Report on LenovoIntroduction to International

BusinessRoland

This report has been prepared for the management of Lenovo addressing the current international audit, current strategic plan, innovation, international leadership and human resource challenges, as well as the current approach to corporate social responsibility.

Table of Content1. Audit of Lenovo's Internal and External Environment.............4

1.1 PESTLE.......................................................41.1.1 Political................................................4

1.1.2 Economical...............................................41.1.3 Social...................................................4

1.1.4 Technological............................................51.1.5 Legal....................................................5

1.1.6 Environmental............................................51.2 Porters 5 Forces.............................................5

1.2.1 Threat of new entry......................................61.2.2 Bargaining power of buyers...............................6

1.2.3 Threat of substitute product/services....................61.2.4 Bargaining power of suppliers............................7

1.2.5 The extent of rivalry between competitors................71.3 SWOT Analysis................................................7

2. Lenovo's Strategy...............................................92.1 Current Strategic Orientation................................9

2.2 Recommendation for Future Strategy...........................92.3 How to measure the success of recommended strategy..........10

3. Recommendations in Innovation, Production and Global Brand Management........................................................11

3.1 Current Innovation, production and global brand management.. 113.2 Recommendations for innovation, production, and global brand management......................................................12

4. Lenovo's international leadership and human resource challenges 13

5. Corporate Social Responsibility (CSR)..........................146. List of References.............................................16

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1. Audit of Lenovo's Internal and External

Environment

1.1 PESTLEAccording to Rugman & Collinson (2012), PESTLE framework is

used for analysing the external environment that an

organisation is operating in. By understanding the environment

that Lenovo works in, strategy can be introduced for

successfully managing the opportunities, challenges and risks

(Mullins, 2010). Below are the finding on Lenovo.

1.1.1 Political

Lenovo is a Chinese based company, which was founded in 1984

and has grown to be China's leading PC company (Lenovo,

2014a). Being a Chinese company, Lenovo has great access to

the world's second biggest consumer market (The Economist,

2014a). In addition, they have access to the low labour costs

in China and therefore have an advantage over competitors that

are situated outside of the country (Baldwin, 2014). Since

China has been part of World Trade Organization since 2001, it

has made it easier for Lenovo to export their products to the

rest of the world (WTO, 2014). Nevertheless, being Chinese

organisation, it has been difficult to deal with acquisitions

in markets such as the USA (McLaughlin, Salant, Lee, 2014).

1.1.2 Economical

Lenovo has just completed acquisition over IBMx86 and Motorola

Mobility from Google. In the first quarter of 2014/15, Lenovo 3

delivered high growth, recorded record high 19.4% market

share, pre-tax income of US$214 million. Chinas sales account

a total of 36% of Lenovo's revenues. The Americas saw a record

high 12.5% of market share (Lenovo, 2014d).

1.1.3 Social

Lenovo is committed in protecting human rights. They believe

any form of human trafficking and slavery are unacceptable,

hence they have taken steps to ensure such inappropriate

labour practices are not present in their supply chain. Fair

treatment, diversity, harassment-free workplace, all are part

of Lenovo's Code of Conduct. In addition, Lenovo actively

contribute to the betterment of quality of life and social

development in the communities they do business in (Lenovo,

2014e). On the other hand, China has a history of human rights

abuse (HRW, 2014).

1.1.4 Technological

Lenovo is known for being one of the leading PC companies. The

recent launch of Yoga laptop series, which has the flexibility

of 360 degrees, has been a big success (Kidman, 2014). Recent

acquisition of Motorola and IBM has given Lenovo access to

many patents and distribution networks (Holstein, 2014).

Nevertheless, they have also had to recently recall 544k

laptop power cord over fire and burn hazards. This as a result

has caused questioning of the quality of their products

(Protalinski, 2014).

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1.1.5 Legal

Manufactories, such as 'Huawei' and 'ZTE' have been accused

that their hardware might be used for spying on government and

other institutions. China had angrily denied these

accusations, but the damage was done and lead Canada banning

the hardware. This as a result might have a big impact on

Lenovo sales (Wheatley, 2013)

According to Schwartz (2013) U.S., U.K., Canada, Australia and

New Zealand went as far as banning multiple government

agencies to use any equipment by Lenovo.

