Lenovo in Us Case Study

4144 WordsMay 15, 201417 Pages
Table of Contents 1.0 Introduction 3 2.0 Vision and Mission of Lenovo 4 3.0 Business Environment of United States 5 3.1 PESTLE Analysis of Lenovo in United States 5 3.1.1 Political and Legal 5 3.1.2 Economical 6 3.1.3 Social 7 3.1.4 Technological 7 3.1.5 Environmental 7 3.2 Porter’s Diamond model of Lenovo 8 3.2.1 Factor (Input) Condition 8 3.2.2 Demand Condition 9 3.2.3 Context for Firm Strategy and Rivalry 9 3.2.4 Related and Supporting Industries 10 3.3 Country Risk Analysis 11 3.3.1 Political Risk 11 3.3.2 Economical Risk 12 4.0 Internationalization Theories apply by Lenovo 13 4.1 Location Choosing Strategy 13 4.2 Entry Modes for Lenovo 14 5.0 CONCLUSION 16 6.0 REFERENCES 17 1.0 Introduction Lenovo Group Ltd. is a $21 billion personal technology company serving customers in more than 160 countries. It is the largest personal computer (PC) vendor in China and the second-largest in the world, having recently surpassed Dell (Lenovo, 2013). Mr. Liu Chuanzhi is Founder and Honorary Chairman of Lenovo (Legend Holding, 2013). The current CEO and Chairman of Lenovo is Yang Yuanqing (Lenovo, 2013). Lenovo's story begins even before the company was formed in 2005. Half of the company's heritage began in 1981 when International Business Machines, or IBM, introduced its first personal computer, the IBM PC. The other half of Lenovo's heritage was created in 1984 when Chinese businessman Liu Chuanzhi and 10 others formed New Technology Developer Inc., which soon became the Legend Group. In 1990, the very first Legend PC is launched in the market. Legend changes its role from that of an agent for imported computer products into that of a producer and seller of its own branded computer products. Legend PC stratified and accepted by the China Torch Program (Lenovo, 2008). IBM and Legend introduced a series of desktop and laptop

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