1. Mission and values
Corporate positioning
· Lenovo is engaged in developing, manufacturing and selling the most reliable, safe and easy-to-use technology products.
· Our success comes from our unremitting efforts to help customers improve their productivity and quality of life.
Mission: Strive to innovate for the benefit of customers
· Create the best and most innovative products in the world
· Commit to cost as we do to technological innovation Innovation
· Let more people have access to newer and better technologies
· The lowest total cost of ownership (TCO), higher work efficiency
Core Values
·Customer Achievement—committed to customer satisfaction and success
·Entrepreneurship and Innovation—pursuit of speed and efficiency, focusing on innovations that have an impact on customers and the company
· Accurate and realistic - fact-based decision-making and business management
· Integrity and integrity - establishing trust and responsible interpersonal relationships
2. Global PC leading company
New Lenovo is a highly innovative international technology company, composed of Lenovo and the original IBM Personal Computer Division.
As a leader in the global personal computer market, Lenovo develops, manufactures and sells the most reliable, secure and easy-to-use technology products and high-quality professional services to help global customers and partners succeed.
Our success is based on enabling our clients to achieve their goals: to work efficiently and live rich lives.
Our Values
Lenovo and its employees solemnly promise that the following four core values ??are the basis of all our work:
Customer Achievement - Committed to Customers Satisfaction and success
Entrepreneurial innovation - the pursuit of speed and efficiency, focusing on innovation that has an impact on customers and the company
Accurate and realistic - fact-based decision-making and business management
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Integrity and integrity - building trust and responsible interpersonal relationships
Adhering to the tradition of innovation and pursuit of excellence
Lenovo’s innovative spirit and the IBM Personal Computer Division continue to The tradition of seeking breakthroughs continues in today's Lenovo, and the new Lenovo will be a globally competitive IT giant.
Globally, Lenovo offers customers award-winning ThinkPad laptops and ThinkCentre desktops, equipped with ThinkVantage Technologies software tools, ThinkVision monitors and a range of PC accessories and options.
In China, Lenovo’s personal computer products have a market share of nearly one-third. With its leading technology, easy-to-use functions, personalized design and diversified solutions, it is widely welcomed by Chinese users. Lenovo has maintained its No. 1 ranking in China for eight consecutive years. Lenovo also has a rich product line for the Chinese market, including mobile handheld devices, servers, peripherals and digital products.
3. Join forces with IBM to provide complete solutions
Lenovo and IBM have formed a strategic alliance aimed at providing the best experience for enterprise customers. The two parties have reached a long-term agreement of great significance, whereby customers can enjoy the services of IBM's world-class customer service organization and global financing institutions, and Lenovo can also take advantage of IBM's strong global agency and sales network.
Lenovo customers can rely on the entire IBM team - including sales, services and finance teams - to receive IBM's comprehensive end-to-end IT solutions. As part of the five-year commitment, IBM will also provide service guarantees to Lenovo and provide leasing and financing arrangements to Lenovo's customers. Through this long-term relationship, customers receive the best products at the lowest total cost of ownership.
Numerous R&D talents
Customers of the new Lenovo will benefit from the excellent R&D capabilities of Lenovo and the IBM Personal Computer Division. New Lenovo's global R&D centers in China, Japan and the United States have made important contributions to the advancement of global PC technology.
The new Lenovo is full of talented people who have won hundreds of technology and design awards - including more than 2,000 patents - and created many industry firsts, of course, with more to come.
The ultimate goal of Lenovo's R&D team is to improve the overall experience of PC owners while reducing the total cost of ownership. This commitment sets Lenovo apart from the competition, attracting PC customers who demand real productivity improvements through innovation.
4. Global Citizens
Lenovo is committed to becoming a responsible and active corporate citizen, continuously improving operations and contributing to social development. Lenovo firmly believes that enterprises are an important part of society and is committed to working with employees and local communities to improve the quality of people's work and life.
In 2003, at the peak of the SARS epidemic in China, Lenovo donated money to support the prevention of this disease. In addition, Lenovo employees also actively donated money. In 2005, Lenovo donated money to countries affected by the tsunami in South Asia.
