Enterprise positioning
Lenovo is committed to developing, manufacturing and selling the most reliable, safe and easy-to-use technical products.
Our success comes from our unremitting efforts to help our customers improve their productivity and quality of life.
Mission: Strive for innovation for the benefit of customers.
Create the best and most innovative products in the world.
Committed to cost innovation like technological innovation.
Let more people get newer and better technologies.
The lowest total cost of ownership (TCO) and higher work efficiency.
Core values
Achieving customers-committed to customer satisfaction and success.
Entrepreneurial innovation-the pursuit of speed and efficiency, focusing on innovation that has an impact on customers and companies.
Accuracy and reality-fact-based decision-making and business management
Honesty-building trust and responsible interpersonal relationships
2. Global PC leading enterprises
New Lenovo is an innovative international technology company, which consists of Lenovo and the former IBM PC division.
As a leading enterprise in the global personal computer market, Lenovo is committed to developing, manufacturing and selling the most reliable, safe and easy-to-use technical products and high-quality professional services to help customers and partners around the world succeed.
The foundation of our success is to let customers achieve their goals: efficient work and colorful life.
Our values
Lenovo and its employees solemnly promise that the following four core values are the foundation of all our work:
Achieving customers-committed to customer satisfaction and success.
Entrepreneurial innovation-the pursuit of speed and efficiency, focusing on innovation that has an impact on customers and companies.
Accuracy and Reality —— Decision-making and Management Based on Facts
Honesty and integrity-building trust and responsible interpersonal relationships
Adhering to the tradition of innovation and Excellence.
Lenovo's innovative spirit and the tradition of IBM's personal computer department constantly seeking breakthroughs have been continued in today's Lenovo, and the new Lenovo will be a globally competitive it giant.
Globally, Lenovo provides customers with award-winning ThinkPad laptops and ThinkCentre desktops, equipped with ThinkVantage Technologies software tools, ThinkVision monitors and a series of PC accessories and options.
In China, the market share of Lenovo's personal computer products is close to one third. With leading technology, easy-to-use functions, personalized design and diversified solutions, it is widely welcomed by users in China. Lenovo has been ranked first in China for 8 consecutive years. Lenovo also has a rich product line in China market, including mobile handheld devices, servers, peripherals and digital products.
3. Join hands with IBM to provide a complete solution
Lenovo and IBM have formed a strategic alliance to provide the best experience for corporate customers. The two sides reached a significant long-term agreement, according to which customers can enjoy the services of IBM's world-class customer service agencies and global financing institutions, and Lenovo can also take advantage of IBM's powerful global agency and sales network.
Lenovo's customers can rely on the entire IBM team-including sales, service and finance teams-to obtain IBM's comprehensive end-to-end IT solutions. As part of the five-year commitment, IBM will also provide service guarantee to Lenovo and provide leasing and financing arrangements to Lenovo's customers. Through this long-term cooperative relationship, customers will get the best products at the lowest total cost of ownership.
Numerous R&D talents
New Lenovo customers will benefit from the excellent research and development capabilities of Lenovo and IBM PC departments. New Lenovo's global R&D centers in China, Japan and the United States have made important contributions to the progress of global PC technology. There are many new Lenovo talents. They have won hundreds of technical and design awards-including more than 2,000 patents-and created many industry firsts. Of course, there will be more later.
The ultimate goal of Lenovo R&D team is to improve the overall experience of PC users and reduce the total cost of ownership. This commitment makes Lenovo unique in the competition and attracts PC customers who want to really improve productivity through innovation.
Four. Global citizen
Lenovo promises to be a responsible and active corporate citizen, constantly improve its operation and contribute to social development. Lenovo firmly believes that enterprises are an important part of society and is committed to improving people's quality of work and life together with employees and local society.
In 2003, when the SARS epidemic in China was at its worst, Lenovo donated money to support the prevention of the disease. In addition, Lenovo employees also enthusiastically donated money. In 2005, Lenovo donated money to tsunami-affected countries in South Asia.
