in the world with a market share of 15.2%. In the third quarter, its pc shipments reached 654.38+002 million units, up 3.8% year-on-year, reversing the three consecutive quarters of year-on-year decline. Lenovo continued to rank third, with a market share of 8.2%, and pc shipments increased by 22.9% year-on-year.

Hewlett-Packard, Dell and Lenovo are just like the Three Kingdoms. Every move of these three pc giants is always concerned by their opponents. Nowadays, the struggle between the three major international brands has become almost heated. So what are the strengths, weaknesses, opportunities and threats of the three giants in today's increasingly fierce competition in the pc market? Therefore, zdc, the consumer research center, used swot analysis method for the first time to analyze the competitive strategies of the three major manufacturers, including market advantages, competitive disadvantages, market opportunities and market threats.

Swot analysis is a method to detect the company's market operation and market environment by analyzing market advantages, competitive disadvantages, market opportunities and market threats.

Swot analysis has its foundation. According to the complete concept of enterprise competitive strategy, strategy should be an organic combination of what an enterprise can do (that is, the advantages and disadvantages of the organization) and what it can do (that is, the opportunities and threats of the environment).

Swot analysis shows that the swot structure matrix is constructed, and different analysis meanings are given to different areas of the matrix. By enumerating various manifestations of S, W, O and T, the competitive position of enterprises is described.

First, HP swot analysis

(a) Market advantages (strengths)

1, marketing

HP has maintained a sustained and strong growth trend in the PC market. In the third quarter of 2006, it regained the number one pc sales position in the world from Dell. Subsequently, HP's sales continued to climb. According to the latest data from idc, the growth rate of global pc sales in the third quarter of 2007 reached a new high of nearly two years, and HP remained the largest pc manufacturer in the world, further widening the distance with Dell.

2. Product advantages

First, HP has an advantage in the consumer market. As early as the merger of Compaq in 2002, focusing on personal consumption computers has long been HP's direction. Last year, HP played the banner of mobile entertainment and stepped up its offensive in the home notebook market. V3000 series notebooks focus on family entertainment, with products ranging from 5000 yuan to 10000 yuan, making them the most competitive products of HP.

Second, HP pays attention to the expansion of regional markets. Under the brand proposition of "controlling the personalized world" and the product strategy of "commercial personalization", HP has released a series of products suitable for regional markets, such as the world's first HP compaq nx6325 with 64-bit mobile technology and the hot v3000 on the market.

After hp 500 detonated the domestic notebook regional market sales storm at the end of 2006, HP once again launched the hp 520, an upgraded product of hp 500. These two products are not only popular in the regional market, but also the killer of HP's low-end market.

3. Channel advantages

From the perspective of channels, HP has established a huge dealer system, and HP's business through channels probably exceeds 80% in the world. Moreover, in June 2005, HP changed from national total generation system to rd (regional distribution) on 5438+065438+ 10, and divided the whole country into eight regions: Beijing, Shanghai, Guangzhou, Nanjing, Northeast China, Northwest China, Southwest China and Central China, and established eight regional general managers.

This goal is to get close to local users and enter small and medium-sized enterprises and 3 to 6 cities. After successfully implementing the rd channel strategy in 2006, HP's coverage in third-and fourth-tier cities has reached a certain scale.

Competitive disadvantage (weakness)

1, brand influence in China market lost to Lenovo.

Lenovo is a household name in China pc market, and with the acquisition of ibm pc, Lenovo's brand influence has undoubtedly been greatly enhanced. In China's computer market, although HP's strong growth is well known, compared with Lenovo, which ranks first, HP's brand influence is still lacking, especially in 3-6 cities.

2. The channel construction in China's third-and fourth-tier cities is difficult to compete with domestic pc manufacturers.

In China's pc market, at present, the profit-seeking point is mainly in the third-and fourth-tier markets. Lenovo, Founder and other domestic manufacturers have basically established relatively complete sales outlets in these areas, while HP's channel sales outlets are mainly concentrated in 1 and second-tier cities. It is still difficult to compete with domestic pc manufacturers in channel construction in third-and fourth-tier cities.

3. The product layout is defective.

According to zdc's concerned data, HP's competitiveness mainly stays in 14. 1 inch products. However, it should be pointed out that at present, 15.4 inch is the second most concerned size in the whole market, while HP's product line is relatively thin and less concerned. In addition, HP's products in the 13.3 inch market are blank.

