IBMs strategic plot.docVIP

 PAGE \* MERGEFORMAT 8 IBM’s strategic plot Acquisition activities in the Chinese enterprises to carry out international road, BenQ playing with toys, TCL also clean up the mess, Lenovo is still in overseas markets despite the continuing decline and loss, but it seems that everything is still controlled process. Lenovo is a better manager? Lenovo has taken is a better measure? Or the difference is that Lenovo’s acquisition of the U.S. companies and BenQ, TCL acquired the European business? However, Lenovo is also the first movement of the layoffs occurred in the operation of the European part of the former IBM PCD, intense cultural conflicts why Lenovo did not happen? In fact, before the acquisition, Lenovo’s international record than BenQ and TCLTo be poor, TCLAt least also the success of the Vietnamese market but also export a certain percentage, while the Lenovo addition to the failure of the motherboard business, the overseas market can be said that crop failure. From the cultural differences, the originator as the IT industry, IBM’s cultural superiority, as well as the cultural gap between Lenovo and also larger than the BenQ and Siemens, as well as between TCL and Thomson, proud of how IBM people would willingly accept the association at the mercy? So a very important reason for this is the Lenovo IBM M amp;amp; A activity has always been the Department’s strong support and cooperation, from the time when mergers and acquisitions announced that internal communication, as well as Amelio’s management, represented by the entry of the original Dell, IBM have been in The active support, including for a number of IBM executives have been replaced within the system to re-placement. IBM is co-led after the Lenovo acquisition to avoid possible conflict of cultures. It can be said, IBM to PC transfer the business to Lenovo, not a sell off, but ‘going to be launched, sending one-way’, the first over of the IBM executives reads like a ‘Huhuashizhe’, go or stay,