商务英语 对联想公司的4p分析

联想集团SWOT分析一、简介联想集团公司：是一家极富创新性的国际化的科技公司，由联想及原IBM 个人电脑事业部所组成。

作为全球个人电脑市场的领导企业，联想从事开发、制造并销售最可靠的、安全易用的技术产品及优质专业的服务，帮助全球客户和合作伙伴取得成功。

联想公司主要生产台式电脑、服务器、笔记本电脑、打印机、掌上电脑、主机板、手机等商品。

1996年开始，联想电脑销量位居中国国内市场首位，近几年更是发展迅速，一越占据世界电脑销售量第二的宝座。

2011年1月，联想与NEC合作欲改变笔记本电脑行业格局。

（资料来自百度百科）二、背景联想集团目前是我国最大的电脑生产商及销售商，在我国电脑市场上占据着非常大的份额。

我本人也是联想笔记本电脑的使用者，同时身边的许多同学也都在使用联想电脑及其相关产品。

IT行业由于其本身的特殊性，产品更新换代比较快，技术日新月异。

在这种环境下，联想集团也面临着众多的机遇与挑战，所以我想以此为契机来对联想集团进行一个SWOT分析，让大家对联想集团未来的发展有一个清醒、客观的认识。

三、SWOT分析1、优势(Strengths)①截至2011年12月31日联想集团的业绩显示，联想在全球的市场份额上升至14%，在中国的市场份额上升至35.3%，双双创下历史新高。