Lenovo also actively supports China’s sports and fitness industries. In 1999, Lenovo sponsored the Chinese national women's football team, and two years later, it sponsored Beijing's successful bid to host the 2008 Olympic Games.
Being socially responsible and enthusiastic about philanthropy are the same values ??upheld by Lenovo and IBM's PC Division. IBM's PC division donates ThinkPad laptops and ThinkCentre desktops to many nonprofit organizations around the world, and its employees also volunteer thousands of hours to local causes.
Global Partner of the International Olympic Committee
Looking around the world, Lenovo Group became the first Chinese company to become a global partner of the International Olympic Committee in 2004. As a global sponsor of the International Olympic Committee, Lenovo Group will exclusively provide desktop computers, notebooks, servers, printers and other computing technology equipment as well as financial and technical support for the 2006 Turin Winter Olympics and the 2008 Beijing Olympics. These large-scale sports marketing plans will help Lenovo promote its brand to the world.
5. Lenovo’s R&D direction:
Architecture and system design of next-generation personal computing devices
In personal computing devices from desktop computers to notebooks to handheld terminals In the process of transformation, in order to meet new user needs, we research new computing platforms, new data access storage structures and new application architectures, and design innovative next-generation computing devices
Information Security
Conduct security research at multiple technical levels such as chips, hardware, operating systems, and application software, and develop various devices, tools, strategies, protocol technologies, and algorithms to provide network security and host services for the new generation of PCs. An integrated solution for security and data security. Includes system security and data protection.
Collaborative computing technology
Based on the integration of advanced computing technology and communication technology, it studies the cooperation between various intelligent digital devices such as computers, televisions and mobile phones and their applications. Regarding intelligent interconnection, resource sharing and collaborative service issues, we need to build a collaborative computing architecture with standardized protocols as the core, and develop innovative multiple device-related application models and related implementation technologies and solutions.
Seamless integration technology of computing, broadband and wireless communications, and services (applications)
Wired and wireless broadband connections are becoming more and more popular, and the connection speed and quality are getting higher and higher. Various connection technology services are also gradually integrated. The research and design of computing terminals integrated with key back-end services, as well as the research of related technologies, greatly improve the user experience and generate innovative business models.
Innovative design and user research
Focus on the theories, methods and technologies of user research, and maintain the international leading level in theoretical and method innovation. For personal computing equipment, communication equipment and consumer electronic equipment, we take the concept of user orientation to explore user needs, study human-computer interaction design technology, and conduct usability evaluation 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 needs, new low-power, low-cost chip design technology is researched. , and develop various system chips for the product department that integrate computing capabilities, multimedia processing capabilities, wireless connection capabilities, and security protection.
High reliability technology
Study computer design technology, including research on computing platforms, application platforms, structural design, heat dissipation design and material technology, and design computers with ultra-high reliability and Notebooks that meet users' high requirements for reliability and design computers for special markets.
Multimedia processing technology
Study computer design technology, including research on computing platforms, application platforms, structural design, heat dissipation design and material technology, and design computers with ultra-high reliability and Notebooks that 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’s executives have mentioned two goals, one is internationalization and the other is diversification. We believe that 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 any big breakthroughs in these two aspects in the near future,” HENRYKING said.
He gave the example of Acer Ibis, another Taiwanese IT company that Goldman Sachs is paying attention to. As early as ten years ago, Hong Ibis put forward the slogan of internationalization. However, after ten long years, countless costs, countless setbacks, and continuous learning and training, Hong Ibis has achieved what it is now. a situation.
For Lenovo, internationalization is obviously only a "vision" on the distant horizon. HENRYKING believes that in the near future, Lenovo's internationalization may not bring visible benefits to them, but it is possible to increase costs, including future costs for penetrating the European market and possible mergers and acquisitions.
