From Guard Shack to Global Giant; Chinese Industry  

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Jenis: Article from Bulletin/Magazine
Dalam koleksi: The Economist (http://search.proquest.com/) vol. 406 no. 8818 (Jan. 2013), page 52-53.
Topik: Computer Industry; Business Growth; Corporate Planning; Organizational Behavior; International Trade

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Perpustakaan Pusat (Semanggi) Nomor Panggil: EE29.75 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Lenovo started humbly. Its founders established the Chinese technology firm in 1984 with $25,000 and held early meetings in a guard shack. It did well selling personal computers in China, but stumbled abroad. Its acquisition of IBM's PC business in 2005 led, according to one insider, "to nearly complete organ rejection". Gobbling up an entity double its size was never going to be easy. But cultural differences made it trickier. Given all this, its recent success is startling. In the third quarter of last year, Gartner, a consultancy, declared Lenovo the world's biggest seller of PCs, ahead of Hewlett-Packard (HP). Lenovo's rebound raises several questions. How did the firm recover from disaster? Is its new strategy sustainable? And does its rise signal the emergence of China's first world-class brand? Lenovo's recovery owes much to a risky strategy, dubbed "Protect and Attack", embraced by the firm's current boss. After taking over in 2009, Yang Yuanqing moved swiftly. Keen to trim the bloat he inherited from IBM, Mr Yang cut a tenth of the workforce. He then acted to protect its two huge profit centres--corporate PC sales and the China market--even as he attacked new markets with new products.

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