（经济日报）②在PC市场，联想品牌的领导力在中国市场已经超过众多竞争对手，处于行业领导者的地位。

③联想在中国本土有十年的经验，对本土消费者需求能准确把握，这是其他品牌所不具有的优势力量。

④联想集团拥有三个生产基地，分别位于北京的上地，上海的浦东，广东的惠阳，年产规模为500万台电脑，实现大规模生产，有效的降低了成本，可以对抗价格战。

⑤产品质量控制严格，出产产品质量高，同时很重视研发和创新，为企业的发展提供了很大的动力。

⑥联想的售后服务一直在同行业享有盛名，这也是其能在激烈的IT行业立于不败之地的又一法宝。

2、劣势(Weakness)①全球PC市场所占份额较少。

4Ps营销策略组合的角度分析中小企业营销TITLE 1: PRODUCTProduct is the first and the most fundamental element of the 4Ps marketing strategy. It refers to the goods or services that a company offers to the customers for purchase. In the context of small and medium-sized enterprises (SMEs), product development is one of the most significant challenges faced by the entrepreneurs. This paper focuses on analyzing the product-related marketing strategies of SMEs and their role in the success of the business.Firstly, SMEs need to identify the market demand and analyze the customer preferences before developing the product. Conducting market research can help the entrepreneur identify the gap in the existing products in the market and accordingly develop the unique selling proposition (USP) of the product. SMEs need to concentrate on the quality of the product that sets them apart from their competitors. The product should not only meet the customer expectations but should also exceed them to build long-lasting relationships with the customers.Secondly, product differentiation can also be an effective marketing strategy for SMEs. By offering a unique product, SMEs can attract customers who want something different from the existing products in the market. However, product differentiation should not undermine the quality and the functionality of the product. The entrepreneur should also focus on creating a memorable brand image for the product that resonates with the customers.Thirdly, the pricing of the product can also impact the success of SMEs. SMEs need to do a cost-benefit analysis to determine an optimal price range that can yield maximum profits for the business. Pricing strategies such as dynamic pricing, psychological pricing, and bundling can also help in increasing sales and revenue.Fourthly, promotion is another crucial aspect of marketing the product of SMEs. The entrepreneur needs to strategize the promotional campaigns to reach the target audience effectively. The promotional campaigns should aim at emphasizing the USP of the product and creating a buzz around the product. Social media platforms, email marketing, influencer marketing, and offline advertising can all be effective promotion channels.In conclusion, the product is the backbone of any business, and SMEs need to develop their product keeping in mind the customer demand, quality, and differentiation to succeed in the market. The four strategies mentioned above – quality, differentiation, pricing, and promotion – are interdependent and need to be approached strategically to achieve the desired results.TITLE 2: PRICEPrice is the second element of the 4Ps marketing strategy. It refers to the cost that the customers need to pay to avail the goods or services offered by the SMEs. For SMEs, pricing is a challenging task as they need to balance profitability while attracting customers to the business. This paper analyzes the pricing strategies adopted by SMEs and their role in the success of the business.Firstly, SMEs need to determine the cost of producing the product or service. The entrepreneur should include not only the direct costs but also the indirect costs such as rent, salaries, and taxes while calculating the cost of the product. This will help in determining the minimum price required to cover the costs and yield the desired profit margin.Secondly, SMEs can adopt a cost-based pricing strategy that factors in the production cost, desired profit margin, and the prevailing market rate. This strategy can ensure that the price of the product reflects the value that the customers associate with the product. However, this strategy needs to be adopted strategically to ensure that the price of the product is competitive in the market.Thirdly, value-based pricing is another effective strategy adopted by SMEs. This strategy is ideal for SMEs that offer unique and high-quality products or services. The price is determined based on the value that the product or service offers to the customers. The entrepreneur can charge a premium price if the product or service fulfills the customer requirements in a unique way.Fourthly, dynamic pricing is a strategy adopted by SMEs that sell products or services that have high demand fluctuations. The price of the product is adjusted based on the time of purchase, demand, and availability of the product or service. This strategy can help SMEs maximize their profits while ensuring that the price stays competitive in the market.To conclude, pricing is a sensitive matter, and SMEs need to adopt effective pricing strategies that factor in the cost, value, demand,and competition to succeed in the market. The entrepreneur needs to assess the market trend and customer demand to adopt the pricing strategy that yields maximum profits and customer loyalty.TITLE 3: PROMOTIONPromotion is the third element of the 4Ps marketing strategy. It refers to the communication strategy adopted by SMEs to create awareness and interest in their products or services. For SMEs, promotion is a crucial aspect of their marketing strategy as it helps in reaching their target audience effectively. This paper analyzes the promotional strategies adopted by SMEs and their role in the success of the business.Firstly, SMEs need to identify their target audience and their preferences before developing a promotional strategy. The entrepreneur can use online and offline tools such as surveys, social media platforms, and focus groups to identify the audience and tailor the promotional campaign accordingly.Secondly, the promotional campaign should focus on the unique selling proposition (USP) of the product or service that sets it apart from its competitors. The entrepreneur should highlight the benefits of the product or service that resonate with the customer needs and preferences. The promotional campaign should aim to create an emotional connection with the customers that inspires them to make a purchase.Thirdly, the promotional campaign should be designed to suit the budget, time frame, and nature of the product or service. Theentrepreneur can use a mix of promotional channels such as social media platforms, email marketing, influencer marketing, and offline advertising to reach the target audience effectively.Fourthly, the promotional campaign should also aim to create a memorable brand image for the product or service. The entrepreneur can use multimedia elements such as visuals, testimonials, and storytelling to create a brand image that resonates with the customers. The branding should aim to create a perception of quality, trust, and reliability.In conclusion, promotion is a crucial aspect of SMEs' marketing strategy, and the promotional campaign should be tailored to the target audience, product, and budget. The promotional channels, branding, and messaging should aim to create emotional connections with the customers that inspire them to make a purchase and build long-lasting relationships.TITLE 4: PLACEPlace is the fourth element of the 4Ps marketing strategy. It refers to the distribution channels adopted by SMEs to make their products or services available to the customers. For SMEs, place is a critical aspect of their marketing strategy as it helps in reaching the target audience effectively. This paper analyzes the distribution strategies adopted by SMEs and their role in the success of the business.Firstly, SMEs need to determine the best distribution channel that suits their product or service. The entrepreneur can choose from arange of channels such as direct selling, retail stores, e-commerce, and wholesale dealers. The choice of the channel should depend on the nature of the product or service, target audience, and the entrepreneur's budget.Secondly, SMEs can adopt a multichannel distribution strategy that uses a combination of distribution channels. This strategy can help SMEs reach a wider audience and improve their brand visibility. However, the entrepreneur needs to ensure that the distribution