The "diversification" strategy is an unclear association strategy. Yang Yuanqing admitted to analysts after the performance conference on February 18 that Lenovo had over-distributed its limited resources to too many business levels. Lenovo may have been able to do this in the past, because the investment of resources can have a fairly long payback period. However, for a listed company that has attracted much attention from investors, the resource investment and return period are limited.
In fact, the strategic adjustment announced by Lenovo this time has decided to focus the company's limited resources on PC and PC-related businesses, which is a complete subversion of the previous diversified strategy.
“At present, except for notebooks and handheld devices, Lenovo lacks diversified products.” HENRY KING told reporters on the phone, “IT service products are no longer Lenovo’s focus.”
p>So, where is the way out for Lenovo?
“Focus on the market.” Several analysts interviewed by the reporter had quite consistent suggestions. Analysts at Goldman Sachs said that from this perspective, Lenovo has withdrawn from motherboard manufacturing, focused on PC core product business and handheld device business, and significantly adjusted its distribution channels and corresponding corporate organizational structure. At least it is in the right direction, but it is still unclear. Need to see the actual effect.
Analysts from Paris Peregrine pointed out that one of the disadvantages of switching from distribution to direct sales is that it will increase the company's operating costs to a certain extent.
“Manufacturing is never the most important. In mature product markets, the market ranks first, R&D and design rank second, and manufacturing ranks third. In new product markets, R&D and design rank first , the market ranks second, but manufacturing still ranks third.”
HENRYKING of Goldman Sachs pointed out that Taiwan’s Macro Ibis can be a model for Lenovo to follow. Hong Ibis also insisted on the strategy of manufacturing all its products in-house, but it ran into trouble.
When Hong Ibis began to abandon its manufacturing business on a large scale, the situation improved - procurement costs were reduced, the cost burden was relieved, and it could focus on the market. After 2002, the macro ibis gradually came out of its predicament.
But the miracle that happened to Hong Ibis may not be 100% replicated in Lenovo.
“Basically, we believe that all strategic directions are correct, but it depends on Lenovo’s tactical execution. We are waiting for the results.” HERNY KING said.
2. In China, a land of 9.6 million square kilometers, who are Lenovo’s competitors today? Not Founder, Sugon, etc., but IBM, HP, Sony, Toshiba, Samsung, Dell, Acer Ibis, BenQ, etc. These multinational companies, almost without exception, are strategically positioned—the success or failure of the Chinese mainland market will determine the future of their global companies. Almost without exception, they bet their global competitive advantage resources on mainland China. An industry elite once said: Where are the best talents of multinational companies? China!
“I did not expect that local international competition would mature so quickly.” Yang Yuanqing admitted sincerely. Yang's style Lenovo once decided to take an offensive and defensive path - IT management services. Under the guidance of this strategy, Lenovo carried out a series of mergers, but the results were not ideal. There may be two reasons. One is execution issues, which is also a common concern that Lenovo's manufacturing "Spartacus" culture and IT services' somewhat "Dionysian" culture are incompatible; the other issue is IT service competitors. IBM and HP are powerful. Hong Kong-style investors cannot tolerate Lenovo's all-out duel with IBM in China.
Lenovo has been attacking IT services for two years, but failed to achieve immediate results. And its "base" PC has been violently attacked - especially the threat from Dell. In this case, "consolidating the base area" becomes the most natural choice.
Behind this is the helplessness of the "Made in China" ceiling. Lenovo's "Made in China" is more of an advantage of large-scale assembly. Chips, operating systems, motherboards, LCD screens, etc. are not Lenovo's. Lenovo's assembly scale is the largest in China, but it pales in comparison to Dell's global scale. Lenovo can compete with Dell through channels. Dell's direct sales have cost advantages, while Lenovo has the advantage of channel coverage. It is not difficult to understand that the core of Lenovo's restructuring is to further expand its advantages in coverage and try to attack Dell's direct selling shield with Dell's direct selling spear.
Lenovo's reorganization, from an overall perspective, is a shift from offense to defense, and from a major perspective, it is a shift from defense to offense. It tends to be conservative in its strategic offensive and tends to be offensive in its defense of base areas.
