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Paper代寫范文-Global Strategies for Growth

發布時間:2020-08-04 16:04:34 閱讀:1262

案例簡介

  • 作者:致遠教育
  • 導讀:本文是一篇Paper代寫范文,主要討論了在資本國際化和經濟全球化的新形勢下,如何運用全球戰略,實現產品、技術和組織體系在全球市場的合理有效配置,最終形成國際知名品牌,已成為企業發展中不可回避的問題中國企業的過程。
  • 字數:2806 字
  • 預計閱讀時間:9分鐘

案例詳情

本文是一篇Paper代寫范文,題目為Global Strategies for Growth,范文主要討論了在資本國際化和經濟全球化的新形勢下,如何運用全球戰略,實現產品、技術和組織體系在全球市場的合理有效配置,最終形成國際知名品牌,已成為企業發展中不可回避的問題中國企業的過程。

資本國際化

Introduction引言

Under the new situation of capital internationalization and economic globalization,how to use the global strategy to realize the reasonable and effective allocation of products,technology and organization system in the global market,and finally form the internationally recognized famous brand has become an unavoidable problem in the development process of Chinese enterprises.Since China's accession to the WTO,many large and medium-sized enterprises have gradually embarked on the road of internationalization through trade,M&A,FDI and other means.However,due to the lack of international integration in management mode,business strategy and corporate culture of Chinese enterprises,the international business performance of most Chinese enterprises is not very good.Throughout the development process of internationalization of Chinese enterprises,Lenovo Group has not only achieved great success in its internationalization development,but also has great reference and enlightenment for many Chinese enterprises that are exploring the path of internationalization.In 1984,Lenovo Group was founded.After more than 30 years of development,in 2019,Lenovo's products have gradually developed from personal computers to servers,printers,mainboards,laptops,palmtops,smartphones,smart TVs,all-in-one computers,etc.the products are distributed in more than 180 countries and markets around the world,with 57000 employees and a turnover of more than 350 billion yuan.Lenovo is one of the top 500 companies in the world.In 2015,Lenovo ranked 74 on the list of the world's top 500 brands,an increase of 12 on a year-on-year basis;in the 2015 list of the top 100 global brand values released by Interbrand,Lenovo ranked 100th with a high price of$4.1 billion,which is the first time Lenovo has been selected as the top 100 global brand values.Such remarkable achievements are closely related to Lenovo's global strategy.But at the same time,Lenovo also made a lot of mistakes in the process of international operation.Lenovo still lacks confidence in its own brand when it has obtained the absolute leading position in China's PC field.Although Lenovo acquired Motorola in 1990,IBM in 2004 and other international strategies,it has played a very good role in improving the brand awareness of the enterprise,but at the same time,there are many problems in the management after the acquisition,including difficulties in cross-cultural integration,loss of customers,and business strategy errors.In addition,Lenovo's main target consumer country is only the United States,the leading western country.Other Chinese enterprises,such as Huawei,Xiaomi,vivo and oppo,also attach great importance to the international market,but they all put the main battlefield in their own base-China.Even in the international market,under the strict market competition environment constraints of the United States and other western developed countries,many foreign key markets have been transferred to developing countries such as India.Lenovo's strategy of taking the U.S.as its main target consumer not only lost the growth of sales in the international market,but also allowed other IT enterprises(Huawei,Xiaomi,vivo,oppo)to occupy the Chinese market.This paper will analyze Lenovo's internationalization process from the aspect of brand positioning,diversification strategy,star,global value added and global challenge.

