How does Lenovo buy the ibmpc department? Or is the basket empty?

Lenovo, as an old Chinese IT enterprise, has a legend. Liu Chuanzhi, founder and current leader of Lenovo Group, has experienced many challenges in the past. In the 1990s s, the Chinese Emy of Sciences launched a more competitive product to beat foreign suppliers, at that time, the company named Lenovo computer began to produce easy-to-use personal computers for users who used computers for the first time. In 1997, the company's sales increased sharply and became the leader in the Chinese market.
However, with the decline in PC market profits, Lenovo has to consider its future. If Lenovo does not maintain a certain growth rate, it will inevitably be abandoned by the capital market, and Lenovo will lose. However, Lenovo cannot cope with the decline in the PC market.
In fact, there are almost three ways to expand growth. First, we will continue to expand the domestic market, tap the potential, and occupy the Small and Medium town markets. Second, expand the scope of the international market and make a bigger cake. Third, carry out diversified operations, and supplement in vivo losses.
Lenovo's choice of diversity at the beginning must be justified. It is difficult for residents in small and medium-sized towns in China to expand the market due to insufficient purchasing power. Lenovo has always insisted on high-price and high-grade models and is not suitable for this strategy. I believe that Lenovo has insufficient strengths in many other fields if it is going to be a foreign market. Many foreign giants, all fierce, not only have already played a fierce role in foreign markets, but have already been very keen on the domestic market. Therefore, Lenovo's choice of diversification should be appropriate and the most appropriate choice.
When Yang Yuanqing came to power that year, he was so angry that he boasted about Haikou. He did not estimate the risks of diversified operations, but only saw good news. In fact, many large enterprises in China have diversified, and there are still many successful cases. However, if you want to diversify, you must be prepared. Efforts are required to enter any business field and occupy a certain market share. Lenovo is not enough in this regard, so it is in a hurry to boast about Haikou, resulting in a lot of problems.
As an outsider, it is difficult to know the specific results of Lenovo's diversified operations, but it is certainly unable to fulfill the current goal. As a result, Lenovo had a hard time thinking, corrected its previously radical strategy, made a transformation, cut off a large number of arm bands, and changed it to a wide range of specialized units. As a result, Liu Chuanzhi publicly admitted that, the mistakes made by the leadership have laid so many people off.
But I don't know how Lenovo thinks. In fact, at the beginning of its decision on diversification, we should be prepared. The road to opening up another business is certainly not a waste of time, and there must be various kinds of pain. sticking to it makes sense. I'm afraid that nothing can be done if Lenovo gives up so easily. There must be a risk of rashness. But if you are so confused, I am afraid that Lenovo will suffer losses even more.
If diversification fails, the PC will inevitably be the fist. There are two ways to go. Lenovo seems to have learned well. it is wise to cooperate with AMD to launch a cheaper price to occupy the rural market. However, Lenovo may not be that easy to enter the international market. Lenovo has little international experience, and its innovation capability is insufficient. I am afraid that it will no longer be able to impress foreign consumers. What's more, the giants in the international market are all powerful, and this road is also full of hardships.
If IBM sells the PC department this time, it must be a very challenging opportunity for Lenovo. Although the opportunity is good, IBM is a giant after all. We are a little worried about the current scale of Lenovo. What's more, even after eating it, whether it can digest and inject Lenovo's things, integrate the original resources, and how much benefit will be produced is unknown. The reason why IBM gave up PC is because its profit is too low. People are most concerned about whether Lenovo can inject Lenovo culture into it after it swallowed up, and then bring profits. What's more, it is unknown whether such a huge transaction Lenovo has financial resources. Even if so, it is estimated that it has a great impact on Lenovo's other departments, and the risk is naturally great.
However, according to current associations, there are not many ways out. After giving up diversification, the remaining two ways are not as good as they are. Lenovo gave up these two ways at the beginning, there must be a reason. Now, Lenovo may have changed. It is no longer the original Lenovo, but the future is still difficult. I hope Lenovo will not take the initiative this time and learn to stick to it. Maybe Lenovo and IBM can find a suitable method to solve the two problems.
After all, I have submitted my resume, even though I have never put it on.