channels are integrated and do not cannibalize each other's sales.Thirdly, SMEs should also ensure the availability of the product or service in the chosen distribution channel. The entrepreneur needs to ensure that the product is easily accessible and available to the customers. The product should be distributed to the channels based on the customer demand and the channel's reach.Fourthly, SMEs need to ensure the quality of the product or service during the distribution process. The entrepreneur needs to ensure that the product is handled and transported correctly and reaches the customers without any damage or deterioration in quality.In conclusion, place is a critical aspect of SMEs' marketing strategy, and the distribution channels should be selected based on the nature of the product or service, target audience, and availability. The distribution channels should aim to improve brand visibility and ensure the availability and quality of the product or service.TITLE 5: PRODUCTIVITYProductivity is a critical aspect of the success of SMEs. It refers to the efficiency and effectiveness of the business process and the ability of the business to optimize resource utilization. In the context of marketing, productivity can play a significant role in enhancing the profitability and the customer satisfaction of SMEs. This paper analyzes the role of productivity in SMEs' marketing strategy and its impact on the business's success.Firstly, SMEs need to optimize their production process to ensure maximum efficiency and effectiveness. The entrepreneur needs to ensure that the production process is streamlined and that the resources are optimized to minimize the cost per unit. The production process should aim to deliver the product or service within the stipulated time frame to meet the customer demand.Secondly, productivity can also be enhanced by automating the business processes. The entrepreneur can use technology tools such as customer relationship management (CRM), inventory management software, and automated customer service to optimize the resource utilization and ensure maximum efficiency.Thirdly, productivity can also be enhanced by investing in the training and development of the workforce. The entrepreneur needs to ensure that the workforce is trained to use the technology tools, and the skills required to provide quality customer service are imparted.Fourthly, productivity can be enhanced by adopting a performance measurement system that tracks the performance of the businessprocess and provides actionable insights to improve efficiency. The entrepreneur should regularly monitor the performance of the marketing strategies and make modifications to improve effectiveness and profitability.In conclusion, productivity is a significant factor that can play a critical role in the success of SMEs' marketing. The entrepreneur needs to optimize the production process, automate the business process, train the workforce, and adopt a performance measurement system to ensure maximum efficiency and effectiveness.TITLE 6: PEOPLEPeople refer to the customers, employees, and stakeholders of the SMEs. In the context of marketing, people play a significant role in building the brand image, creating loyalty, and enhancing the profitability of the business. This paper analyzes the role of people in SMEs' marketing strategy and their impact on the business's success.Firstly, SMEs need to understand the customer needs and preferences to develop a marketing strategy that resonates with the customers. The entrepreneur should develop a customer-centric marketing approach that prioritizes customer satisfaction and loyalty. The marketing strategy should aim to build an emotional connection with the customers that inspire them to make the purchase and recommend the product or service.Secondly, the employees of the SMEs play a crucial role indelivering quality customer service and building the brand image. The entrepreneur should invest in the training and development of the employees to develop the skills required to provide quality customer service. The employees should be motivated and incentivized to provide the best possible experience to the customers.Thirdly, stakeholders such as suppliers, partners, and investors can also impact the success of the SMEs' marketing. The entrepreneur needs to maintain a healthy relationship with the stakeholders and ensure that they are aligned with the business's vision and goals. The entrepreneur should also communicate the marketing strategy and its implications on the stakeholders to develop a common understanding.Fourthly, the entrepreneur should also leverage the loyal customers to enhance the brand visibility and attract new customers. The loyal customers can provide testimonials, feedback, and referrals that can be used in the promotional campaigns and improve the product or service based on the customer feedback.In conclusion, people are a critical aspect of SMEs' marketing strategy and play a significant role in enhancing the profitability and customer satisfaction. The customer-centric approach, employee training and motivation, stakeholder management, and customer loyalty can impact the success of the SMEs' marketing strategy.TITLE 7: POWERPower refers to the ability of the SMEs to influence the market and the competition. In the context of marketing, power can play a significant role in developing a competitive advantage and enhancing the profitability of the business. This paper analyzes the role of power in SMEs' marketing strategy and their impact on the business's success.Firstly, SMEs need to identify their sources of power, such as the quality of the product or service, unique selling proposition, customer loyalty, and market share, to develop a marketing strategy that covers the competitive advantage. The entrepreneur should use the sources of power to develop a unique marketing approach that sets the business apart from its competitors.Secondly, SMEs can leverage the power of partnerships to enhance their market share and reach a wider audience. The entrepreneur can develop partnerships with other businesses, influencers, and media platforms to improve the brand visibility and reach the target audience effectively.Thirdly, SMEs can adopt a proactive approach to market research and competitive analysis to remain relevant and competitive in the market. The entrepreneur should constantly monitor the market trends, customer preferences, and competition to adapt to the changing environment and maintain the competitive edge. Fourthly, SMEs can also leverage the power of innovation to develop new products or services, improve the existing ones, and create a unique selling proposition. The entrepreneur should encourage creativity and innovation among the workforce andinvest in research and development to improve the business's competitiveness.In conclusion, power is a significant factor that can impact the success of SMEs' marketing strategy. The entrepreneur needs to identify the sources of power, develop partnerships, monitor the competition, and invest in research and development to ensure maximum competitiveness and profitability.GRADUATION SUMMARY:The 4Ps marketing strategy – Product, Price, Promotion, and Place – is a fundamental concept that SMEs need to master to succeed in the market. The marketing strategies adopted by SMEs should be tailored to the nature of the product or service, the target audience, and the business's budget to enhance the profitability and customer satisfaction. The seven titles – Product, Price, Promotion, Place, Productivity, People, and Power – analyzed the different aspects of SMEs' marketing strategies and their impact on the business's success. The entrepreneur needs to adopt a holistic approach that integrates these elements and focuses on innovation, customer satisfaction, and competitiveness to achieve the desired results. The role of the graduation supervisor is to guide the students to develop a comprehensive understanding of the 4Ps marketing strategy and its relevance to the SMEs' success. The graduation supervisor needs to provide practical insights, resources, and mentorship to help the students develop effective marketing strategies and succeed in their business ventures.。

