The superiority and inferiority of Lenovo: The reality of the golden mean of the hard capital operation

With 1984 as "the first year of Chinese companies", Lenovo has just set up 30 years. For a Chinese company, 30 is not a short time. In the face of fierce and brutal market competition, Lenovo not only survived, but also actively merged global assets, from a regional company established in Zhongguancun, to today's worldwide business to participate in global market competition in the international companies. Lenovo's advantages and disadvantages: The reality of the big capital operation is hard to hide the truth of the golden mean of the 2014 Fortune's world's Most admired company rankings revealed that Lenovo, although not in the All-star list, was ranked 3rd in the computer industry, up 4 from last year. It's one thing to think about. Just one months ago, two big acquisitions by the company plunged it into a "swirling controversy". Lenovo is not a "good company" in many people's eyes. Its product design moderation, the appearance of plain, in addition to price and quality on the comparative advantage, it can not find any new ideas. It does not have the innovative products and spirit of Apple, and it does not seem to be content to act as a "purchaser" and to pick up the loss business that "innovators" have lost. In the conventional sense, this seems to be a lack of entrepreneurial enterprise, in the market competition to be content, whenever the industry bleak, but generously to buy the assets abandoned by strong competitors, it seems that there is no strategic vision. If that's true. Then, how to understand Lenovo in the global industry influence and praise of the rise? In other words, is Lenovo the company a "good company" or "a Bad Company"? What exactly is its fineness? The criteria for measuring a company are multidimensional and vary by position and perspective. Shareholders value asset size, investors care about return on capital, consumers want value-for-money products or services, employees care about pay and benefits, and society is more concerned about the jobs that it can provide, and create job opportunities. It can be seen that different positions and perspectives will produce different evaluation, these voices together affect the company's reputation and image. "30" Lenovo may have been accustomed to this. However, shareholders, investors, consumers, employees, society ... Behind these seemingly different appeals is the unification of values. As a company, "earning power", "sustainable earning capacity" and "growth potential" are the core values. If it is divorced from this, it must not survive in the market, so, how to talk about innovation, how to talk about social responsibility? If according to financial writer Wu Xiaobo, with 1984 as "the first year of Chinese companies", then the association founded in this one-year-old, the year just 30 years after the establishment. For a Chinese company, 30 is not a short time. In the face of fierce and brutal market competition, Lenovo not only survived, but also actively merged global assets, from a regional company established in Zhongguancun, to today's worldwide business to participate in global market competition in the international companies. Growth is not fast. It should be recognized that the 30In the market competition, Lenovo has found its own way of survival and successful path, while benefiting from it, it will also be subject to its own history and successful experience. And the growth of a company, is its own historical extension and market factors catalyzed by the common results. Lenovo's corporate genes, as well as organizational structure and human resource reserves, fundamentally determine that their hardware manufacturers have a more secure market positioning, more reliable operational management, and a comparative advantage in competition. The global market and the changes in the industrial environment, from the outside to provide them with a variety of possible acquisition opportunities. The IBM PC business and many subsequent acquisitions have provided a wealth of experience to borrow from its cross-border acquisitions. Innovation is not groundless, more than nothing, but rooted in the specific growth of the soil of the various competitive variables of the organic combination, it often needs to rely on the impetus of strong leaders, more dependent on comprehensive organizational change and systematic corporate transformation. With Lenovo's corporate attributes and advantages and disadvantages, the difficulty, risk and cost of innovation far outweigh its resource integration and industrial expansion. So the immediate priority is to upgrade rather than transform-not to give up the increasingly low-margin PC, server, mobile phone and other hardware manufacturing business, to the field of high value-added, but should upgrade products and technology, to gain more voice, to consolidate and expand its market share in traditional hardware manufacturing, while cloud storage, Strategic layout in such areas as cloud computing. It should be seen in mainland China, as well as other emerging markets, PCs, mobile phones, tablets, servers and other hardware products still have huge market space and growth. Now in the context of strong competitors to the forefront of the transfer of the background, the acquisition of their lost bad business assets, relying on their own cost control, operational management and organizational transformation capabilities, or can do a very promising. Of course, acquisition as a means of expansion, not only to buy patented technology, business relations and team organization, such as quantifiable fixed assets, but should focus on the future, that is, these assets to existing assets synergy, combination, catalytic effect. In the reorganization of old technology, team, business relation and asset module, it is the value that gives birth to new market opportunity and pioneering ability.