Lenovo also actively supports sports and fitness in China. From 65438 to 0999, Lenovo sponsored the China National Women's Football Team, and two years later, it sponsored Beijing to successfully bid for the 2008 Olympic Games.
Shouldering social responsibility and being enthusiastic about public welfare are the same values held by Lenovo and IBM PC departments. IBM's personal computer department donated ThinkPad laptops and ThinkCentre desktops to many non-profit organizations around the world, and its employees also volunteered for thousands of hours for local causes.
International Olympic Committee global partner
Looking around the world, Lenovo Group became the global partner of the International Olympic Committee as the first China enterprise in 2004. As a global sponsor of the International Olympic Committee, Lenovo Group will exclusively provide desktop computers, notebooks, servers, printers and other computing equipment, as well as financial and technical support for the 2006 Winter Olympics in Turin and the 2008 Beijing Olympic Games. These large-scale sports marketing plans will help Lenovo push its brand to the world.
The R&D direction of verb (abbreviation of verb) association;
Architecture and System Design of the Next Generation Personal Computing Device
In the process of personal computing equipment changing from desktop computer to notebook computer to handheld terminal, new computing platform, new data access and storage structure and new application architecture are studied to meet new user needs, and innovative next-generation computing equipment is designed.
information security
Research the security of chips, hardware, operating system and application software, and develop various devices, tools, strategies, protocol technologies and algorithms to provide an integrated solution for network security, host security and data security for a new generation of PCs. Including system security and data protection.
Collaborative computing technology
Based on the integration of advanced computing technology and communication technology, this paper studies the intelligent interconnection, resource sharing and collaborative services between computers, televisions, mobile phones and other intelligent digital devices and their applications, builds a collaborative computing architecture with standardized protocols as the core, and develops innovative multi-device related application modes and related implementation technologies and solutions.
Seamless integration technology of computing, broadband and wireless communication and services (applications)
Wired and wireless broadband connections are becoming more and more popular, the connection speed and quality are getting higher and higher, and various connection technology services are gradually merging. The research and design of computing terminal integrating key back-end services, as well as the research of related technologies, have greatly improved the user experience, resulting in innovative business models.
Innovative design and user research
Focus on the theory, method and technology of user research, and maintain the international leading level in theory and method innovation. Aiming at personal computing equipment, communication equipment and consumer electronic equipment, the user-oriented concept is used to explore user needs, study human-computer interaction design technology and evaluate the usability of products.
System on chip design
The integration of computers, mobile phones and consumer electronics has brought new user needs. In order to meet these demands, new chip design technology with low power consumption and low cost is studied, and various system chips with integrated computing power, multimedia processing power, wireless connection capability and security protection are developed for product departments.
High reliability technology
Study computer design technology, including computing platform, application platform, structural design, heat dissipation design and material technology research, design ultra-high reliability computers and notebooks to meet users' high requirements for reliability, and design computers for special markets.
Multimedia processing technology
Study computer design technology, including computing platform, application platform, structural design, heat dissipation design and material technology research, design ultra-high reliability computers and notebooks to meet users' high requirements for reliability, and design computers for special markets.
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1. Lenovo's uncertain future
Where is Lenovo's future?
"Lenovo executives mentioned two goals, one is internationalization and the other is diversification. We think Lenovo's internationalization and diversification strategy is correct, but it will take some time to wait for the conditions to mature. I don't think we will see a big breakthrough in these two aspects in the near future. " Henry King said.
For example, he said that Acer, another IT company in Taiwan Province Province that Goldman Sachs is concerned about, is a precedent. As early as ten years ago, Acer put forward the slogan of internationalization, but after a long decade, it paid countless prices, countless setbacks, and continued learning and tempering to reach such a situation.