Analysis of 4p- Production, Price, Place and Promotion Production:There are three basic market strategies, including scale, market segment and differentiation. From the view of Zhao yang Lenovo laptop operation, Lenovo can skillfully choose appropriate market strategy in the right time. For example, before the 1992, agent of AST computers is their main market while their own voice is very weak. But from the beginning of 1992, Lenovo was eyeing Chinese vast domestic market, launching a new concept that is home computer. After that, it successively launched “Lenovo1+1”, the first generation computer and the second generation computer. Lenovo impressed the customers by their lower price than foreign computers. At the same time, Lenovo set up store system extending to the streets, communities and so on, popularizing and broadening the home computer market.Now Lenovo provides ThinkPad laptop computers and Think Centre desktop for customers all over the world. What’s more, the Think Vantage Technologies software tools, Think Vision display and a series of PC accessories and options are equipped with the Lenovo products. In China, Lenovo PC products’ market share has already been up to one-third. The Lenovo is so popular with Chinese users relying on their advanced technology, the function of the easy to use and personalized design and diversity of the solutions. Lenovo also has a rich produce line for theChinese market, including mobile handsets, servers, peripherals and digital products and so on.Price:Lenovo Company realizes that if you want to survive and develop in the fierce competition, it is impossible to not have brand support. Lenovo adopted “high-quality, low price” sales strategy. In order to improve the company’s profile and create their own brand, they don’t hesitate to sacrifice short-term profits. For example, when they developed and produced the Lenovo 286 production, they paid more attention to the management of quality and strict with the each link of purchasing, manufacturing and processing so that their product quality rank high in the same 286 products. Due to the strict quality requirement and using high-grade components, Lenovo’s cost is higher than Taiwan and Hong Kong’s manufacturers. However, Lenovo didn’t increase the price of their products but to take the low price strategy- every product’s price is lower than the similar products of Hong Kong’s market. At the beginning, Lenovo’s “high-quality, low price” made the company suffer major losses. The company sold 8000 pieces of brand every month. It not only didn’t take profit for Lenovo, but also deficit ten thousands dollars. The company totally deficit one hundred thousands dollars in several months. Fortunately, because of the 286 products’ life was short, the time of loss didn’t last long. What’s more, Lenovo created their own reputation due tothis and absorbed many loyal customers. Because of good brand image, Lenovo achieved extreme success when they launched the high-grade microcomputer 386 and 486.Place:Marketing channels can be roughly divided into two parts- marketing channels and distribution channels. Lenovo’s main distribution channels are to open several factory-outlet stores in various provinces. Direct sales can reduce the flows of the intermediate links and make the enterprise directly face market so that the enterprise can master exact sales situation. This kind of form make Lenovo controls the Chinese computer market and gets more profits. Distribution channels is to cooperate with computer agents that make up to direct sales’disadvantage of limit markets and make contribution to some kind of brand occupying national markets. Now Lenovo adopts two forms - distribution and agent for the sale in order to reduce part of cost of employees. In spite of this, Lenovo’s success thanks to its marketing model and its essence profit from customizing according to the need-directly sell the products to their customers. Another advantage is that they can communicate with customers directly and master customers’materials so as to utmost segment the customers’ demands and capture tiny changes. At last, they can embody the understanding of customers on the products and keep sensitive and rapid response of the market.Promotion:Lenovo Computer holds many times large-scale promotional activities throughout the country including the focus of business computer extension and strong summer sales promotion activities and preferential benefits promotion policy and eventually obtain significant results. The Lenovo had ever a slogan- if lose Lenovo, how will the human beings? This is a kind of promotion form. Lenovo associates the brand strategy with their enterprise image publicity, production promotion and scale promotion so that brings good economic and social benefits. In the recent ten years, Lenovo’s whole brand strategy can be roughly divided into four levels- product advertising activities, market promotion activities’ public relations activities, government public relations activities and build and develop the required environment of activities. All in all, Lenovo can make relative market planning according to Chinese national conditions, market demand and brand strategy and so on.。

