Yang: Mobile Internet on explosive eve

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This is a huge market that has been repeatedly portrayed by optimists, but the warning of drowning has not gone away. And this time to enter the field of players, is Lenovo.

January 6, United States Las Vegas local time Three o'clock in the afternoon. A bar in the Venetian hotel. Not far away the * * jingle. The world's more than 100 reporters crowded in this small space. At the time of 2010 CES (Consumer Electronics Show), Lenovo Group launched a mobile internet strategy called "Le Plan". More than 20 mobile terminal products are released at the same time.

"Mobile internet is on the eve of the explosion, for PC manufacturers, this is a good opportunity to consolidate downward." "Not only has the technological environment changed dramatically, such as 3G, cloud computing and so on, but the entire ecosystem has changed a lot, making end-to-end services possible," said Yang, Lenovo's chief executive. ”

Lenovo's entry into the field is a long story. Previously, Lenovo had done the internet, such as FM365, also did the mobile phone business, but all suffered setbacks. Lenovo Mobile itself is also twists: Sold to Hong Yi in January 2007 until the November 2009 repo. Yang's explanation is: "If I was the CEO, I wouldn't do that." But as chairman of the then board, only the decision of the management team was respected. ”

It is based on this recovery that Lenovo's mobile internet strategy has a cautious secret period. Two years ago, Lenovo had produced a batch of mobile phones. Yang, with a prototype handset, found some operators ' bosses, but the operators ' bosses shrugged. Yang is deeply stimulated. It is not only proposed to shift the target market from enterprise application to consumption level, but also to put forward higher requirements in design, the object of direct locking is the iphone. Yang also killed a variety of plans four or five times.

This time, Yang thinks Lenovo's chance is coming. The most important card in his hand is the Chinese market and Lenovo's long-term advantage in the market. For chief Operating Officer Courville (Rory Read) likened him to a card player (Poker), Yang did not object. "To be a business is to be good at discovering opportunities and taking risks and finding differences in subtle places."

Unlike the enthusiasm for mobile internet, for this CES hotspot such as tablet computers, electronic books, Yang is not optimistic: "Tablets have been around for many years, e-books are not what innovation."

Inside Lenovo, Yang is famous for his sense of direction, and if he drives, even if he has never been there, he will say he knows the direction. Where does Lenovo go this time?

Two days, this reporter interviewed on this issue, including Yang, Courville and Lenovo senior vice President Liu June and other executives.

21st Century: What are the specific strategies and objectives of Lenovo's launch of the mobile Internet strategy? What organizational changes will be taken to support the implementation of the goals?

Yang: For products like music phone, we hope to be able to achieve millions sales in a year or two, if we do not reach such a magnitude, it is difficult to call success. Strategy is to first put it on the high-end, and then after a period of testing water, hoping to go to the mainstream. The low-end can be implemented. A product cannot be accepted by ordinary consumers, not explosive growth. This kind of product is not sold to one thousand or two thousand yuan, it is not the mainstream price. But this is a basic process and does not mean doing so at the outset. As for the organisational structure, we have again merged Lenovo Mobile into Lenovo Group. I would like to use such an organizational structure to operate our small size mobile internet terminals. Again, because it is close to the notebook computer, so we put it in Lenovo's existing framework to operate, consumer business, the PC side of the two, one is idea, one is Think,idea is based on consumption, think is commercial-oriented.

"21st century": Lenovo's launch of the mobile interconnection of the series of terminal products, using a lot of the same pattern as before, does it mean that the mode of relying on Intel and Microsoft has changed? Have you considered a service pattern similar to the application store?

Yang: First, Intel and Microsoft are still our very good and major partners in the traditional PC camp. Of course, we choose which manufacturer to cooperate with, mainly to see which manufacturer can give us the most meet the market requirements of parts and components products. In today's two types of smart-books and smart-phone products, we now think that Qualcomm is a better solution, and they are willing to work with us, which is complementary. They used to be just a phone company, not necessarily the Internet application and service experience, and this advantage is exactly like Lenovo's PC manufacturers have advantages. In the past, we have lacked the experience and ability to communicate in these areas, and their cooperation can strengthen our capacity in this area. This is mutually complementary cooperation, everybody hit.

"21st century": Lenovo after the biggest loss in history, Liu returned to form Liu YANGPI, and set up by the two sides of the 4-member executive Committee (LEC), LEC this year how the operation? Which problems are more noisy?

Yang: Of course, all strategic issues should be fully discussed, quarrel is a process of consensus. For example, last year we developed a strategy, we call the "left fist right fist" strategy, the defense of the left, right fist is offensive, this is a discussion. To further refine this year, further in-depth, last year in the mature market is full of battle, this year to further study in the mature market which part is offensive, which part is to defend, we may have to defend the business of the big customers, but at the same time not so conservative, we have to start attacking these trading business, Consumer business and SME customer market. These are all discussed together.

Liu June: A kind of decision is related to strategy. For example, we are not entering a field, are not exiting an area. Another activity is related to day-to-day operations. such as sales target determination and so on. As for our LEC, it is mainly positioned at the strategic level. Specifically to LEC, I am more and more vague with this kind of Chinese and foreign classification method. The impact of our cultural differences on the views of the discussion process is now quite small. We can often see that if there is a dispute, maybe four people, not four Chinese, four foreigners, but two Chinese foreigners, or a Chinese three foreigners. So the combination is changing. The difference between the pros and cons is often not divided according to Chinese and foreign.

"21st century": Lenovo proposed to do without family business, now Lenovo to their own cultural genes how to sum up? What is the global human resource allocation?

Yang: Through this year's practice, I believe that there will be more and more good Chinese companies in the future, but they are operating the global business, is an international, transnational business, management can also be the Chinese to dominate, these can be done. And it plays an increasingly important role in Lenovo. For example, emerging markets are basically based on the Chinese team, and the development of consumer products is basically based on China's base.

Courville: I worked for IBM for 23 years, and my father was with IBM for 38 years. I was also very excited when I had a chance to become a Lenovo employee. I personally flew to my father's residence and talked to him about what he thought of my job. When I come to Lenovo, I find that Lenovo is a very exciting place, like Yuanqing, very energetic, very decisive, and very willing to take risks, he is like a poker player, very willing to bear the risk, very bold such a poker Man (Poker).

Liu June: Lenovo is now implementing the idea of a mix, is a combination. Part of this combination, or most of it, comes from the culture of association of the past. Liu always particularly want to associate every employee is a business person such a concept. Of course, the other half is a requirement for professionalism. It is not possible to be a master, but to make a new arrangement if his abilities and things do not match. Today's Lenovo as a mature enterprise, it is different from other enterprises. In fact, we also have a series of human resources measures, whose fundamental aim is to establish a long-term partnership between the employees and the employees, rather than the short term. Some enterprises are completely employing the time to recruit such people, after the use of no need to do not. We still integrate a lot of old Lenovo's cultural tradition.

"21st Century": Lenovo in the acquisition of IBM's PC department has been nearly five years, since then there are some mergers and acquisitions opportunities, such as Brazil and some of the target audience, but ultimately did not achieve, Lenovo on the next merger arrangements, what kind of companies will become the target of mergers and acquisitions?

Yang: To this question I can only say that Lenovo is always open to mergers and acquisitions, as long as it is in line with the strategy may become the target, but I can not describe what kind of company.