For Lenovo, internationalization can obviously only be a "vision" on the distant horizon. Henry King believes that in the near future, Lenovo's internationalization may not bring them visible benefits, but it may increase costs, including future penetration into the European market and possible mergers and acquisitions.
"Diversification" strategy is a fuzzy associative strategy. Yang admitted to analysts after the performance conference on February 18, 2008 that Lenovo has spread its limited resources to too many business levels. Lenovo may be able to do this in the past, because the investment of resources can have a long return period. However, for a listed company that has attracted much attention from investors, the investment and return period of resources is limited.
In fact, Lenovo's strategic adjustment this time decided to concentrate the company's limited resources on PC and PC-related businesses, which is a complete subversion of the previous diversification strategy.
"At present, Lenovo lacks diversified products except notebooks and handheld devices." Henry king told reporters on the phone, "IT service products are no longer the focus of Lenovo."
So where is Lenovo's way out?
"Focus on the market." The suggestions of several analysts interviewed by the reporter are quite consistent. Goldman Sachs analysts said that from this perspective, Lenovo withdrew from motherboard manufacturing, focused on PC core product business and handheld device business, and substantially adjusted its distribution channels and corresponding corporate organizational structure. At least the direction is correct, but it still needs to see actual results.
Analysts of Paris Peregrine pointed out that one disadvantage of switching from distribution to direct sales is that it will increase the operating costs of enterprises to some extent.
"Manufacturing has never been the most important. In the mature product market, the market ranks first, R&D and design rank second, and manufacturing ranks third. In the new product market, R&D and design rank first, the market ranks second and manufacturing still ranks third. "
HENRYKING of Goldman Sachs pointed out that the macro vision of Taiwan Province Province can be an example for Lenovo to follow. Acer also insists on the strategy of making all products by itself, but it is in trouble. When Acer began to give up its manufacturing business on a large scale, the situation improved-the procurement cost was reduced, the cost burden was reduced, and it was possible to focus on the market. After 2002, Hongniao gradually got out of the predicament.
But the miracle that happened to Acer may not be that 100% was copied to Lenovo.
"Basically, we think all strategic directions are correct, which depends on Lenovo's tactical execution. We are waiting for the results. " Henny King said.
2. Who is Lenovo's competitor in this 9.6 million square kilometers land of China? Not Founder and Dawning, but IBM, Hewlett-Packard, Sony, Toshiba, Samsung, Dell, Acer, BenQ and so on. Almost without exception, these multinational companies are strategically positioned-the success or failure of the mainland market in China will determine the future of their global companies. Almost without exception, they bet their global competitive advantage resources on Chinese mainland. An industry elite once said: Where are the best talents of multinational companies, China!
"I didn't expect the local international competition to mature so quickly." Yang Jin sung frankly admitted. Yang Lenovo once decided the road of attack and defense-IT management service. Under the guidance of this strategy, Lenovo has carried out a series of mergers and acquisitions, but the effect is not ideal. There may be two reasons, one is the implementation problem, and there is widespread concern that the "Spartak" culture of Lenovo's manufacturing industry and the "Dionysus" culture of IT services are incompatible to some extent; Another problem is the strength of IT service competitors IBM and HP. And it is hard for Hong Kong investors to tolerate the desperate duel between Lenovo and IBM in China.
Lenovo has been focusing on IT services for two years, and it has not achieved immediate results. And its "base" PC has also been severely attacked-especially the threat from Dell. In this case, "consolidating the base areas" has become the most natural choice.
Behind this is the helplessness of "Made in China" ceiling. Lenovo's "Made in China" is more the advantage of scale assembly. Chip, operating system, motherboard and LCD screen are not Lenovo. Lenovo's assembly scale is the largest in China, but it is dwarfed by Dell's global scale. What Lenovo can compete with Dell is the channel. Dell's direct selling has a cost advantage, while Lenovo has a channel coverage advantage. It is not difficult to understand that the core of Lenovo's reorganization is to further expand the advantages of coverage, trying to attack the shield of Dell's direct sales with the spear of Dell's direct sales.