1.1.6 Environmental

In 2009 Greenpeace criticised companies such as HP, Dell and

Lenovo for not cutting down on toxic components, while on the

other hand praised Apple, Nokia and Acer. This was because

Lenovo had promised to cut down on specific components, but

decided to push back introducing greener products (Johnson,

2009).

1.2 Porters 5 ForcesPorters Five Forces helps us understand the competition in the

industry and therefore show the attractiveness of the

industry. This tool also give beneficial information on

developing the correct strategy in order to compete with

competitors (Rugman and Collinson, 2012).

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1.2.1 Threat of new entry

Threat of new entry is low. The capital requirement for

building a computer is not high and can be learned. The

barrier of entry exists because of not having access to

economies of scale and distribution channels (Cui, 2009). In

addition the sales of PC's are falling, making the industry

unattractive (Rogowsky, 2013).

1.2.2 Bargaining power of buyers

Bargaining power of buyers can be considered strong because

most computers have similar functions and therefore is very

sensitive to price. In addition, there is low to no switching

cost and high competition between competitors trying sell the

same product (Cui, 2009).

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1.2.3 Threat of substitute product/services

PC industry itself has a high threat due to the growth of

tablets and smartphones industry (Columbus, 2013) , but

because Lenovo portfolio also includes substitute product such

as tablets and smartphones, we can consider the threat low

(Russell, 2014).

1.2.4 Bargaining power of suppliers

Suppliers in the computer industry are categorised mainly into

three groups: hardware, software and service suppliers. These

suppliers have direct competition between each other by trying

to win over a customer. Nevertheless, there are only two

significant suppliers that produce an important part of the

PC, known as the CPU, giving high supplier power to Intel and

AMD. PC makers have to cooperate with CPU makers and move the

price accordingly (Cui, 2009). We can conclude the bargaining

power of suppliers to be moderate to high.

1.2.5 The extent of rivalry between competitors.

There is a high rivalry between the top manufacturers in the

PC industry. Current main competitors are HP, Dell, Acer

Group and Apple based on the market share (Frank, 2014).

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1.3 SWOT AnalysisThis report will use SWOT analysis in order to highlight the

strengths, weaknesses, opportunities and threats found from

PESTEL and the five forces. It will also contribute further

analysis about Lenovo's current position (Mullins, 2010).

STRENGHTS WEAKNESSES OPPORTUNITIES THREATSHaving diverseexecutives help Lenovo deal better with differentCultural and Ethical problems.

Operates in a highly competitive market.

Recent acquisitions will strengthen Lenovo's position on the market andpossibly improve their products. The Motorola smarphone could specifically be used for developed countries.

Political issues that may arise between China and rest of the world (forexample the ban for governments touse Lenovo hardware, due to fear of spyware).

Diverse Is not as By 2017, it is Apple has

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portfolio (smartphones, tablets, desktop computers, laptops, and servers) (Lenovo, 2014f).

environmentally friendly as competition.

estimated that87% of worldwide smart connected devices will be tablets andsmartphones (Culumbus, 2013).

started to treat Lenovo as its main competitor andmight take some crucial steps (threat from direct competition).

30 000 employees in 60+ countries and selling products in more than 160 countries.

Lenovo is a Chinese multinational company, and therefore is affected by the changes made by the communist government.

Fastest growing company in theindustry.

PC sales are expected to fall due to improvement oftablets and smartphones.

Strong strategy in the emerging markets and rural areas (Holstein, 2014).

Awareness and access to Lenovo smartphones indeveloped countries is low.

Lenovo has a patent of their own version of Google Glass (Biggs, 2014).

Recent acquisitions may cause morecultural challenges similar to when they first acquiredpersonal computers division from IBM.

Team that has innovation as a primary goal.

Lenovo doesn'thave their ownstores outsideof China and use

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distributors instead (Bloomberg, 2013).

Good economical position

Cultural challenges

2. Lenovo's Strategy

2.1 Current Strategic OrientationCurrent Lenovo's ultimate goal is to compete for the world's

number one spot in smart connecting devices. At the moment,

Lenovo is ranked third after 'Apple' and 'Samsung' (Holstein,

2014). Nevertheless, they are the market leader in personal

computers, owning 20% of the market share worldwide (Lee,

2014).

