管理沟通Lenovo收购IBM

管理沟通Lenovo收购IBMLenovo’sTakeoverOfIBM’sPersonal-ComputerBusinessBAFEBAnameCDTheSummaryLenovo&IBMCasereviewPurchaseanalysisThecrisisofLenovoCausesofLenovo'scrisisCross-culturalconflictsSuccessfulcommunicationThesolutionofthecrisisWalksoutofthecrisisPart1BackgroundinformationPart2CommunicationfailurePart3CommunicationsuccessLenovoGroupLimitedisaChinesemultinationalcomputerhardwareandelectronicscompanywithitsoperationalheadquartersinMorrisville,NorthCarolina,UnitedStatesanditsregisteredofficeinHongKong.Itsproductsincludepersonalcomputers,tabletcomputers,mobilephones,workstations,servers,electronicstoragedevices,ITmanagementsoftwareandsmarttelevisions.Lenovoistheworld’ssecond-largestPCvendorby2011marketshare(afterHewlett-Packard)andmarketstheThinkPadlineofnotebookcomputersandtheThinkCentrelineofdesktops.Lenovohasoperationsinmorethan60countriesandsellsitsproductsinaround160countries.LenovowasfoundedinBeijingin1984andincorporatedinHongKongin1988underitspreviousname,Legend.LenovoislistedontheHongKongStockExchangeandisaconstituentoftheHangSengChina-AffiliatedCorporationsIndex.InternationalBusinessMachinesCorporation(NYSE:IBM),orIBM,isanAmericanmultinationaltechnologyandconsultingcorporation,withheadquartersinArmonk,NewYork,UnitedStates.

IBMmanufacturesandmarketscomputerhardwareandsoftware,andoffersinfrastructure,hostingandconsultingservicesinareasrangingfrommainframecomputerstonanotechnology

CaseReviewTheLenovoGroupthatheldcloseto30%ofthePCmarketshareinChinapurchasedIBM'sPCbusinessfor1.25billiondollarsincashandstockon18December2004.MeanwhileLenovoGroupagreedtopassa0.5billionofnetdebtstoitself.Thedealwasworth1.75billiondollarsintotal.PurchaseAnalysis----IBM1.ThegoldenperiodofPCindustryhadbeenover.Apricewarwouldbebreakingout.ItwasnotworthstayinginthePCindustrywithhighrisksandcapitals2.Duetosuccessivelosses,PCbusinesshadbeenaburdentoIBM.AndithadnotbeenIBM'scorebusiness.3.AfterspinningoffPCbusiness,IBMcouldfocusitsalleffortsinareaswithmorevalue.PurchaseAnalysis----LenovoForthediversificationstrategyhadfailed,Lenovobegantofocusonitscorebusiness---PCbusiness.ButitsdevelopmenthasbeenlimitedinChinaowingtomarketscale.SoLenovohadtoexploretheoverseasmarketforthefurtherdevelopment.IBMhadthebrand---ThinkPad,technologyteamsandinternationalresources,likethesalesforceandmarketingchanneletc.thatcouldhelpLenovomakesuccessmorelikelyinforeignmarkets.ThecrisisofLenovoThecrisisofLenovoIn2004,afterLenovoGrouphavepurchasedthepersonal-computerbusinessofIBM,Mr.LiuwasreplacedbyMr.Yang.However,after5years,theLenovoGroupwasheavilyhittedbyfinancialcrisisanditsufferedfromabiglosses.Fromsomedatum,welearnthatin2008thesecondquarter’achievementofLenovothathavedecreasedby70%,andtheretainedprofitsisabout$23,000,000.Inthethirdquartertheamountoflosshaveincreasedbyapproximately$90,000,000soitcan’tchangeanythinginthefourthquarterinfact.Liu'sBackIntimesofcrisis,LiuChuanzhicamebacktheboardofdirectorsaschairman.AndYangYuanqingmovedtoCEOfromchairman.Liu'sbackgaveashotinthearmtoLenovowheremoralehasbeenlow."Heisaspiritualleaderstous."saidaemployeewhohadworkedforover5yearsinLenovo.CausesofLenovo'scrisisThenumberonePrioritytoLiuandhisteamswastofindoutthecausesofthecrisisafterhisback.Liuthought:"wegetintotroublenow.Theinternationalfinancialcrisisisonlythesuperficialreason,buttheculturalclashesofinternalmanagementistherootcause,andspecifically,therearemanyproblemsincommunicating.Evenwithouttheinternationalfinancialcrisis,ourcrisiswouldstillerupt."Somebehavesofcross-culturalconflictsThedifferenceofCulturalPolicy：TheCEOofWesterncompanieshavegreatrightstomakeallmajordecisions;iftheCEOofLenovowantstomakeagreatdecision,theremustbeateamsupportbehind.Liuchuanzhisaid,whenLenovomergedIBM'sPCbusiness,hesawthatthetrendofcomputermarketismassivegrowthofcustomersinconsumption(消费类客户)andthereduceofcustomerincommerce(商业类客户).Somebehavesofcross-culturalconflictsButitisapity,becauseofAmelia’sshort-termbehavior;herefusedtoinvestinthelongtermprojectanddevelopconsumermarket.AlthoughYangYuanqingdisagreedwithhim,butAmeliawasastubbornmanandthoughtheisanexperiencedmanager.Yangcan’tchangeitsdecisionfortheentiresituation.TheresultisthatLenovocan’twithstandthechallengeinfrontofcrisisCommunication----ThesolutionofthecrisisLiChuanzhisaid:“Ihaveawardedthekeyofproblem.Inthepast,theshort-termbehaviorofexecutivesdecidedthatLenovowoundbethefatalproblemsoonerorlater.Ifthisfatalproblemisnotsolved,Lenovocan’trecover.Sowemusttakesomemeasures."Communication---

ThesolutionofthecrisisFirst,replacetheCEOofLenovo-AmeliabyYangYuanqingwhoareexperiencedandprofessional.Second,LiuChuanzhireturnedtotheboardofdirectorsandservesasthechairman.Hestrengthenedinternalcommunication,condensesforceofLenovoandsupportstheworkofYangYuanqing.Third,adjustthestrategy,holdtheChinesemainlandmarket,andexploretheoverseasemergingmarkets.Patience---SuccessfulCommunicationLiusaid:"Weshouldcommunicatewithforeignerswithrespectandcompromise.Ifnot,youwillfailedtodosomething.Therefore,whenothers'opinionintheboardofdirectorsdiffersfrommine,Iwouldtellmyselftoremainpatientinmind,Ihavetomakeothersintheboardofdirectorsagreewithmyopinions,gradually,andbringthewholeboardofdirectorstogether."Walksoutofthecrisis

LenovooverseasmarketsbegantomakeprofitforthefirsttimeandmostofemergingmarketsalsoprofitbyLiu'sreturnaftertenmonths.Charactersintroduction---

LiuChuanzhiLiuChuanzhi,Lenovofounder,retiredafterwinningmeritin2004whenLenovohadestablishedoverseasdevelopmenttargetandhefeltoverseasdevelopmenthasbeenstable.

In2009,hecamebacktobethechairmanofdirectorswhenLenovoencounteredthecrisis.BackCharactersintroduction---YangYuanqingYangYuanqingbecamethepresidentandCEOoftheLenovoGroupfromthebeginningof2001,YangledtheGroupsuccessfullyconstructingthebrand-Lenovo,andorganizedacquisitionofIBM-PC.InDecember8,2004hebecamethechairman.InFebruary5,2009