The paradox appears at this moment. The scale of the assembled "Made in China" market in China has reached its ceiling, and it will take a long time to build a global assembly scale. The advantage of channels is temporary, because opponents can copy it if they invest enough manpower and material resources, just like Samsung, Acer Ibis and BenQ are now trying to copy Lenovo's channel model. Therefore, sooner or later, this kind of "Made in China" must break through and upgrade strategically, but the gambling nature of this strategic breakthrough may not be recognized by Lenovo employees and investors.
"Ambush from many sides" makes Lenovo Group's strategic breakthrough extremely dangerous. On the road to upgrading PC core technology chips, it is not feasible to challenge Intel; on the road to IT management services, IBM and HP are eyeing; on the road to IT information content services, Microsoft and Sony have already thought deeply; on the road to product diversification, Samsung, Toshiba, Acer and BenQ have already made plans. In the direction of GE or Samsung-style financial services, it is the jurisdiction of Legend Holdings.
Did Lenovo Group really have a narrow escape from death? Is there really no way for Lenovo to break through? That's not necessarily the case. The key is whether Lenovo can leverage its strengths and avoid its weaknesses and give full play to its potential advantages. Just like all of Microsoft's core competitiveness is derived from one thing - the monopoly of the personal computer platform, Lenovo's core is its far-reaching leading position in the number of personal and home computers in China.
Lenovo and Yang Yuanqing are lucky. Like all local companies and entrepreneurs in China, they can compete with the elites of multinational companies. The competition itself is fair; they are also unfortunate. Accumulation and competition for global resources from multinational corporations have created a very unfair competitive environment.
This is a contest between the world's top wisdom and will. Lenovo can either win the battle and gain the dignity and applause of independence, or it can surrender and surrender, grovel or suffer hardship.
This is the inevitable fate of all Chinese local business people. This is the origin of Lenovo's infinite association.
3. Difficulties in Transformation
For the IT industry, the past year was a cold and turbulent year. Lenovo was also shivering constantly in the bleak cold wind. Since May last year, Lenovo's (0992.HK) stock price has been falling. It once fell below HK$3 in September. After recovering in October, it was still hovering around HK$3. Not long ago, Lenovo announced its half-year results. Although the group's net profit surged 2.9 times and corporate IT business turnover soared 42.5%, the stock market did not respond. Instead, the stock price weakened and fell sharply by 4%, falling below the psychological support of HK$3 again. Ma Xuezheng, senior vice president of Lenovo Group, admitted in Hong Kong that retail sales of Lenovo PCs were lower than expected. Soon after, Lenovo carried out a 10% layoff that shocked the entire Zhongguancun. In Lenovo's recently announced financial report for the third quarter of 2001-2002, profit growth has dropped significantly compared with before, and Lenovo has entered a period of low growth.
As for the low growth, Lenovo explained this: After experiencing the impact of the Internet in the past year, the computer market has been affected to a certain extent, which has a certain impact on Lenovo's performance growth, but in the long run It is said that China's market prospects are still very good, but it will undergo short-term adjustments.
In fact, PC is Lenovo’s main business growth point. Although Lenovo is doing its best to stimulate consumption in the PC market, as the PC market becomes saturated and market competitors increase, costs increase and profits decrease. The embarrassment is still unavoidable. This is the reason why Lenovo PC failed to complete its plan and is also the main reason for Lenovo's low growth.
Although Lenovo does not want to admit this, it has actually realized this. Transformation is Lenovo’s most certain explanation and answer. Many people still remember Yang Yuanqing's 12-page report at last year's swearing-in ceremony - when he elaborated on the new Lenovo's development strategy, he constantly reinforced the message: Lenovo wants to serve. Use services to drive sales, transform into service-oriented, and explore new business growth points.
We can see two points from these ideas of Yang Yuanqing; the first is that Lenovo wants to transform and shift to IT services; the second is that Lenovo wants to find new business growth points and engage in mergers and acquisitions. invest.
It should be said that these ideas of Lenovo are all very beautiful, but beautiful ideas do not mean having a beautiful future, because it is easier to think about than to do, and Lenovo’s recent actions are indeed unable to Keep people optimistic.