Lenovo's business strategy of entering internationalmarketIntroductionChoosing what kind of strategy to enter the overseas market is not only important to the business success of accessing to overseas markets, but also important to the business to further develop and expand. This influences the company's competitive position in the global market and international development pace. This management report is based on the related theory, company’s advantages and the objective s of the international business company. Its aim is to put forward for Lenovo to enter the international market and international business model design.1. Lenovo business backgroundLenovo was founded in 1984 by the CAS Institute and being invested 20million Yuan. The founders are 11 scientific and technical people. And today Lenovo has grown into a diversified development large enterprise groups in the information industry. At the beginning, the turnover of the company is only 300 million. But the number was 1.1 billion i n 1994 and 30 billion i n 2004 in annual sales development. Today's Lenovo Group is China's leading IT Company. It is primarily engaged in the desktop computer, notebook computer and mobile phone devicesand servers .It has developed into a diversified development company. Lenovo has been across two steps from its beingset up: Before the 90s in the 20th century, Lenovo was mainly a trade-oriented enterprise. Survival is the main purpose; the secondAfter stage is the development of its own brand in the later ten years.20 years’ development, Lenovo has been ranked first in Asia in the computer industry, dominating the Chinese market; the future of the space is the global market and global competition.2 Lenovo Corporate CultureLenovo has made brilliant achievements and attracted worldwide attention in the past 20 years in the territory of China. It is a charming legend of Chinese enterprises. T hen what is Lenovo’s secret of success? Through the course of development and the understanding for Lenovo business culture, we think the success is based on different stages of the corporate culture and making theappropriate adjustments according to the situation. Thatis, with the transition o f the company time after time, that the cultural evolution are carried out again and again.Recalling the past 20 years, the association of11people enterprises has developed as a major international enterprise groups.Liu and 11 others started by 20 million to set up the Institute of Computer Technology - the predecessor company. This stage primarilyused technology services to accumulatefunds through open market with its competitive products. The corporate culture of this period mainly represented that entrepreneurs developed that the researchers stood behind the counter and made some Lenovo rules, etc to explore the managementof enterprise management. Among them, the association put forward that we want the results not the process and the benefits notthe effort. The market outlook included the quality is life, the user is Queen and the reputation is even more expensive than gold.2.1 Liu's business and customer cultureThe culture of Liu’s period emphasized the pursuit of a strong executive. In 1984, Lenovo was set up in a square room of the Chinese Academy of Sciences. 11 staff started the business by 20 million invested by CAS Institute of Technology. What Lenovo face during thisperiod is related to the competitive pressures of survival. They are full ofdetermination to start business and full o f the spirit t o overcome allAt that time Lenovo often say that we should let 5% of difficulties.possibility turn to 100% of reality. This is a very strong entrepreneurialculture shown in the environment at the time. In the view of Liu’sword being word, action being action which is executed firmly, the staffshave a very strong response. This will help Lenovo the target ofcustomer-centric orientation at this time. Lenovo believes that thecustomer is queen, and treating customers are going to face the cold ass.This reflects the association has strong customer awareness. Fromchanging from scholarship to do the market, Lenovo began tounderstand what to be concerned about is what customers need,consider what products we should go for sale, consider how to controlcosts in order to earn money, consider creating our own brand. As aresult, business sense builds up step by step Lenovo people often saythat there is no master. It is ourselves lead us into the door of themarket; At the same time, the most impressive cultural memories haveto be realistic and enterprising spirit of the association, which requirespeople to have the spirit o f down to earth and the realistic spirit o fmaking progress.2.2 Yang's strictness and entrepreneurial cultureWhen the company first got into the business and a long-termsustainable development objective shown in front of Lenovo, the corporate culture walks toward the rules-oriented. Lenovo people want precise and efficient rules, want everyone to be strict, serious, active and efficient. They put a lot of things into one workflow system to have specifications. They say obeying the three principles of working, turning around the rule. The behavior of employees needs to be regulated, howto carry out the business needs norms, businesses management alsoneeds to be regulated. Lenovo culture gets into a strict culture period. That strict c ulture as a management style appears at this time is conducive to the overall management level. The company promotes thestrict accurate culture of this period which ensures the rapid development trend of Lenovo's 1997-1999 three-year.When the company got more and more developed, more and more departments, Lenovo discovered that simple strict culture is not conducive to focus on collaboration within the company. So this period Lenovo spoke more about team sense, telling us the truth that how towork in little company, how to be a man in large company. Meanwhile,the company advocated equality, trust, appreciation, affection of family culture to make Lenovo a little more conducive to collaboration withinthe company's air. Family culture promoted mutual support, promotedmutual customer philosophy, implemented matrix management model,required the co-ordination between departments and levels andresource sharing, promoted equality, trust, appreciation and affection. At this time the corporation culture began the transition that is guidance from the rules to the support. In 2000 Lenovo formally definedthe support of family-oriented culture. Yang yuan qing is Called From the revered teacher, to the respected the manager, now as Yuan Qing. Three such changes have been achieved for China's IT flagship corporation for 17 years after its setup. Yang