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1、LenovosTakeoverOf,IBMsPersonal-ComputerBusiness,TheSummary,LenovoGroupLimitedisaChinesemultinationalcomputerhardwareandelectronicscompanywithitsoperationalheadquartersinMorrisville,NorthCarolina,UnitedStatesanditsregisteredofficeinHongKong.Itsproductsincludepersonalcomputers,tabletcomputers,mobileph
2、ones,workstations,servers,electronicstoragedevices,ITmanagementsoftwareandsmarttelevisions.Lenovoistheworldssecond-largestPCvendorby2011marketshare(afterHewlett-Packard)andmarketstheThinkPadlineofnotebookcomputersandtheThinkCentrelineofdesktops.Lenovohasoperationsinmorethan60countriesandsellsitsprod
3、uctsinaround160countries.LenovowasfoundedinBeijingin1984andincorporatedinHongKongin1988underitspreviousname,Legend.LenovoislistedontheHongKongStockExchangeandisaconstituentoftheHangSengChina-AffiliatedCorporationsIndex.,InternationalBusinessMachinesCorporation(NYSE:IBM),orIBM,isanAmericanmultination
4、altechnologyandconsultingcorporation,withheadquartersinArmonk,NewYork,UnitedStates.IBMmanufacturesandmarketscomputerhardwareandsoftware,andoffersinfrastructure,hostingandconsultingservicesinareasrangingfrommainframecomputerstonanotechnology,PurchaseAnalysis-IBM,1.ThegoldenperiodofPCindustryhadbeenov
5、er.Apricewarwouldbebreakingout.ItwasnotworthstayinginthePCindustrywithhighrisksandcapitals2.Duetosuccessivelosses,PCbusinesshadbeenaburdentoIBM.AndithadnotbeenIBMscorebusiness.3.AfterspinningoffPCbusiness,IBMcouldfocusitsalleffortsinareaswithmorevalue.,PurchaseAnalysis-Lenovo,Forthediversificationst
6、rategyhadfailed,Lenovobegantofocusonitscorebusiness-PCbusiness.ButitsdevelopmenthasbeenlimitedinChinaowingtomarketscale.SoLenovohadtoexploretheoverseasmarketforthefurtherdevelopment.IBMhadthebrand-ThinkPad,technologyteamsandinternationalresources,likethesalesforceandmarketingchanneletc.thatcouldhelp
7、Lenovomakesuccessmorelikelyinforeignmarkets.,ThecrisisofLenovo,ThecrisisofLenovo,In2004,afterLenovoGrouphavepurchasedthepersonal-computerbusinessofIBM,Mr.LiuwasreplacedbyMr.Yang.However,after5years,theLenovoGroupwasheavilyhittedbyfinancialcrisisanditsufferedfromabiglosses.Fromsomedatum,welearnthatin
8、2008thesecondquarterachievementofLenovothathavedecreasedby70%,andtheretainedprofitsisabout$23,000,000.Inthethirdquartertheamountoflosshaveincreasedbyapproximately$90,000,000soitcantchangeanythinginthefourthquarterinfact.,LiusBack,Intimesofcrisis,LiuChuanzhicamebacktheboardofdirectorsaschairman.AndYa
9、ngYuanqingmovedtoCEOfromchairman.LiusbackgaveashotinthearmtoLenovowheremoralehasbeenlow.Heisaspiritualleaderstous.saidaemployeewhohadworkedforover5yearsinLenovo.,CausesofLenovoscrisis,ThenumberonePrioritytoLiuandhisteamswastofindoutthecausesofthecrisisafterhisback.Liuthought:wegetintotroublenow.Thei
10、nternationalfinancialcrisisisonlythesuperficialreason,buttheculturalclashesofinternalmanagementistherootcause,andspecifically,therearemanyproblemsincommunicating.Evenwithouttheinternationalfinancialcrisis,ourcrisiswouldstillerupt.,Somebehavesofcross-culturalconflicts,ThedifferenceofCulturalPolicy：Th
11、eCEOofWesterncompanieshavegreatrightstomakeallmajordecisions;iftheCEOofLenovowantstomakeagreatdecision,theremustbeateamsupportbehind.Liuchuanzhisaid,whenLenovomergedIBMsPCbusiness,hesawthatthetrendofcomputermarketismassivegrowthofcustomersinconsumption(消费类客户)andthereduceofcustomerincommerce(商业类客户).,
12、Somebehavesofcross-culturalconflicts,Butitisapity,becauseofAmeliasshort-termbehavior;herefusedtoinvestinthelongtermprojectanddevelopconsumermarket.AlthoughYangYuanqingdisagreedwithhim,butAmeliawasastubbornmanandthoughtheisanexperiencedmanager.Yangcantchangeitsdecisionfortheentiresituation.Theresulti
13、sthatLenovocantwithstandthechallengeinfrontofcrisis,Communication-Thesolutionofthecrisis,LiChuanzhisaid:“Ihaveawardedthekeyofproblem.Inthepast,theshort-termbehaviorofexecutivesdecidedthatLenovowoundbethefatalproblemsoonerorlater.Ifthisfatalproblemisnotsolved,Lenovocantrecover.Sowemusttakesomemeasure
14、s.,Communication-Thesolutionofthecrisis,First,replacetheCEOofLenovo-AmeliabyYangYuanqingwhoareexperiencedandprofessional.Second,LiuChuanzhireturnedtotheboardofdirectorsandservesasthechairman.Hestrengthenedinternalcommunication,condensesforceofLenovoandsupportstheworkofYangYuanqing.Third,adjustthestr
15、ategy,holdtheChinesemainlandmarket,andexploretheoverseasemergingmarkets.,Patience-SuccessfulCommunication,Liusaid:Weshouldcommunicatewithforeignerswithrespectandcompromise.Ifnot,youwillfailedtodosomething.Therefore,whenothersopinionintheboardofdirectorsdiffersfrommine,Iwouldtellmyselftoremainpatient
16、inmind,Ihavetomakeothersintheboardofdirectorsagreewithmyopinions,gradually,andbringthewholeboardofdirectorstogether.,Walksoutofthecrisis,LenovooverseasmarketsbegantomakeprofitforthefirsttimeandmostofemergingmarketsalsoprofitbyLiusreturnaftertenmonths.,Charactersintroduction-LiuChuanzhi,LiuChuanzhi,Lenovofounder,retiredafterwinningmeritin2004whenLenovohadestablishedoverseasdevelopmenttargetandhefeltoverseasdevelopmenthasbeenstable.In2009,hecamebacktobethechairmanofdirectorswhe