Lenovo's reorganization, from the overall situation, is from attack to defense, from most of the overall situation, is from defense to attack. They tend to be conservative in strategic attack and tend to attack on the ground.
At this time, the paradox appeared. Assembled "Made in China" has reached the ceiling in China market, but it will take another day to form a global assembly scale. The advantage of channel is temporary, because rivals can copy it as long as they invest enough manpower and material resources, just as Samsung, Acer and BenQ are trying to copy Lenovo's channel model now. Therefore, this kind of "Made in China" will be upgraded from a strategic breakthrough sooner or later, but the gambling nature of this strategic breakthrough may not be recognized by Lenovo employees and investors.
"Multi-faceted ambush" makes Lenovo Group's strategic breakthrough extremely dangerous. On the way of upgrading PC core technology chips, it is obviously not feasible to challenge Intel; On the road of IT management services, IBM and HP are eyeing each other; In the IT information content service, both Microsoft and Sony have thought about it; On the road of product diversification, Samsung, Toshiba, Acer and BenQ have taken precautions. The direction of GE or Samsung-style financial services is the jurisdiction of Legend Holdings.
Is Lenovo really a narrow escape? Does Lenovo really have no way out? That's not necessarily true. The key is whether Lenovo can foster strengths and avoid weaknesses and give full play to its potential advantages. Just as all the core competitiveness of Microsoft comes from the monopoly position of a personal computer platform, Lenovo's core is to occupy the leading position of personal and home computers in China.
Lenovo and Yang are lucky. Like all local enterprises and entrepreneurs in China, they can compete with the elites of multinational companies on the same stage, and the competition itself is fair. They are also unfortunate. With the accumulation of a country and the global resource competition of multinational companies, the competitive environment is very unfair.
This is a contest between the world's top wisdom and will. Lenovo will either win the battle and gain the dignity and applause of self-reliance, or surrender in defeat, grovel or work hard.
This is the inevitable fate of all local entrepreneurs in China, and it is the source of Lenovo's infinite association.
Three. Difficulties in transition
The past year has been a cold year and a stormy year for the IT industry. Lenovo kept shivering in this bleak cold wind. Since May last year, Lenovo (0992.HK) shares have been falling all the way, once falling below HK$ 3 in September, and still hovering around HK$ 3 after rebounding in June at 5438+ 10. Not long ago, Lenovo announced its half-year results. Although the group's net profit increased by 2.9 times, and the turnover of enterprise it business soared by 42.5%, it did not get a response from the stock market. On the contrary, the stock price weakened and plunged 4%, once again falling below the psychological support of HK$ 3. Ma Xuezheng, senior vice president of Lenovo Group, admitted in Hong Kong that the retail sales of Lenovo's personal computers were lower than expected. Soon after, Lenovo made a 10% layoff that shocked the whole Zhongguancun. In Lenovo's recently released financial report for the third quarter of 20001-2002, the profit growth rate dropped significantly, and Lenovo entered a period of low growth.
In view of the low growth, Lenovo explained this way: after the influence of the Internet in the past year, the computer market has been affected to some extent, which has a certain impact on Lenovo's performance growth. However, in the long run, the market prospect in China is still very good, but it will undergo short-term adjustment.
In fact, PC is Lenovo's main business growth point. Although Lenovo is trying its best to stimulate consumption in the PC market, it is inevitable that the PC market will become saturated, market competitors will increase, costs will increase and profits will decrease. This is the reason why Lenovo PC failed to complete the plan, and it is also the main reason for Lenovo's low growth.
Although Lenovo doesn't want to admit it, it has actually realized it. Transformation is Lenovo's most affirmative explanation and reply. Many people still remember Yang's report on page 12 at the swearing-in meeting last year. When he expounded the development strategy of new Lenovo, he constantly strengthened the information that Lenovo wanted to serve. Drive sales with service, change to service, and open up new business growth points.