In which direction will Lenovo IT services move? How to coordinate new business and old business? This became the first key issue in Lenovo's transformation.
Consulting services based on IT applications are a business line directly related to Lenovo's future. Lenovo's own experience and technical background in implementing ERP two years ago, as well as the growing management demand market, Lenovo decided to target high-end IT system applications. Service - "Helping others do ERP", intends to compete with IBM, HP, PricewaterhouseCoopers, Accenture, Arthur Andersen, HP, etc. in the fields of ERP, CRM, SCM and other enterprise management system applications. At the same time, Lenovo also hopes to develop in the financial sector , telecommunications and other industry solution fields. But as one industry insider said: Competition in these new fields is also quite fierce, and Lenovo's transformation may not necessarily be smooth sailing.
In fact, Lenovo’s desire for transformation is not new. During the Internet boom, the FM365 website should be said to be its attempt at transformation, but today’s results prove that this attempt was a failure. . Anyone who runs a business knows this truth: by the time you see profits, there is actually no profit left to make.
On FM365, Lenovo made such a mistake. As the Internet slowly slid toward winter, Lenovo jumped on this train, and its failure was doomed from the beginning. Another factor in the failure of FM365 is that Lenovo's positioning of this website is extremely vague. What exactly it is is confusing. Maybe there is no detailed market research and clear market positioning, but just seeing the popularity of the website, I can't bear it anymore and have to follow the trend. For a large enterprise like Lenovo, this is not the case. Make this mistake. But Lenovo just made a mistake - what's more serious is that Lenovo did not conduct a deep review of this.
Yang Yuanqing’s determination to transform is very firm, which should be recognized. Yang Yuanqing also formulated a series of strategic plans for this purpose and established a "big service leadership group". Yang personally took charge and all senior vice presidents of several major business groups participated in it. According to Lenovo, it is to re-examine and transform various businesses with a "customer-centric" orientation. Lenovo is also establishing an advanced customer information support system, including Call Center, customer service website and customer on-site service engineers.
Yang Yuanqing said that the concept of service should become 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 taking the path that IBM has taken."
IBM is where it is today because it has completely reversed its destiny through services. Yang Yuanqing said that it will take Lenovo 3-5 years to complete this transformation.
But the result is not said, but done. If you compare Lenovo's transformation with IBM's original situation, Lenovo's weaknesses will be revealed. IBM's service business has been in business since the mid-to-late 1980s. Before Gerstner came to power, the business volume accounted for 27% of IBM's total sales. It took 9 years for the turnaround to be successful. However, Lenovo's service performance today ranks first in total. It doesn’t even account for 1 in the business. Moreover, Lenovo has always been a company that specializes in hardware manufacturing and marketing. Especially after the company's main force in informatization and system integration was separated and established in April last year, Digital China, Lenovo's existing technical service personnel are engaged in Ordinary computer repairs cannot provide IBM's lucrative high-end consulting services at all - Lenovo's current situation is more like that of the former PC king Compaq, and everyone is already clear about Compaq's fate - this is the difference! Yang Yuanqing admitted that as far as the service itself is concerned, Lenovo is not superior. But he also has another saying: "Service is not about who is better, but who is better at it." Lenovo's current emergency plan is to accept small orders. However, can these small orders satisfy the appetite of a giant beast like Lenovo? Some people are skeptical about the return on profits in service business processes. Due to lack of manpower and lack of experience, projects that should usually be completed in 2-3 months are often delayed to half a year or even a year. In this way, even if there is a profit of 10%, it will be exhausted in the long implementation process.
Furthermore, after Gerstner took over IBM in 1993, he gradually sold PC manufacturing to DELL, sold network equipment to CISCO, spun off the printer business, and independently became Lexmark today. . These businesses were still profitable when they were sold, and selling them was just Gerstner's choice to build an IBM focused on services.