(3) market opportunities.

1, the development opportunities of the consumer market

Compared with Dell's failure in the consumer pc market, HP has already begun to attach importance to the development of the consumer market, and has made certain achievements in the consumer market. According to relevant data, with the rise of notebook market and the popularity of pc, the personal consumption market will grow geometrically every year. In the next three to five years, the PC market in China is expected to maintain an annual growth rate of 25%. This obviously brings opportunities for HP to develop again.

2. Increment of Internet cafe market

On June 5438+1October 2 1, 2007, HP opened its first Internet cafe in Beijing. Lu Siyu, Business Development Manager of HP Commercial Desktop Division, said: "HP began to pay attention to the Internet cafe market in the second half of 2006. In 2007, the overall solution was launched and the sales channel of Internet cafes was established. In 2008, we will implement the Internet cafe strategy and continue to recruit Internet cafe sales elites throughout the country. "

According to relevant data, the world's largest Internet cafe market is in China, and the fastest-changing Internet cafe market is also in China. 4 million units *2 times = 8 million units, the annual purchase volume is unmatched by any industry. The Internet cafe market in China is huge. At present, there are about 6.5438+0.3 million Internet cafes in China. Although the price of a single computer in the Internet cafe market is not high, there is a great demand, which can play a certain role in increasing market share. It can be seen that the increment from the Internet cafe market will effectively boost the sales of HP PCs.

(4) Market threat (threat)

First, from the channel point of view, HP has changed from the original national generation system to eight regional distribution systems. However, there are still difficulties in HP's channel management. Eight regions directly increase the difficulty of HP's channel management, which will inevitably lead to an increase in marketing costs, a decrease in profits and an increase in channel management risks, which is a major threat to HP.

Secondly, from the perspective of market profit rate, due to HP's rapid volume increase in the low-end market, the average price of its pc products decreased due to price compromise, which reduced the product profit to varying degrees.

Third, from the perspective of competitors, although HP has surpassed Dell to become the world's number one pc manufacturer, Dell will never be indifferent to the rise of HP. At present, Dell has launched a counterattack, including reforming the channel model, entering the 13.3-inch market and launching color notebooks in the consumer market. So Dell will become the biggest threat to HP, and HP must not take it lightly.

Second, Dell swot analysis

(a) Market advantages (strengths)

1, market share

Due to the characteristics of urban distribution and tax policies in the United States, Dell's online/telephone direct sales play a much greater role in the American market than in the China market. According to Dell, only 20% of small and medium-sized enterprises and individual consumers in China order computers through the Internet, while in the United States, this figure exceeds 50%. Therefore, Dell has always been the leader in the US pc market. According to the latest data, in the third quarter of 2007, Dell was still the first pc manufacturer in the United States, with a market share of 28%.

2. Price advantage

Besides the brand effect, Dell's lethality in China market lies in the low-price strategy of all products supported by its direct selling model. The direct selling mode abandons intermediate channels and manufactures computers according to customers' needs, which greatly speeds up the capital turnover, reduces the cost and realizes the price advantage. According to statistics, the price of direct selling products is lower than that of similar products 15%-20%.

3. Zero inventory

The key to zero inventory is to produce according to orders, which requires us to accurately grasp the needs of users, which is actually in line with direct sales and directly obtain demand from users. Zero inventory can also reduce the cost to the maximum extent, without estimating the risk and losing the price.

4. Understand customer needs

Dell's direct sales model allows users to understand the products more directly, and at the same time, they can get better prices and purchase more conveniently. On the other hand, it also makes the communication between manufacturers and customers smoother, so that users' needs can be fed back to manufacturers in time, thus improving products. This method has completely changed the traditional sales form of "manufacturer's production, customer's choice", put the initiative in the hands of customers, fully met the needs of customers and narrowed the distance between manufacturers and customers.

Competitive disadvantage (weakness)

1. The direct selling model met with resistance in China market.

On the one hand, store sales are more in line with the consumption habits and trends of consumers buying consumer electronic products in China. On the other hand, Dell's direct sales model has been in operation in China for many years, but it has only been achieved in China 1-3 cities. Compared with competitors such as Hewlett-Packard and Lenovo, Dell has a weak competitive advantage in the 4 th and 5 th grade markets.