From these thoughts of Yang, we can see two points. The first is Lenovo's transformation to IT services, and the second is Lenovo's search for new business growth points, mergers and acquisitions and investments.
It should be said that Lenovo's ideas are all beautiful, but beautiful ideas do not represent a bright future, because it is easier to think than to do, and Lenovo's recent actions really can't keep people optimistic.
Which direction does Lenovo's IT service turn to? How to coordinate new business and old business? This has become the first key issue in Lenovo's transformation.
Consulting service based on IT application is directly related to Lenovo's future business line, Lenovo's own experience and technical background in implementing ERP two years ago, and the growing management demand market. Lenovo decided to aim at the high-end IT system application service-"helping others to do ERP", intending to compete with IBM, Hampton, Puhua, Accenture, Andersen and Hewlett-Packard in the application fields of enterprise management systems such as ERP, CRM and SCM. At the same time, Lenovo also hopes to provide solutions for the financial and telecommunications industries. But as an industry insider said, the competition in these new fields is also fierce, and Lenovo's transformation may not be smooth.
In fact, Lenovo's heart of transformation is not recent. During the Internet boom, FM365 website should be said to be an attempt of transformation, but today's results prove that this attempt is a failure. Everyone who does business understands this truth: when you see profits, there is actually no profit to do. On FM365, Lenovo made such a mistake. When the internet slowly slipped into winter, Lenovo got on this bus and doomed its failure from the beginning. Another reason for the failure of FM365 is that Lenovo's positioning of this website is extremely vague. What is it? It makes people fall like clouds. Maybe we haven't conducted a detailed market survey and a clear market positioning. Just watching the wind of the website rise and fall, I can't stand it, so I have to follow suit. For a big enterprise like Lenovo, we shouldn't make such a mistake. But Lenovo just committed it-more seriously, Lenovo did not make a profound review of it.
Yang's determination to transform is firm, which should be worthy of recognition. Yang also made a series of strategic plans for this purpose, and specially set up a "leading group for big services". Yang personally took the lead, and senior vice presidents of several major business groups all participated. Lenovo said that it should take the "customer center" as the guide and re-examine and transform various businesses. Lenovo is also building an advanced customer information support system, including a call center, a customer service website and a customer field service engineer.
Yang's service concept should be the DNA in Lenovo's blood. The two articles with the highest click-through rate on the company's website are IBM, from hard blue to soft blue, and Lenovo is going.
IBM can go today by turning its destiny around through services. Yang said that Lenovo will complete this transformation in 3-5 years.
But the result is not spoken, but made. If we compare Lenovo's transformation with IBM's original situation, Lenovo's weakness will be revealed. IBM's service business began in the middle and late 1980s. Before Guo Shina took office, the business volume accounted for 27% of IBM's total sales, and it took nine years to turn losses into profits. However, Lenovo's service performance today is even less than 65,438+0% of the total business. Moreover, Lenovo has always been an enterprise specializing in hardware manufacturing and marketing, especially after the main force of informatization and system integration in the enterprise was dismantled and established in April last year, Lenovo's existing technical service personnel are engaged in general computer maintenance and can't provide IBM's lucrative high-end consulting services at all-Lenovo's current situation is more like Compaq, the former PC king, and Compaq's fate is already clear to everyone-this is the difference! Yang admits that Lenovo is not superior in terms of service itself. But he still has a saying: "The service is not higher than anyone, but deeper than anyone." Lenovo's current emergency plan is to take a small order. However, can these small lists satisfy the appetite of such a behemoth as Lenovo? Some people doubt the profit return in the process of service business. Due to the lack of manpower and experience, projects that should have been completed in 2-3 months are often delayed for half a year or even a year, so even if there is a profit of 10%, it will be consumed in the long implementation process.
