New Lenovo faces an unexpected war

When Sony acquired the US Columbia Film Company in that year, Dr. Sheng, with a sense of inferiority, fully authorized the US Team to operate and manage the luxury team, while enjoying a high salary in the United States, they also enjoyed Japan's permanent employment system, resulting in a loss of $2.7 billion in a few years. Will this situation happen when Lenovo acquires an ibm pc?

　　An unexpected war

The book's net asset is-$0.68 billion for ibm pc, which is sold as much as $1.75 billion due to brand and other factors. Such a transaction that needs to be interpreted in practice today and tomorrow is rendered as a thrilling event. As Lenovo was immersed in the excitement of realizing its Chinese dream, a war named "protecting the interests of its customers" was no longer expected.

Overseas giants have launched an all-round campaign. Under the "noble" banner of "protecting the interests of customers", Hewlett-Packard, Dell, apple, Toshiba, and others are determined to hold Lenovo on hold, the customer and dealer of the original IBM have been snatched, and this image is called the "IBM customer chase plan" in the industry ". A more severe battle is psychological warfare. Dell holds high the flag of American manufacturing and holds a prominent position in the United States's first-class media industry with its commitment to personalized respect for its customers, high-quality services, and low prices, it may have a strong psychological impact on IBM customers who have changed their flags. Lenovo seems quite unfamiliar with such a war.

　　A series of misunderstandings plague Lenovo!

The IBM Negotiating Team captured Lenovo's "buy for change" and worship of IBM's brand and team. In the name of the customer, they asked Lenovo to retain all its original practices, according to IBM's previous specifications, everything was done to retain the overhead of the original staff and maintain a high salary, and successfully moved Lenovo Group's headquarters to New York. Lenovo accepted IBM's requirements in 12 to 18 months. Yang Yuanqing, the new Chairman, also vowed: "We will adhere to the principle of high-value high-end IBM products. We have no compromise on this ."

Lenovo puts itself in a very passive position as soon as it comes up: Protecting the noble Royal Family of ibm pc at all costs in the mass market! This is a misunderstanding! In the market environment where PC has become a daily necessities, why can Lenovo stick to the noble lineage of PC ?! Previously, under the strong brand potential of IBM, the team failed to block this decline. Now we have changed our new home to reduce incentives and constraints. Why should the management team fulfill their mission?

Reality is intriguing. When IBM did not lose to Dell and HP in the U. S. Base Camp, Lenovo has been holding down Dell and HP in China. Why? Is Lenovo's reputation or Lenovo's high quality working? None. It is Lenovo's low price and light service! It is precisely because Lenovo regards PC as an electronic product that requires a price reduction and rapid depreciation, and invests as little as possible in services and channels to eliminate the need for many distributors, only with Lenovo's $3 billion sales revenue, can it maintain a profit of more than $0.1 billion. Ibm pc in the United States is on the contrary. It is the shelf with the high quality and high service of the royal family. The cost cannot be reduced, and the sales revenue of $9 billion is worth suffering from losses.

When Sony acquired the US Columbia Film Company in that year, Dr. Sheng, with a sense of inferiority, fully authorized the US Team to operate and manage the luxury team, while enjoying a high salary in the United States, they also enjoy the Japanese permanent employment system. As a result, a loss of USD 2.7 billion was generated in a few years. Later, I decided to abandon Sony's practice of commanding American companies with the private emotional ties of senior management, and use the common governance structure of modern companies to govern Sony's American companies, so that, while enjoying the high salary of the US management, it can also exercise its authorization and accept the assessment punishment according to the rules.

Sony's experience has inspired Lenovo. In addition to being humble and respectful of IBM's management experience, be sure to stay awake. If Lenovo moves the management model without punitive error correction to the United States, it will undoubtedly find its own dead end. New Lenovo cannot circumvent the question of how to balance former IBM employees with high salaries but engaged in general work, and Lenovo employees with low salaries but engaged in high-level management? If you maintain a high salary, the loss of ibm pc cannot be reversed. If you reduce your salary realistically, you will be faced with the passive situation of large-scale departure of staff! China's employees who make profits in the operating market have low salaries, while American employees who suffer losses have high salaries. In the same company, the management system is severely challenged because the unified rules cannot be implemented consistently!

　　Get out of misunderstanding

It seems that Lenovo has misunderstood something.

Liu Chuanzhi elaborated on Lenovo's vision at Lenovo's 20th anniversary: "The vision of Lenovo holdings is to take industrial news as its mission and to become a trustworthy and respected company, A world-renowned international holding company with leading enterprises in multiple industries." This newest value shows the source of continuous spiritual motivation for Chinese businessmen, but it is quite different from the vision of modern companies. The most fundamental vision of a modern company is to have a hierarchy of values that shift from Value Creation to value creation. The hierarchy of values is sorted by customers, investors, employees, and social responsibility. Lenovo luxury talks about the lofty aspirations of the industry to return to the country, which is a bit of a sense of reversing the value of modern companies. Employees and customers in the United States may be most reluctant to contribute to the strength and strength of China, which is far away from the sky. They felt that they were left out of the cold. This feeling was terrible and directly determined their final choice.

Value is a dynamic thing. When your company moves forward and the customer level is different, it defines many new extensions. The number one problem for Chinese companies is that they have not placed customers in the most important position. They have not produced responsibility processes and responsible organizations through the external variables of the Organization. Many of our companies are still stuck on the Creator's side and are not prepared to be humble listeners. In fact, "as long as you want" and "change as needed" share the same value orientation. The key is to understand the comprehensive intellectual and emotional needs of global customers! Merchants seek new opportunities and create businesses only by repeatedly questioning who the customer is and what the customer needs. This is the eye of the holy war.

How does Lenovo digest ibm pc? This is a problem Lenovo faces. By extension, who in China and the United States can digest each other? This is not a strategic issue of the company's competition, but a subject of competition among large countries throughout the 21st century! Lenovo needs to come out from misunderstanding and be brave, operate according to the governance structure of modern companies, and find a way in chaos! Looking at Lenovo's acquisition of IBM from this perspective and a series of crises that follow, Lenovo's efforts will be judged differently. Lenovo is better!