admitted: Lenovo was more left early in the days and family composition is relatively small. So we began to emphasize the family culture two years ago. There will be a fixed day each month, leading members of the team standing in front ofthe company to meet the staff. Yang let all Lenovo employees call him Yuan Qing. Who called president Yang would get a fine of 100 Yuan. Lenovo stressed family culture for a time. Researchers at the Institute follow the work in Silicon Valley, such as the allocation of working hours can be on their own decision, casual dress in the office and so on. Yang also proposed that in the staff birthday, present birthday cake asthe company name; even on Valentine's Day let everyone get off to date early. Family culture is the content of building creativity i n a more relaxed, vibrant atmosphere.Since the moment the new generation of Yang truly took over the future from the older generation Liu, Lenovo began its new journey, which is Lenovo's second business. Lenovo now advocate entrepreneurialculture on the basis of culture in the family. In the full sense of post-industrial designed Lenovo's new building in Shenzhen, offices, elevators, cafeterias and even bathrooms can find small banners everywhere associated with the entrepreneurial culture. Yuan Qing want to always remind people to think that let everyone back together to have a self-made spirit to face the current competitive environment. Lenovo's new entrepreneurial culture is precisely in line with the profound sentiment which Yang points: Lenovo ten years, the most basic thing which never should be lost, is never satisfied, keep making progress, look at the big, lofty goals. There is a goal, then always another goal, which is the kind of jumping to reach.If the Lenovo culture which is from an entrepreneurial culture, clientis on behalf of the company’s culture to strict culture, family cultureculture of past and present, then the culture which is about to start the business is Lenovo's future culture. Therefore, the culture is Lenovo's core competitiveness. Today it is the culture that creates Lenovo. Lenovo is not only changing their culture step by step, but also creating their own culture in another step. In Lenovo's cultural construction, Lenovo have learned international advanced enterprise culture, and ultimately the unique formation is formed. This is Lenovo's business model of cultural development at different stages of development and showing a different orientation. The development of corporate culturespiraled up. In general, the company carries out the evolving corporate culture from the innovation (first business) oriented, goal-oriented, rules-oriented, support-oriented and high level of innovation (second business) oriented and finally form the formation of spiral trend.3 Lenovo’s challengesDecember 2004, "Lenovo" took over IBM PC Division by huge amountsof money of the company, which caused great shock and marks that Lenovo began to walk the road of export-oriented by the help of "International Strategic Alliances". Lenovo's international road faces complex international market. Lenovo needs to build up its own comparative advantages. Through the integration of the IBM brand, management and channel edge, it needs to form a unique competitive edge.Beijing December 8, 2004 in Beijing, Lenovo Group announced it getthe acquisition of IBM's global PC business as total 1.25 billion, including business desktop and notebook business. Specifically, Lenovo paid 1.25 billion, including 0.65 billion in cash and 0.6 billion stock composition of Lenovo. The Chinese shareholder, Legend Holdings will hold a stake of around 45%. IBM will own about 18.5% ofthe shares. Lenovo also announced a high-level change adjustment,IBM senior vice president Stephen • Ward will serve as the new Lenovo CEO while Yang was named chairman of the company.Contact the previous March 26, 2004, Lenovo signed with the International Olympic Committee. The signing ceremony theme is: letthe world think of China. Lenovo became the 6th Olympic Partner. Lenovo's international journey has started long time ago. The acquisition is actually two acts of IT cooperation about China-US strategic partnership. Lenovo will be changed from international import-oriented to export-oriented of the road through "international strategic alliances “.Facing the new challenges of the Internet economy, the new era of Lenovo is ready to step forward at the new strategies, new journey of the oath-taking rally. As Yang who is the core leaderships of the new generation said that the culture and the new Lenovo's strategy is the first and foremost urgent problem. Then through the review of corporate culture changes, founder Liu said, "Western management emphasizes standardization. Oriental Management stresses human, family, or more artistic management. Lenovo should take the standardized and scientific management as the foundation, and regulate with human feelings and family. “‘Main ingredient’ stil l needs to be standardized.”4 International market developmentInternationalization has always been a goal and strategic objectives of Lenovo. Raising the 2001 target, the 2002 Technology InnovationConference, April 8, 2003 the new association's name, 2008 Lenovo sponsors Olympic Games, being an Olympic sponsor and the Lenovo acquisition of IBM are all tactical measures for the association International, which have become an integral part of this strategic action. This acquisition is a historical powerful combination between Lenovo and IBM. Lenovo is bullish on IBM's influence in the international and excellent technique and management resources. Modern Marketing tells us that if companies want to ensure their survival in the competition, and actively explore the market, the best way is to seek some new mode of competition in order to achieveco-existence and common development goals. In an increasingly competitive international market, the principle pursued by the previous competitors that competitors are enemies to each other has become increasingly obsolete business concepts and is abandoned by people. International strategic a lliance is just a new marketing organization having the function of both competition and cooperation.World's fourth largest PC maker Lenovo Group released fiscal earnings 2008/2009 in the third quarter. Until December 31, 2008 in the third quarter, Lenovo's net loss is up to $ 97,000,000. Lenovo Group must acknowledge its remaining issues and positive response in order to get more healthy and stable development in the current global financial crisis situation, and sustaining process of international business. Theprincipal analyst Ye Lei of Gartner which is China's leading market research firm in