10

Lenovo's current strategy is to 'Protect and Attack'. Lenovo's CEO

Yang explains it as the following: "Lenovo seeks to protect its core

business—the China and enterprise (large-scale commercial and public-sector)

markets, which generated about 70% of its $21 billion in revenue last year. On the

attack side, he's pumping Lenovo's profits—$273 million in 2010—into emerging

markets, new product categories (tablets, smartphones, smart TVs), and, of course,

the U.S."( Salter, 2011)

Lenovo's emphasis is on innovation and efficiency, making them

faster than their competition (The Economist, 2014b).

2.2 Recommendation for Future Strategy

Audit on Lenovo showed weakness in brand awareness and access

to their smartphones in developed countries, such as the USA.

Reason for not offering smartphones in the USA and Europe has

been due to high patent licensing fees (25%) as well as market

being highly saturated. With the recent acquisition of

Motorola, Lenovo has access to their patents, and therefore

selling handsets in America will be more affordable at the

cost of 10% handset revenues (Economist, 2014). In addition,

research shows that sales in desktop PC are expected to drop

by 8.7%, hence main concentration needs to be on tablets and

smartphones as they are expected to grow by 78.9% and 71.1%

respectively (Columbus, 2013).

Using Ansoff's matrix, we can provide a direction for

corporate strategy (Johnson, Whittington, Scholes, 2011).

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Currently Lenovo has been doing very well in existing markets

as well as introducing new products and services in emerging

markets. Therefore the recommendation is to develop the market

further. Lenovo tablets and laptops are selling very well in

developed countries and therefore people are becoming more

aware of their products. It would be good time to introduce

Lenovo's smartphones in the coming years in developed

countries. Best way to do so is by setting up 'Flagship

stores' in big cities. For example, a starting point could be

London, then followed by one in central Europe and moving

further to USA if successful. Selling smartphones, tablets and

smart TV's require more storefront to show the products

(Bloomber, 2013). In addition, a shop equipped with only

Lenovo's products will draw a lot more attention and therefore

a good marketing tool. Apple and Samsung can be used as good

examples. Having own stores would also mean that their profit

margins would increase as Lenovo would not have to rely

heavily on distributors (Plazibat and Brajevic). With the

access to Motorola's patents, Lenovo can now work on a new

smartphone model that would be the likes of Samsung and Apple.

Opening a flagship store with a new phone range could strongly

increase brand awareness.

2.3 How to measure the success of recommended strategy

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The recommendation suggest to only start with one store at the

time since it is risky and requires large investments. Once

the first store is opened, the success could be measured by

the number of sales. For example, if the first store was to

open in London, the market share of smart connecting devices

could be compared before the launch of the store and after. If

the market share has increased, it means the strategy is

successful and it could be introduced to the next country

(Pettinger, 2012).

3. Recommendations in Innovation, Production

and Global Brand Management.

3.1 Current Innovation, production and global brand

management.

Lenovo is leading by innovation and has a slogan that states

'For Those Who DO'. They build all their products with that in

mind and therefore only use the latest technology. Having

bought Motorola has given Lenovo access to further 2000

engineers and technical experts, who have been industry

leaders and responsible for thousands of patents. Lenovo aims

to make the products that customers need, whether

infrastructure or smart connected (Lenovo, 2014a).

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Lenovo has a vertically integrated end-to-end business model,

which helps keeping production costs down and increases

efficiency, giving a competitive advantage. While Lenovo is

expanding, they are investing in local domestic manufacturing,

research and design, and other high value functions. This

makes them be a "global company" and helps implement their

strategy of 'protect and attack' as mentioned earlier in 2.1

(Lenovo, 2014a).

Lenovo has research centres is Yokohama, Japan; Beijing,

Shanghai, Wuhan and Shenzhen, China; and Morrisville, North

Carolina, U.S. in total of 46 labs. Employing over 5000

engineers, scientists and researchers. Manufacturing is done

in 7 different location (4 in China, one in the USA, one in

Mexico and one is India). Therefore we can conclude that most

of their goods are produced in low cost regions (Lenovo,

2014a).

Lenovo is a global company with dual headquarters (North

Carolina and Beijing) and their executives represent 14

nationalities (Salter, 2011). Lenovo is managing their global

brand by dividing business into four groups: PC's, mobile,

enterprise and cloud computing (Holstein, 2014).

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3.2 Recommendations for innovation, production, and

global brand management.