Further, in 1993, after Guo Shina took over IBM, he sold PC manufacturing to Dell step by step, sold network equipment to Cisco, and split the printer business, becoming Lexmark today. These businesses are still profitable when they are sold, and selling them is only the choice for Guo Shina to build a service-oriented IBM.
Does Lenovo have the courage and confidence to break its wrist like this? In the manufacture of hardware products, it is absolutely impossible to give up Yang. From a practical point of view, Lenovo still needs these mature businesses that have shown signs of decline and supports other emerging businesses that are not very profitable. Although the service may make money in the future, it will still be a "cost center" in two or three years. Yang once admitted to a newspaper media: "New business must be supported by old business. The best result is that the old business keeps growing and the new business breaks ground successfully. However, if it is not done well and the resources needed by the new business are not enough for the old business, the new business will slide down with the old business. This is what we don't want to see. "
A sales manager of Lenovo Southwest Region once wrote to the top management that the general direction of service is definitely right, but I don't know how to get there.
This is the problem of Lenovo. The strategy has been formulated, and the key is the ability to implement it, which makes people worry. The manager also said that there are still some resources to do new business in this area, but the sales pressure is too great, the profits are reduced and the market tends to be saturated. Yang also said that at that time, he thought that the rapid growth of the market would continue for some time, and he could use this time to transform the enterprise. Unexpectedly, the market suddenly changed. Originally, I wanted to concentrate on enterprise transformation, but now I have to do the survival work of enterprises. Sometimes I think it would be great if these two jobs can be done separately, but the market forbids you to do them separately.
The market will not follow your imagination, nor will it sympathize with you and take care of you because you are in trouble. The Matthew effect has always existed in the market, and Lenovo should understand this truth.
The second key issue of Lenovo's transformation is how to transform channel partners and ensure the core competitiveness at this stage.
Lenovo's core competitiveness is not products, but its dominant market depends on its good marketing ability and sales operation system all over the country. Lenovo has established a pyramid-shaped three-level service system, with more than 3,000 dealers, agents and distributors in China-Lenovo's most important resource is channels. To some extent, its transformation is not only the transformation of business, but also the transformation of core competitiveness-doing PC and doing service are completely different.
Lenovo wants to transform itself, not only to transform itself, but also to help thousands of channel partners maintain the competitiveness of channels. There is a problem of how to effectively "bind" yourself with many dealers.
Undoubtedly, how to implement it becomes the key to solve the problem.
Like many enterprises, many channels of Lenovo are "box-moving" companies, which are purely logistics companies. Now they suddenly want to become small system integrators with considerable strength. For them, this is an unprepared change-the pressure of shipping and transforming into value-added services is enough to make them have a headache for a long time.
Qiao Song, senior vice president of Lenovo, objectively evaluated the impact of transformation on channels. He believes that this means entering another relatively unfamiliar market, but also means risk. Among Lenovo's numerous channel partners, not every partner has a foundation for transformation, and not every partner has such a will.
In fact, the key is to see if Lenovo can find a business model that benefits everyone. If you can, the channel will follow. If Lenovo can't make money, the channel will doubt this direction, which will affect the sales of Lenovo PC.
But at present, Lenovo seems to have not found such a model.
Four. Dilemma of expansion
Lenovo's transformation is accompanied by investment and mergers and acquisitions.
Anyone familiar with Lenovo knows that Lenovo has always dreamed of being the GE of China, and GE is an expert in mergers and acquisitions. In fact, M&A is an indispensable means not only for GE, but also for a comprehensive international large enterprise company. Lenovo with "ambition" will certainly make great efforts in mergers and acquisitions. When Yang came to power, he showed Lenovo's "ambition". Yang has held the brand "Lenovo Investment" for a long time. Lenovo claims that the investment project selection of "Lenovo Investment" has been refined to every link, and the big investment options will start from four links: market potential, growth rate, capital rivals and capital investment intensity. After looking forward to the strong and attractive market space of domestic IT industry in telecom equipment, application software, semiconductor integrated circuits, chip design and other fields, "Lenovo Investment" only invests in IT-related projects and enterprises. Moreover, the enterprises that Lenovo wants to invest in should be close to Lenovo in management style, corporate culture and value recognition. It can be said that Lenovo's investment plan is also very good, but like the transformation, it is difficult to compliment.
