PC Manufacturer 30-year model performance or will be a curtain call

From the early technology to win, to the later products to win, and then to the current business model to win, the PC industry 30 years of development, not only the technology is constantly upgrading, product innovation process, but also the IT giants are constantly business model innovation process.　　In front of the surging mobile internet tide, all the models that run counter to it will be mercilessly discarded. Although Apple developed Apple Ⅰ and Apple Ⅱ microcomputers as early as 1976 and 1977, we still have to grant the father of the PC's crown to the Tang Estelic of IBM's micro-computer technology chief architect. August 12, 1981, IBM released its first IBM PC. At that time, IBM named it "Personal Computer (Personal computer)".　　Soon, the acronym "PC" became synonymous with personal computers and has continued to this day. It was an era of technological success.　　Intel, Microsoft, IBM and other enterprises rely on people without my advanced technology, in the market invincible. However, the short-lived. With Compaq's first IBM PC-compliant PC, Compaq Portable PCs, there are more and more compatible manufacturers on the market. After that, the computer parts of the universality and compatibility of more and more strong, part capacity is expanding, everyone can DIY pc no longer mysterious.　　At this time, who can really close to customer needs, reduce product costs, enhance customer experience, who will be in the PC war to occupy a favorable position.　　IDC posted its two-point global PC shipments on July 18, 2011, with Lenovo surpassing Acer as the third-largest, and Asus squeezing Toshiba out of the top five by a narrow margin. If we push back the 10, the global PC industry is another. In the second quarter of 2001, global PC sales fell 1.9% per cent year-on-year, to 29.8 million units. Dell, whose sales have been among the top PC makers for two consecutive quarters, is the only big PC manufacturer to achieve growth in PC sales that quarter. Dell's shipments rose 20% per cent year-on-year, to 4 million, with market share growing from 11% to 13%. At the time, Compaq, the second-ranked company, dropped 14% per cent year-on-year, with a total sales of 3.4 million units in the two quarter.　　The third and fourth IBM and HP sales have also been reduced in varying degrees. Today, IBM, a PC vendor, has no trace; 10 years ago, the strong Dell has begun to transform IT services, Compaq has been merged into HP, and the success of HP, the new PC King; Lenovo, which acquired IBM's PC business, is replicating its success in the Chinese market to other markets around the world.　　, Acer, who started out on a scale, also began to think about whether to pursue scale as its first priority. Lenovo: Moving to Mobile interconnection recently, Forbes released the "2011 China listed companies CEO pay list" aroused hot debate, Lenovo Group CEO Yang 78.72 million yuan annual salary listed in the non-state-owned sharesFirst place in the company. Whether Yang is worth so much money, perhaps just look at his salary composition will have the answer. According to Lenovo's 2010/2011 annual report, Yang's total remuneration was $11.887 million, with a base salary of only 911,000 dollars, and discretionary bonuses and long-term incentive bonuses of up to 3.297 million dollars and 7.492 million dollars respectively.　　In other words, Yang's high pay is based entirely on the performance of Lenovo far beyond the average growth in the industry's sales. From pluralism to internationalization 1984, Lenovo was born in a small bungalow in the courtyard of the Chinese Academy of Sciences, and years of sales of IBM, Compaq, AST, HP and other PC products, so Lenovo finally launched the first private-label Lenovo PC in 1990.　　1996, Lenovo's domestic PC market share first leaped first, and the title remained so far. First the association of the successes, facing the question of how to further develop.　　What kind of development model is used in front of the Lenovo people. In fiscal year 2001, with the help of McKinsey's management consulting services, Lenovo chose the path of diversification in the IT field.　　On April 20, 2001, Yang, the president of Lenovo Group, announced that Lenovo would "shift from a simple computer hardware vendor to a full-service IT service provider". However, Lenovo's performance on the diversification path is not optimistic.　　With the three-year goal of Yang's plan already hopeless, Lenovo began to rethink its past and chose a new development model--to focus on the PC business. The news that IBM is selling the PC business is the catalyst for Lenovo to accelerate its international dream. December 8, 2004, Lenovo Group in Beijing and IBM signed a formal contract, Lenovo acquired IBM's PC business.　　