Chinese hardware market said 2009 is the key. Lenovois ready to fight to defend against the war.4.1 Mature markets recognition overseasThe global market is divided into emerging markets and mature marketby Lenovo. In the United States mature market, the main customershave an approval for Think Pad and Think Centre products, whileLenovo has no attractiveness. There has been a "U.S. Department ofState Procurement storm" interpreted by the industry analysts aslow-cost sales strategy in China American Psychological conflict. Lenovo Group former vice president and chief marketing officer De Puke • Advani pointed out that Lenovo is really not fully involved in all over about small businesses in the U.S. market, in product, market accessand other aspects related to the brand. He pointed out actually "It contains a full market opportunities inside it." As a result, Lenovo will be in broader product coverage in the United States. The market is not just the Think brand, but also focuses on small business users. Onlythe multimedia home user market is not being involved. Therefore, in mature markets recognition overseas, only the Lenovo Group seize this opportunity in the complete market, its international business can be protected.4.2 New product market opening upIn the business strategy, product strategy for Lenovo Group International Trade, we have already explained that in the third quarterof fiscal year 2008/09, it is high time for Lenovo to launch a Netbook. At that time Asus was selling netbooks, but Lenovo worried about that the netbook would fail to keep up the pace of PC market. So Lenovo oncehad a negative attitude towards the market. But when the netbook started to show the market's early growth, Lenovo is still a attitude of seeing. It is the positive attitude that let Lenovo lose opportunities in the shopping mall. And meanwhile it led to miss opportunities to avoid the crisis for Lenovo. As many manufacturers have started entering the netbook market, Lenovo finally reached the market. So seize the opportunity to develop new products for Lenovo later days in the market should be a good suggestion.In international business course, Lenovo should do develop new products to get more market share, seize new opportunities in time andhave a keen insight into the market.4.3 Human ResourcesThe accumulation of human resources plays a key role in business growth for IT Corporation. Lenovo has been hired former IBM executive Stephen Ward • M as the new Lenovo's CE O, former senior vice president of Dell William •J • Amelio as president and CEO, formerpresident of China Dell Michael David as president of Lenovo in Asia Pacific and Lenovo senior vice president. Lenovo announced that former Vice President Gerry Smith of Dell took over Liu Jun’s position who is the original senior vice president. Stakeholders once reckoned that Lenovo was changing into "Dell". And if Lenovo truly wants to become a successful international entrepreneur, it must have international talent, and the courage to reuse experienced personnel in order to have the opportunity to gain surprise.Followed by the acquisition of IBM PCD, the internal association breedsa culture of inertia. It represents mainly that the weak performance in innovation, the negative promotion at business model and the setbacksfor the PC market sensitive (such as the netbook market in the late judge). Lenovo personnel innovation incentive mechanism should be established. Except in the marketing model, staff motivation and successful innovation on the organization, Lenovo should eradicate the culture of inertia of the staff in the most important technological innovation. So let it be a business full of vitality and vigor. Therefore, in the international business, Lenovo should do to deal with human resources issues and open up better international business.4.4 Establishment of a global consumer businessIn announcing layoffs, restructuring and a series of heavy news, Lenovo has finally started to beat back to the market: In one year, Lenovo willlaunched nearly 50 consumer computer products worldwide. In this counter-attack war, China indisputably becomes the most important piece. It not only provides a successful model for the global market, but also stays ahead of a situation gesture when more powerful enemy arrives to.In the system of international business, Lenovo Group should have the ability t o resume the global sales operations in order to protect the integrity of the process of its international business.5. A more developed structureIn order to effectively carry out international business activities and ensure the strategic goals of international business, Lenovo Group should establish a strategy of the organization and a form of controlling consistent with its international business. It should continuously improve the management of the organization in the international business.In recent years, Lenovo Group makes some appropriate adjustments inthe organizational structure. And headquarters move to the United States from Beijing. But the personnel arrangements, information flowing problems, the effective m anagement of business activities, controlling and coordination problems, the level of appropriate management, the range of management issues, centralization, decentralization and allocation of responsibilities have always impactedon the enterprise's international business results.The establishment of transnational network structure represents the ability f or rapid response for the local environment. And it is a new solution for taking advantage of global economies scale, seeking places for complex needs such as the superiority of global knowledge sources.ReferenceLenovo. 2010, Annual Report and Financial Statements.Chen, F., 2001.. O mega, 29(3), pp. 221-231Emilia, R. & Sara, M., 2008.. Journal of World Business, 43(2), pp. 171-185Jarko, F. & Iikka, K., 2010.. Journal of Asian Economics, 21(3), pp. 293-303Jerry, B. & Tracy, D., 2005.. Organizational Dynamics, 34(1), pp. 89-102.Kevin, G. & Mark, U., 2003.. T ransportation Research Part A: Policy and Practice, 37(6), pp. 479-497Mika, G. & Manek, K., 2004.. International Business Review, 13(5), pp. 555-571Ming, C. & Shih, W., 2010.. Expert Systems with Applications, 37(11), pp. 7394-7407Riku, L. Mika, G., 2007.. I ndustrial Marketing Management, 36(8), pp. 1104-1117Robert, K. & Steve, W., 2002.. Human Resource Management Review, 12(3), pp. 405-418Saeed, S., 2008. . Industrial Marketing Management, 37(1), pp. 3-8.Salomão, A. & Rajan, N., 2009.. Journal of Business Research, 62(6), pp. 667-672Sanjay, G. & Vicki, C., 2008.. International J ournal of Production Economics, 113(2), pp. 914-927Susan, R., 2002.. Journal of Banking & Finance, 26(9), pp. 1889-1918。