Lenovo has two major moves in this regard: entering mobile phones and acquiring Hampton.
The merger of Lenovo and Hampton is called the first case of IT and management merger in China. However, what did Lenovo get from this incident?
Lenovo invested in Hampton because Lenovo believes that apart from the unique strategy of Hampton boss Zhang Houqi, the unique investment strategy of Asian logistics technology is also a main reason, and another fundamental driving force comes from the long-awaited transformation of IT services.
The new Hamp company structure that has just surfaced is a classic: the chairman of the board of directors of Asia Logistics Technology no longer serves as the chairman of Hamp (International), and Yang serves as the chairman of Hamp (International) and Hamp (China); Yu Bing, senior vice president in charge of Lenovo IT services, will serve as vice chairman of Hamp (International) and Hamp (China); Dr Zhang Houqi, the founder of Hampton, will continue to be the president of Hampton (China).
It should be pointed out that Hamp China is a wholly-owned subsidiary of Hamp International. In fact, the main business of Hamp (International) comes from Hamp (China)-Hamp (International) has no substantive business outside China, and HAMP (International) has no position of president. In other words, even though Legend holds Hamp, the brand "Hamp" will still be used independently. As the founder of the company, Zhang Houqi and his management team still dominate the business operation strategy and management of the new Hamp.
Because of Lenovo's involvement as the largest shareholder and the corresponding changes in the ownership structure, New Hampshire first got HK$ 5,500 in cash, and the IT consulting business department of the enterprise merged from the original Lenovo. This is also called "the first brand of management consulting in China", and it is the biggest capital increase and share expansion and business integration since 1997 was founded.
Lenovo and Hampton, who is the conqueror? Zhang Houqi once said: Hampton's brand will not be lost, the position of president will not be lost, and the equity of management team will not be lost. All three people were saved.
Obviously, if Zhang Houqi conquered Lenovo, it was four or two. It cost Lenovo a thousand pounds to say that it conquered Zhang Houqi.
For Lenovo, which is in a critical period, is this a gain or a loss? Is Lenovo expanding new business areas for itself, or is Lenovo using its own money to expand other people's pockets? Judging from the current situation, it is still difficult for Lenovo to get rid of the possibility of being a big head. It is speculated that regardless of the result of Lenovo's entry into Hampton, the biggest winner will be Asia Logistics Technology, the largest shareholder of Old Hampton.
It's not that easy to make kudzu. Lenovo took another wrong step in mergers and acquisitions. One of the most basic principles of GE M&A is that all industries must be unified under the banner of GE. In fact, if we look at the more successful multi-industry multinational companies abroad, most of them follow this law. Otherwise, it is very likely that you will make a wedding dress for others or lose both sides. Whether Lenovo and Hampton, two giants with different backgrounds and cultures, can coexist peacefully on the same mountain, and whether 1+ 1 is greater than 2 is still unknown. Moreover, IT should be pointed out that doing IT services, especially management consulting services based on large enterprise applications, is completely different from doing IT hardware or general software products. Not only the business scale is different, the profit margin is different, but more importantly, the requirements are completely different. For Lenovo, who has always dreamed of being GE, have these been considered? Isn't it a little too hasty?
Let's look at Lenovo's entry into the mobile phone field. On February 27th, 2002, Lenovo announced to the media that Lenovo's mobile phone business would officially set sail. The next day, Lenovo signed a joint venture agreement with Xoceco Group, and both parties invested 6543.8 yuan+500 million yuan to set up a new mobile communication company. Among them, Lenovo invested 90 million yuan and held 60% of the shares.