6 years later, after experiencing the initial stage of the merger, Lenovo is not only in the emerging markets to achieve sustained rapid growth in the mature market has finally established their footing. After the acquisition of IBM PC business, Lenovo adopted a similar international development path with Acer----continuous mergers and acquisitions. The United States of America (Gateway), the European Bai de (Packard Bell) to become their common pursuit of mergers and acquisitions, and this time, the last laugh to Acer. But Lenovo did not stop the takeover.　　Entering the 2011, Lenovo has acquired the PC business of NEC and the German medion company. From PC to mobile internet terminals, insiders believe that within five years, mobile internet terminals will achieve a greater than the traditional PC market.　　This is also the main reason for Lenovo to enter the mobile internet and start working with telecom operators and content providers. May 2010, Lenovo announced the launch of smartphone music phone. At the press conference, Mr Liu shouted "bite with apple". March 2011, Lenovo launched the Tablet PC le pad. In mid-March, Mr Liu said it was a clear general direction that tablets replace laptops as consumer products., since it is a direction, can not be defeated. HP: A couple of months ago, the industry was rife with rumors that Hewlett-Packard's PC business was about to be sold to Samsung, sparking a panic among partners, including the supply chain. After all, IBM used to be a hand in the transition to service. The uproar has kept the helm of Hewlett-Packard's soon.　　He quickly clarified that PCs were still a key business for HP and would never be sold, but he acknowledged that HP was indeed undergoing a difficult transition. Does the PC matter? During Carly's reign, Hewlett-Packard launched a surprise merger, and Compaq was put under its command. Since then, HP has rushed to the top of the PC-scale economy.　　In the open-led PC sector, increased competition and finer-trade unions have made product prices closer to cost, and low profit margins have led to HP's reliance on economies of scale to pull profit margins. If from Compaq, Hewlett-Packard has almost witnessed the whole process of PC development so far. In the era of cloud computing and mobile Internet, while client demand remains high, growth has shown signs of stagnation, a major challenge for HP's PC business.　　Although HP has a very long product line in the field of personal computing equipment, most of it is isolated, and it desperately needs a bead line. Four-and-a-ton HP is looking at palm, which has a strong technical strength but is unsustainable in the marketplace.　　In 2010, Hewlett-Packard bought palm for 1.2 billion dollars to gain operating system webOS, with the intention of using webOS as a technical spindle, to build a new ecosystem, and to promote the full range of information products through seamless interconnection. "We only have control over software and hardware to bring about better differentiation."　　"The core value of webOS is to allow users to quickly find the information they need when they have a variety of mobile devices," said Steven MacArthur, general manager of applications and services at HP Information Products group Mobile products. The introduction of webOS will directly contribute to the restructuring of HP's PC business. According to HP's plan, expanding the use of webOS is inevitable. Hewlett-Packard CEO Leo Apotheker said in a media interview that HP's webOS plan not only applies the system to tablets and smartphones. He said HP plans to provide its partners with webOS to help them provide mobile services to their users.　　HP is also negotiating on the issue of authorizing webOS mobile software to other hardware manufacturers. HP already has a smartphone and tablet computer based on webOS, but the pace of promotion is less than satisfactory. In China, the two types of products have not yet been listed, and PCs and printers with webOS are still planned. HP's test is that the number of webOS applications needs to be quickly upgraded to an order of magnitude.　　And under the attack of Apple and Google, how to quickly break through in these areas, and with the traditional PC sales to form synergies, it is worth more effort hp. Dell: Direct mode is no longer unstoppable.Dell has taken Dell to the top--it took only 4 years to start the PC business, to open up international markets and to make a successful IPO.　　After that, in the face of HP, Lenovo and other IT vendors of the siege, Dell more and more helpless, had to change the direct model, embarked on a transformation trip. "Direct mode is not Faith" 1984, the 19-year-old Michael Dell, with a love of computers, took a 1000 dollar venture capital to create his own company-Dell computer company. The company became the first company to assemble computers based on customer demand. Later, Michael Dell defined this business model as a direct pattern.