資本國際化和經濟全球化的新形勢下,如何使用全球戰略實現合理有效的分配產品,在全球市場,技術和組織系統,最后形成了國際公認的著名品牌已經成為中國企業在開發過程中不可避免的問題。自中國加入WTO以來,許多大中型企業通過貿易、并購、FDI等手段逐步走上了國際化的道路。然而,由于中國企業在管理模式、經營戰略和企業文化等方面缺乏國際整合,中國企業的國際經營績效并不十分良好。在中國企業國際化的發展過程中,聯想集團不僅在國際化發展上取得了巨大的成功,而且對許多正在探索國際化道路的中國企業也有很大的借鑒和啟示。1984年,聯想集團成立。經過30多年的發展,在2019年,聯想的產品已逐漸由個人電腦,服務器,打印機,主板,筆記本電腦、掌上電腦、智能手機、智能電視、一體化的計算機,等產品分布在全球180多個國家和市場,擁有57000名員工,營業額超過3500億元。聯想是世界500強企業之一。2015年,聯想在全球品牌500強中排名74位,同比增長12位;在Interbrand發布的2015年全球品牌價值100強榜單中,聯想以41億美元的高價排名第100位,這是聯想首次入選全球品牌價值100強。這些成就與聯想的全球戰略息息相關。但與此同時,聯想在國際化經營的過程中也犯了很多錯誤。聯想在中國PC領域取得絕對領先地位的同時,仍然對自己的品牌缺乏信心。盡管聯想在1990年收購摩托羅拉,IBM在2004年和其他國際戰略,它發揮了很好的作用,提高企業的品牌知名度,但與此同時,在并購后的管理有許多問題,包括跨文化整合的困難,失去客戶和業務戰略錯誤。此外,聯想的主要目標消費國家僅是西方領先國家美國。華為、小米、vivo、oppo等中國企業也十分重視國際市場,但主戰場都在自己的基地——中國。即使在國際市場上,在美國等西方發達國家嚴格的市場競爭環境制約下,許多國外關鍵市場也轉移到了印度等發展中國家。聯想以美國為主要目標消費者的戰略,不僅失去了在國際市場的銷售增長,也讓其他IT企業(華為、小米、vivo、oppo)占領了中國市場。本文將從品牌定位、多元化戰略、明星、全球增值、全球挑戰等方面分析聯想的國際化進程。

Global Competitive Strategy全球競爭戰略

Lenovo Group began to plan the international development direction in 2001,taking"high technology,perfect service and globalization"as the development goal;in 2003,Lenovo Group changed its name,reorganized its brand structure,and started to promote the brand concept in an all-round way;in 2004,IBM personal computer business was acquired by Lenovo Group,and Lenovo Group promoted the brand internationally with the help of IBM's brand and channel(van Duijl,2006).;in 2007,Lenovo Group began to take"Lenovo"as the main brand in the world,and since then,Lenovo Group has begun to expand rapidly around the world.

聯想集團從2001年開始規劃國際化發展方向,以“高技術、完善服務、全球化”為發展目標;2003年,聯想集團更名,重組品牌結構,開始全面推廣品牌理念;2004年,IBM個人電腦業務被聯想集團收購,聯想集團借助IBM的品牌和渠道在國際上進行推廣(van Duijl,2006);2007年,聯想集團開始以“聯想”為全球主打品牌,開始在全球范圍內迅速擴張。

Brand positioning品牌定位

The key words of Lenovo's brand positioning are:do,creativity,and aggressiveness.Its target consumers are young people who have the ability to act and are aggressive workers in various industries.The brand image building effect that Lenovo expects is:first of all,"do"means that Lenovo's products have strong functionality and shaping,and the audience can have strong interaction with Lenovo's brand(Mathews,2006).The relationship between Lenovo and the audience is not defined by traditional companies and consumers.Lenovo can be the dream booster of the audience or consumers.Consumers should have a strong sense of"friend"for Lenovo.In terms of brand reputation,Lenovo's brand image should be positive.This kind of"positive"is reflected in three aspects:first,the interaction between Lenovo and consumers should be positive,and consumers or audiences are expected to perceive Lenovo's"openness"and"inclusiveness",rather than a relatively closed state;second,Lenovo's brand products and services should have a positive impact on consumption and"do"related use scenarios;third,Lenovo's product quality and price should be the same,and it is a high-end brand.Finally,in terms of the uniqueness of brand Lenovo,the brand image of Lenovo should be different from that of competitors at the same level in the industry,such as Dell and HP,which should be significantly different from them,while it has a sense of convergence with leading brands in the industry such as apple or Samsung.

Diversified business多元化的業務

The transformation from business unification to diversification.Lenovo's strategic transformation is directly reflected in business restructuring,including six"basic businesses":consumer information technology equipment,commercial information technology equipment,handheld equipment,information operation,information technology services,component contract manufacturing(Wang&WANG,2012).The market of these basic businesses has been very saturated.In order to enter a more segmented market,Lenovo's leaders decided to establish wireless communication business unit,handheld equipment business unit,broadband network business unit and server network business unit through consultation.Although the diversified development has made Lenovo a further market segment,it has also hit the PC industry to a certain extent.Therefore,in Lenovo's later policies,it focuses more on the PC industry,and other industries are only auxiliary development(Zwanenburg&Farhoomand,2018).