According to the findings in the audit, the only smartphones

that are free of hazardous polyvinyl chloride (PVC) plastic or

brominated flame retardants (BFRs) are from Apple, BlackBerry,

Nokia (known as Microsoft now), and Sony Ericsson. In

addition, it mentioned that Apple was the only company that

has cut PVCs and BFRs out of their entire

laptop/tablet/television product lines (Clancy, 2014).

If Lenovo wants to become the number one, they need to lead by

example and produce the 'greenest' product yet sold by

competitors. This would give them a good global brand image

and give newspapers a lot to write about (good marketing as

well as doing good for the world).

According to John Vidal (2013) millions of tons of old

electronic goods (known as e-waste) get thrown away and then

illegally dumped in poor nations. The volume of electronic

waste is expected to grow by 33% in the next 4 years. It is a

serious problem since most electronics carry toxic materials.

Once they are at landfills, they go into the environment and

contaminate the land, air and water.

Currently Lenovo offers a product recycling program, but it is

not very well known. To improve it, Lenovo could introduce the

following program: returning old Lenovo products for a voucher

for the next purchase. According to Mark P. Sharfman, lowering

environmental risk will give the benefit of raising more

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capital more cheaply. As a result, cost of capital goes down,

which is a great benefit (Meglio, 2008).

4. Lenovo's international leadership and human

resource challenges

When Lenovo acquired IBM personal computers division in 2005,

then either of the sides didn't understood each other, because

of cultural differences. For example in Chinese culture it is

considered rude to say no, and therefore often yes was said to

things that was not meant to. On the other side, the U.S.

group expected their reports to be challenged, but in Chinese

cultures, you have to respect the leader and not question. It

took Lenovo 5 years to resolve these issues and now is a

striving global company (Holstein, 2014).

Because Lenovo has employees in over 60 countries, it is

extremely important that the human resource (HR) department

makes sure all employees are trained and know the existing

cultural and ethical differences in their working environment.

16

In order to improve international leadership and human

resources, Lenovo could improve their existing graduate scheme

and offer it in countries they already have offices. This

allows talented students get recruited at an early age,

increase innovation and help Lenovo face diversity and

cultural issues.

5. Corporate Social Responsibility (CSR)

Corporate social responsibility can be considered as the role

that a business takes in the society, while considering the

ethics, behaviour and actions of people in relations to

organisations strategy (Johnson, Whittington, Scholes, 2011).

17

Organisations can be placed into different stances (see table

below).

Source: Johnson, Whittington, Scholes, 2011, p135.

Currently Lenovo can be placed into the stance of 'Enlightened

self-interest (list of Lenovo's current CSR activities are

listed on page 12). They do more than legally required, but

they are not leading the industry. They are still using

hazardous materials unlike Apple.

Lenovo should start producing products without hazardous

materials as recommended in section 3.2. In addition, with

increased profits, Lenovo should start a local cause and help

the poor communities. Lenovo already operates in India, hence

they could open few local schools there or start a cause in

order to fight a local problem. This would increase brand

awareness as well as loyalty from customers.

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Lenovo could then be considered as 'Forum for stakeholder

interaction'. Being socially responsible has been justified by

'triple bottom line'- social and environment benefits with

increased profits. In addition, being socially responsible

helps gaining competitive advantage (Johnson, Whittington,

Scholes, 2011).

Area of Commitment Promise/Award/Milestone

Corporate Sustainability Index Lenovo has been selected three

times in a row as the

"constituent rock of the Hang Seng

Corporate Sustainability Index". (Asia

Today, 2013) Corporate sustainability Moved to rank AA in 2012 from

existing A+ rating (Asia

Today, 2013).United Nations Global Compact Signatory member and

committing to align operations

and strategies with the 10

universally accepted

principles (Asia Today, 2013).The Oekom Corporate Rating Rated as prime (Asia Today,

2013).United Nations Global Compact

100

Lenovo was selected to be part

in this new stock index that

combines corporate

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sustainability (Lenovo,

2014b).CDP 2013 Carbon Disclosure Lenovo Scored 94 and therefore

placed in band A (Lenovo,

2014b).Global Supply Chain Lenovo is part of the EICC

since June 2006 (Lenovo,

2014b).Employee Welfare In 2007, Lenovo obtained OHSAS

18001 certification (Lenovo,

2014b).Environment Lenovo takes part of the ISO

14001 certified global

environment management system

(Lenovo, 2014c).

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21

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