Does Lenovo have the courage and confidence to cut off one’s wrist? In the field of hardware product manufacturing, it is absolutely impossible for Yang Yuanqing to give up. From a practical point of view, Lenovo still needs these mature businesses that are showing signs of decline, and uses less generous profits to support other emerging businesses. Although services may make money in the future, they will still be a "cost center" in two or three years. Yang Yuanqing once admitted to a newspaper media: "New business must be supported by old business. The best result is that the old business maintains growth and the new business successfully breaks out. But if it is not done well, the new business needs The old business is not enough to provide the resources, and the new business will slide along with the old business. This is something we don’t want to see.
”
A sales manager in Lenovo’s southwest region once wrote to the top management saying: The general direction of service is definitely in the right direction, but I don’t know how to take it.
This is Lenovo The strategy has been formulated, but the key is the implementation ability. The manager also said that the region still has some resources for new business, but the pressure on sales is too heavy, profits are reduced, and the market is becoming saturated. He also said that at that time, he thought that the rapid growth of the market would continue for a while, and he could use this time to do business transformation. Unexpectedly, the market suddenly changed. He originally wanted to focus on business transformation, but now he wants to do business again. Sometimes I think it would be better if the two jobs could be done separately, but the market does not allow you to do them separately.
The market will not do what you think, nor will it stop because of your difficulties. I sympathize with you and take care of you. There has always been a Matthew effect in the market, and Lenovo should understand this.
The second key issue in Lenovo's transformation is how to transform its channel partners. Ensure its core competitiveness at this stage.
Lenovo’s core competitiveness is not its products. It relies on its good marketing capabilities and nationwide sales operation system to dominate the market. With a pyramid-type three-level service system, Lenovo has more than 3,000 distributors, agents, and dealers across the country—Lenovo’s most important resource is its channels. To a certain extent, its transformation is not just a transformation of its business. It also means the transformation of core competitiveness - making PCs and making services are completely different.
If Lenovo wants to transform, it must not only transform itself, but also help thousands of channel partners to transform to maintain channels. In order to achieve competitiveness, there is a problem of how to effectively "bundle" oneself with many dealers.
There is no doubt that how to implement becomes the key to solving the problem.
Like many companies, many of Lenovo's channels started out as "box movers" and were purely logistics companies. Now they are suddenly turning into small system integrators with considerable strength. For them, this is an unprepared change - out of The pressure on goods and transformation to value-added services is enough to give them headaches for a long time.
Qiao Song, Lenovo’s senior vice president, has objectively evaluated the impact of transformation on channels. He believes that this means entering another industry. A relatively unfamiliar market also means risks. Among Lenovo's many channel partners, not every partner has the foundation for transformation, and not every partner has such a willingness.
Actually, the key lies in whether Lenovo can find a business model in which all interests are shared. If it can, the channels will follow suit. If Lenovo itself cannot make money, the channels will be suspicious of this direction, which will in turn affect the development of Lenovo PC. Sales.
But it seems that Lenovo has not yet found such a model.
4. Difficulties in expansion
Lenovo’s transformation is accompanied by investment and growth. Mergers and acquisitions.
Everyone familiar with Lenovo knows that Lenovo has always had the dream of becoming China’s GE, and GE is an expert in mergers and acquisitions. In fact, not only GE, but also all large international companies, mergers and acquisitions are an indispensable means. Lenovo, which has "ambition", of course also wants to show off its skills in mergers and acquisitions. Yang Yuanqing made clear this "ambition" of Lenovo when he first came to power. The "Lenovo Investment" card has been held by Yang Yuanqing for a long time. Lenovo claimed that the selection of investment projects for "Lenovo Investment" has been refined to every link. Large investment options will start from four major links: market potential, Growth rate, capital opponents, capital investment intensity, etc. After looking forward to the strong and attractive market space of the domestic IT industry in the fields of telecommunications equipment, application software, semiconductor integrated circuits, chip design and other fields, "Lenovo Investment" only invests in projects and companies with IT-related businesses. Moreover, the companies that Lenovo wants to invest in must be close to Lenovo in terms of management style, corporate culture, and value recognition. It can be said that Lenovo's investment plan is also very good, but like transformation, it is hard to praise when it is actually implemented.