2. Emerging markets cannot break through.

For Dell, which adopts the direct selling model, most of the growth comes from the American market, and the personal consumption market and emerging markets have become its two major weaknesses. At present, emerging markets such as China and India have the greatest growth potential in the global computer market. However, Dell's direct selling advantage seems to be difficult to play in these emerging markets. Because the market trust is relatively low, consumers in emerging markets have to experience computers first, and may be more willing to buy computers from retail stores, which will undoubtedly put the direct selling model at a disadvantage.

3. The consumer pc market is at a disadvantage.

Not long ago, HP regained the position of the world's pc leader from Dell, relying on the rapid development of the consumer market, and Lenovo's success in the China market is also based on the consumer market. But the consumer market is Dell's disadvantage in the market competition. Dell divides customers into two categories: one is large enterprises, government and industry customers, accounting for about 90% of the company's overall business sales; The other part is small and medium-sized enterprises and individual consumers, accounting for only 10%. It can be seen that Dell pays too much attention to high-end customers of enterprises and fails to grasp the general trend of consumer PC.

(3) market opportunities.

1. Entering the retail market brings development opportunities.

Facing the challenge of competitors, Dell has taken a series of measures, including vigorously promoting experience centers around the world, selling Dell computers in Wal-Mart supermarkets in the US market, and changing the previous single direct sales model. On September 24, 2007, Dell chose to cooperate with Gome to enter the retail market, which will effectively boost Dell's sales performance and become an effective measure to further enhance its performance.

2. 13.3 inch market is the best.

In the notebook market, 13.3-inch compatibility 12. 1 inch model portability and 14. 1 inch model performance. In addition, for panel manufacturers, the economic benefits of 13.3 inches are gradually emerging. Although it is not mature compared with the 14. 1 inch model, which occupies almost half of the country, this rapid development momentum cannot be underestimated. It can be said that 13.3 inch notebook will gradually become the new favorite of thin and light notebook in the future.

In June, Dell introduced the competitive model of xps m 1330. As many domestic manufacturers have launched this gold-sized notebook, it is obvious that everyone has also seen the development potential of the 13.3-inch notebook market, which highlights that Dell notebooks are one step ahead in market segmentation and meeting consumer demand.

(4) Market threat (threat)

First, in the global market, Dell has lost its leading position in the global pc market since the third quarter of 2006. Although a series of measures have been taken, can we regain the championship from HP? Dell faces a strong competitor from HP.

Secondly, from the perspective of China market, Lenovo, Dell's biggest competitor, has a strong sales channel, but it is also actively developing its direct sales business to large customers and flexibly using the advantages of the two models; Moreover, compared with Lenovo, Dell has no advantage in price and market share in China market.

Thirdly, from the perspective of the consumer market, the survey shows that the personal computer market in China is expected to maintain an annual growth rate of 25% in the next three to five years, and the next round of computer sales climax will appear in second-and third-tier cities, which will have a greater impact on Dell, because consumer computers are Dell's weakness, and competitor Hewlett-Packard's consumption strategy has achieved certain success.

Fourthly, from the channel point of view, on September 27th, 2007, Dell cooperated with Gome to enter the retail market. However, as two completely different business models, retail model and direct selling model have certain differences in business processes and operation models. For Dell, it is a challenge to operate both models at the same time. In addition, if Dell breaks the direct marketing mode and introduces distribution channels, will it have a repulsive effect? How to integrate distribution into Dell is also a big problem for Dell.

Fifth, from the perspective of competitors, HP and Lenovo have better distribution channels. In addition, competitors have shortened the supply chain by imitating Dell's direct sales model and paying equal attention to direct sales and channel sales, thus weakening Dell's advantage in inventory.

Third, Lenovo swot analysis

(a) Market advantages (strengths)

1, market share

According to idc data, Lenovo has an outstanding advantage in the Asia-Pacific pc market (excluding Japan), with a market share of 265,438+0.3% in the third quarter, an increase of 0.5 percentage points over the previous quarter. In addition, Lenovo's advantages in China's local market are more prominent, and Lenovo ranks first in the pc market share in both the notebook market and the desktop market.