STAR

Home Country

National specific advantage(CSAs)refers to the factors unique to the home country that can be used by enterprises,including system,policy,market scale and low-cost labor force(Alon&McIntyre,2008).Lenovo Group has obtained support from the Chinese government in terms of system,finance and information when carrying out its internationalization strategy.

Institutional support

The Chinese government actively participates in or strengthens various bilateral,multilateral and regional treaties,and enhances its influence in international organizations.Such as Shanghai Cooperation Organization,APEC,ASEM and other cooperation mechanisms(Lin&Farrell,2014).These measures optimize the investment environment of Lenovo Group in the host country and provide protection and international institutional support for Lenovo Group's internationalization strategy.In China,Lenovo group received tax relief and financial subsidies,which reduced the operating costs of Lenovo Group.The Chinese government simplified the audit process of enterprise OFDI,thus shortening the time from formulation to implementation of Lenovo's OFDI strategy,which is conducive to Lenovo enterprises to seize investment opportunities and optimize resource allocation.

Financial support

Lenovo Group needs high capital requirements for its internationalization strategy.The Chinese government provides support to enterprises in foreign exchange,loans,insurance,special funds and other aspects,specifically as follows:gradually relax foreign exchange control,facilitate foreign exchange,improve the internationalization level of RMB;banks provide low interest or interest free loans to OFDI,establish overseas branches to better serve the overseas operation of Chinese enterprises;policy financial institutions,such as the export and import bank,export credit insurance company to provide special loans and political risk insurance for enterprises;takes the lead in setting up infrastructure investment bank in Asia;and establishes a silk road fund,which provides funds for projects involved in"one belt and one road"construction(Torelli&Rodas,2016).

Information support

The internationalization strategy of Lenovo Group challenges the information searching ability of enterprises.China's Ministry of Commerce has systematically collected and issued overseas investment guidelines,which details the economic,political,geographical and cultural environment,investment potential and investment policies,investment procedures and precautions,as well as investment risk tips and risk response measures of each country.

Supplier and Partner countries

Lenovo's main suppliers and partner countries are Southeast Asian developing countries such as Vietnam and Thailand.Lenovo has more than 60 industrial bases in Southeast Asian countries,which supply raw materials and spare parts for Lenovo.The advantages and disadvantages of Lenovo's direct operation in these countries include:

1.Cultural distance is relatively close.China is close to its neighboring countries,with similar customs and cultural backgrounds.Culture is the booster of economic development.The more similar the cultures of the two countries are,the more conducive they are to the communication and exchange between the social subjects of the two countries,enhance the penetration of economic aspects,and promote economic development.For Lenovo enterprises,the closer the host country's culture is to its home country's culture,the lower the cost for Lenovo enterprises to obtain information,be familiar with the market,and develop the market,and the lower the possibility for Lenovo enterprises to suffer from national resistance and market risk caused by the lack of understanding of local customs and other reasons(Yeung,et al.,2011).

2.Low cost of human resources.Southeast Asian countries are developing countries,and their economic level is relatively backward compared with China.As a result,the cost of human resources in Southeast Asian countries is low.Lenovo Group's business is labor-intensive,low cost of human resources can save a lot of operating costs for enterprises.

3.Preferential policies.In order to acquire the technology R&D ability and management skills of high-tech enterprises,Southeast Asian countries have formulated many preferential policies to attract high-tech enterprises to invest and run factories in these countries.Therefore,Lenovo Group can obtain a lot of tax preferences and convenient access policies when entering these countries,and reduce the operational risk and cost of Lenovo Group.

4.High level of corruption.Besides Singapore,most Southeast Asian countries are seriously corrupt in the corruption index,and the level of corruption governance is very poor.Cambodia is one of the countries with extreme corruption,which has occupied the end of the corruption index for a long time.Corruption and poverty have long plagued and restricted the development of the country,and are also deterring many external investment due to its high risk of corruption(Torelli&Cheng,2015).When Lenovo invests in these countries,it needs to make use of the"convenient hand"to engage in corrupt rent-seeking behavior.On the one hand,it increases the business risk of the enterprise,and on the other hand,it increases the business cost of the enterprise.

5.Lack of high-tech talents.The education level of Southeast Asia and other surrounding countries is very low,and the local labor force is lack of technical and management capabilities.Lenovo Group can only use local low-cost labor force to run factories in these countries,but high-tech talents need to be introduced from home,which not only increases the operating cost of enterprises,but also increases the risk of cross-cultural management(Torelli,2013).

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