Lenovo has two big plans in this regard: entering mobile phones and acquiring Hanpu.
The merger between Lenovo and Hanpu is known as the first IT and management merger in China. However, what did Lenovo gain from this incident?
The reason why Lenovo invested in Hanpu is that Lenovo believes that in addition to Chang Houqi, the boss of Hanpu, who has a unique strategy in management consulting, the unique investment strategy of Asia Logistics Technology is also a main reason, and another factor is The fundamental driving force comes from Lenovo's long-awaited IT service transformation.
The new company structure of Hanpu that has just surfaced is a masterpiece: Lu Liancheng, chairman of the board of directors of Asia Logistics Technology, will no longer serve as chairman of Hanpu (International), and Yang Yuanqing will serve as chairman of Hanpu (International). ) and Chairman of Hanpu (China); Yu Bing, senior vice president in charge of Lenovo IT Services, will serve as Vice Chairman of Hanpu (International) and Hanpu (China); and Dr. Zhang Houqi, founder of Hanpu, will continue to serve as Hanpu (China) China) president.
It should be pointed out that Hanpu (China) is a wholly-owned subsidiary of Hanpu (International). In fact, the main business of Hanpu (International) comes from Hanpu (China) - Hanpu (International) has not developed substantive business outside China, and Hanpu (International) does not have the position of president. In other words, although Lenovo controls Hanpu, the "Hamp" brand will still be used independently, and as the company's founder, Zhang Houqi and the management team will still lead the new Hanpu's business operation strategy and management.
Due to the intervention of Lenovo as the largest shareholder and the corresponding changes in the ownership structure, New Hampshire first received HK$5,500 in cash and the enterprise IT consulting business unit merged with the original Lenovo. This is also the largest capital increase and share expansion and business integration action of Hanpu, known as "China's No. 1 Management Consulting Brand" since its establishment in 1997.
Lenovo and Hamp, who is the conqueror? Zhang Houqi once said: Hampu’s brand will not be lost, its status as president will not be lost, and the equity of the management team cannot be lost. All three were saved.
Obviously, if Zhang Houqi conquered Lenovo, it would take a thousand pounds; but if Lenovo conquered Zhang Houqi, it would take a thousand pounds.
For Lenovo, which is in a critical period, is this a gain or a loss? Has Lenovo expanded a new business field for itself, or has Lenovo used its own money to enrich the pockets of others? Judging from the current situation, it is difficult for Lenovo to escape the possibility of being taken advantage of. Relevant people speculate that no matter what the outcome is when Lenovo takes over Hamp, the biggest winner will be Asia Logistics Technology, the largest shareholder of Lao Hamp.
It is not that easy to be a GE. Lenovo made another wrong move in mergers and acquisitions. One of the most basic principles of GE when it comes to mergers and acquisitions is that all industries must be unified under GE. In fact, if you look at the more successful international companies operating in multiple industries abroad, most of them follow this rule. Otherwise, it is very likely that they will be doing business for others. Making a wedding dress may lead to a lose-lose situation. Whether Lenovo and Hamp, two behemoths with different backgrounds and cultures, can live in peace on the same mountain, and whether 1 + 1 can be greater than 2, is still unknown. Moreover, it needs to be pointed out that providing IT services, especially management consulting services based on large-scale enterprise applications, is completely different from providing IT hardware or general-purpose software products. Not only are the business scales of the two different, but the profit margins are also very different, and more importantly, the requirements of the two are also completely different. For Lenovo, who has always dreamed of becoming a GE, have you ever considered these? Are you a little too impatient?
Let’s look at Lenovo’s entry into the mobile phone field. On February 27, 2002, Lenovo announced to the media that Lenovo's mobile phone business would officially launch. On the next day, Lenovo signed a joint venture agreement with Xohua Group, and both parties jointly invested 150 million yuan to establish a new company. Mobile communications company. Among them, Lenovo invested 90 million yuan and held a controlling stake of 60%.