2. Brand advantage

In the pc market, Lenovo brand's leading position has surpassed many competitors in China market, and it is in the position of industry leader. Since the acquisition of ibm pc, Lenovo's dual-brand strategic advantages have become increasingly apparent. Lenovo and thinkpad occupy a leading position in the consumer and business markets respectively. It can be said that Lenovo and thinkpad make Lenovo notebook have a strong combined brand in China market, forming a comprehensive coverage of the consumer and business markets.

3. Regional market advantages

In China's fourth and fifth grade markets, Lenovo's brand awareness far exceeds that of Dell and Hewlett-Packard, which is related to consumers' cognitive level and consumption concept. They rely more on localized brands, especially in recent years, Lenovo has greatly enhanced its brand influence through a series of Olympic marketing.

4. Experience of local brands

Lenovo has ten years of experience in China and can accurately grasp the needs of local consumers, which is an advantage that other brands do not have. In addition, because domestic brand enterprises have advantages in channel structure and cost control, they can quickly adjust their direction and strategy according to market development, and pass the consumption value of products to consumers at the first time, thus winning the time difference advantage.

Competitive disadvantage (weakness)

1, the global pc market share is small.

As we all know, Lenovo's internationalization needs to achieve relatively stable market share and operating rate growth in pc markets outside China, such as the United States and Europe. However, judging from Lenovo's recent three quarterly financial reports, Lenovo's performance in important America and Europe is very unstable.

Market share is the comprehensive embodiment of product competitiveness. In terms of global pc market share, Lenovo ranks third, far behind HP. There is a big gap between Lenovo and Dell in the American market. It is not easy for Lenovo to catch up with HP and Dell.

2. 15.4 inch product line is relatively thin.

Lenovo takes 14. 1 inch products as its main model, which fully conforms to the development direction of the market and greatly enhances the market competitiveness to a certain extent. However, Lenovo has some defects in the layout of other products, especially the 15.4-inch product, which makes Lenovo's product line look thin.

(3) market opportunities.

1, the Olympic strategy is the best opportunity for Lenovo's internationalization.

In recent years, there are many cases of Lenovo's sports marketing, including signing Ronaldinho, the 2005 World Footballer of the Year, joining hands with the nba, becoming the official marketing partner and the only pc partner of the nba, sponsoring the f 1 Williams team and so on.

But the most forward-looking and influential is Lenovo's Olympic marketing. For enterprises in China, this is a rare opportunity to improve the image and popularity of local enterprises in China and help enterprises in China to enter the world market. Zdc believes that the Olympic strategy is the most important step and the best opportunity for Lenovo's internationalization.

2. "New Rural Strategy" will be Lenovo's trump card in the future.

With the deepening of rural informatization, Lenovo recently released the "New Rural Strategy", saying that it will sell Lenovo's low-cost computers to 65,438+10,000 administrative villages nationwide within three years, and expand Lenovo's influence in 300,000 administrative villages. It can be seen that the "new rural strategy" will become Lenovo's trump card in the future.

(4) Market threat (threat)

First, the threat of price war. At present, the positioning of international brands has shifted, and the low-end market has begun to be tapped. With the gradual decline of price advantage, it has brought market threats to Lenovo.

Second, in the face of the siege of international brands with obvious brand, scale and capital advantages, how to tap the innate advantages in service, cost, channels and talents, and at the same time turn technological breakthroughs into stable product quality is also an urgent task for Lenovo.

Thirdly, in China, HP has an ambitious regional expansion plan: in 2003, HP established 330 stores in 20 cities. By the mid-fiscal year 2007, HP has established more than 2,000 stores in 420 cities, and its coverage is expected to expand to 600 cities in the future. This will obviously pose a great threat to Lenovo's regional advantages.

Fourth, on August 27th, 2007, Acer acquired gateway. The merger can strengthen Acer's position in the American market. Coupled with Acer's current favorable position in European and Asian markets, Acer immediately took the third place in the global pc market. It can be seen that the merger of Acer and gateway has greatly limited Lenovo's expansion plan in the European and American markets.

Summary:

In the global pc market, HP, Dell and Lenovo are called the top three. At present, after many adjustments, HP has firmly occupied the leading position in the pc industry; Dell is in trouble now, but its founder Michael