How succeed of Lenovo?

Feedback from customers, employees, and trade people are very important to corporate strategy--it may present and offer new idea, suggestion, and direction to the company in the coming years. In an article that examines corporate strategy and Chinese multinationals corporation (MNC), Teagarden and Dong (2009) analyze that “Haier, Huawei, Lenovo, and TCL are not yet household names in the United States or Europe. But Chinese multinationals are making major inroads into markets that were once the domain of companies like Westinghouse Electric Corp., Lucent Technologies Inc., IBM Corp. and RCA. A number of Chinese multinationals… have emerged during the past three decades. As these firms have taken on world markets, they have evolved and grown in some effective and fascinating ways. This evolution has been accompanied by major shifts in corporatestrategy, technology management, and human resource management practices” (p.1). If they want to play the international business games, they must learn, practice, appreciate and comprehend the corporate strategy and approach. In order to achieve and present the company in the international market, Lenovo paid a huge price and bought IBM’s declining PC division and assume debt in 2004 for total $1.75 billion (Lenovo).

 
References

Lenovo. (2009). Company history. Retrieved on April 4, 2009, from http://www.lenovo.com

Teagarden, M., & Dong, H. (2009, January to March). Learning from Dragons who are Learning from Us: Developmental Lessons from China's Global Companies. Organizational dynamics, 38 (1), 73-81. Retrieved on April 4, 2009, from EBSCO: Business source elite database.