联想集团4PS分析联想集团作为联想控股公司旗下的子公司，其主营业务有台式电脑、服务器、笔记本电脑、打印机、掌上电脑、主机板、手机等商品。

作为全球个人电脑市场的领导企业，联想从事开发、制造并销售最可靠的、安全易用的技术产品及优质专业的服务，帮助全球客户和合作伙伴取得成功。

根据美国《财富》杂志公布的2008年度全球企业500强排行榜，世界第四大计算机制造商联想集团首次上榜，排名第499位，年收入167.88亿美元。

Product(注重开发的功能，要求产品有独特的卖点，把产品的功能诉求放在第一位。

)一电脑台式机系列一·家庭娱乐个人系列1·Idea Center系列Idea Center是联想家用台式电脑的全新品牌，Idea Center可以理解为是“家庭创新中心”，针对各种类型的家用电脑用户，通过其前沿的技术，时尚的外观，以及人性化的设计，为用户的数字生活带来全新的体验！Idea Centre2·家悦H系列家悦H以健康环保的用料、稳定耐用的品质、国际流行趋势的墨玉视觉外观，带给用户超乎期望的价值，是消费者家庭日常电脑基本应用的超值之选。

二·企业与机构系列。

1·开天系列。

联想绿色电脑开天系列是立足商业大客户的安全稳定应用需求，专为企业级客户设计的节能、环保型商务办公平台，凭借节约能源、环境友善、保护健康三大顶尖特性，将绿色转化为企业竞争力，助力客户实现可持续发展。

2·启天系列。

联想绿色电脑启天系列，搭载节约能源、环境友善、保护健康三大顶尖特性，是国际化的新联家悦H想针对国内大客户量身定制的最新一代产品，新启天具有更加富有质感及活力的外观、更加贴近用户需求的功能设计、更加稳定可靠的国际化品质。

3·扬天系列。

杨天是联想与IBM合并后推出的第一款商用PC,是专为热衷于体验最新技术,崇尚简约、自由、个性,注重产品性能的商业用户打造的一款领先易用的数字办公平台。

电子商务平台4p营销策略分析主要内容电子商务平台的4P营销策略分析主要涵盖了产品、价格、促销和渠道等四个方面。

下面将对每个方面的主要内容进行详细分析。

1. 产品（Product）：电子商务平台的产品是用户在平台上购买的商品或服务。

在产品方面的营销策略分析中，应关注以下几个方面：- 产品定位：明确产品的目标市场和定位，以满足不同用户的需求。

- 产品特色：分析产品的特点和竞争优势，以便在市场中脱颖而出。

- 产品品质：对产品品质进行评估和监控，确保用户获得高质量的商品或服务。

- 产品创新：持续进行产品创新，不断提升用户体验和满意度。

2. 价格（Price）：电子商务平台的价格策略决定了商品或服务的定价方式和水平。

在价格方面的营销策略分析中，应关注以下几个方面：- 定价策略：确定适合市场需求和竞争环境的定价策略，如市场导向定价、成本导向定价或竞争导向定价。

- 价格弹性：评估产品价格对需求的敏感程度，以理解用户对价格变化的反应。

- 促销策略：分析促销手段，如折扣、满减、赠品等，以刺激用户购买欲望。

- 定价优势：评估平台的定价优势，如价格低廉、享受规模经济带来的成本优势等。

3. 促销（Promotion）：电子商务平台的促销策略旨在提高品牌知名度和销售额。

在促销方面的营销策略分析中，应关注以下几个方面：- 广告宣传：选择适当的广告媒体和渠道，传达产品的独特价值和卖点。

- 促销活动：通过举办限时促销、打折促销等活动，吸引用户的购买。

- 社交媒体：利用社交媒体平台，与用户进行互动，提高品牌关注度和口碑传播。

- 客户关系管理：建立有效的客户关系管理系统，与用户保持良好的互动和沟通。

4. 渠道（Place）：电子商务平台的渠道策略是将产品或服务传送至用户手中的方式和途径。

在渠道方面的营销策略分析中，应关注以下几个方面：- 渠道选择：选择适当的渠道，如线上渠道、线下渠道或多渠道组合，以提高产品的覆盖范围和销售额。

- 物流管理：建立高效可靠的物流系统，确保产品准时送达用户手中。

联想swot分析案例范文英文回答：Strengths (优势)。

Strong brand recognition: Lenovo is a well-known brand in the global PC market.Wide distribution network: Lenovo has a wide distribution network that reaches customers in over 180 countries.Cost-effective products: Lenovo offers a range ofcost-effective products that appeal to budget-conscious consumers.Focus on innovation: Lenovo invests heavily in research and development, which has led to the development of innovative products like the ThinkPad X1 Carbon and the Yoga series.Strong partnerships: Lenovo has strong partnerships with key component suppliers and retailers, which gives it a competitive advantage in the supply chain.Weaknesses (劣势)。

Dependence on the PC market: Lenovo is heavily dependent on the PC market, which is a mature market with declining growth rates.Competition from low-cost manufacturers: Lenovo faces competition from low-cost manufacturers, especially in emerging markets.Lack of differentiation: Lenovo's products are often seen as being similar to those of its competitors, which makes it difficult to stand out in the market.Negative brand perception: Lenovo has faced negative brand perception in some markets due to quality issues and customer service problems.Limited presence in emerging markets: Lenovo has a limited presence in emerging markets, which represents a significant growth opportunity.Opportunities (机会)。