联想并购案例英文版剖析.doc

Table of Contents TOC \o 1-3 \u 1. Introduction PAGEREF _Toc373276698 \h 31.1 The Chinese MA situation PAGEREF _Toc373276699 \h 31.2 Purpose PAGEREF _Toc373276700 \h 32. Brief summary about the case PAGEREF _Toc373276701 \h 42.1 Introductions about Lenovo PAGEREF _Toc373276702 \h 42.2 Case Summary PAGEREF _Toc373276703 \h 53. Important Factors Analysis PAGEREF _Toc373276704 \h 63.1Synergistic Effect PAGEREF _Toc373276705 \h 63.2 Integrated the human resources and resolved the labor cost problem successfully PAGEREF _Toc373276706 \h 63.3 Resolved the difficulty of blending two brands PAGEREF _Toc373276707 \h 63.4 Well-designed corporate management plan PAGEREF _Toc373276708 \h 74. Assumed Risk Analysis PAGEREF _Toc373276709 \h 74.1 Deal risks PAGEREF _Toc373276710 \h 74.2 Cave-out risks PAGEREF _Toc373276711 \h 84.3 Integration risks: cultural and operational PAGEREF _Toc373276712 \h 94.4 Political risk PAGEREF _Toc373276713 \h 104.5 Brand risk PAGEREF _Toc373276714 \h 105. Solution to the risks PAGEREF _Toc373276715 \h 115.1 Original deal: pre-private equity involvement PAGEREF _Toc373276716 \h 115.2 Final deal: private equity firms get involved PAGEREF _Toc373276717 \h 126. Recommendations PAGEREF _Toc373276718 \h 136.1 Further Research and Development PAGEREF _Toc373276719 \h 136.2 Culture Conflict Problem PAGEREF _Toc373276720 \h 136.3 Attract New Customers PAGEREF _Toc373276721 \h 146.4 Internationalize Achievements PAGEREF _Toc373276722 \h 146.5 Positioning Correctly PAGEREF _Toc373276723 \h 146.6 Rationalize Their Pricing Strategy PAGEREF _Toc373276724 \h 146.7 Grasp Opportunities PAGEREF _Toc373276725 \h 157. Chinese restrictions on foreign MA activities in China and the rationale behind PAGEREF _Toc373276726 \h 157.1 Qualifications of acquiring firm PAGEREF _Toc373276727 \h 157.2 Decentralization of authority PAGEREF _Toc373276728 \h 167.3 Classified approval PAGEREF _Toc373276729 \h 177.4 Asset selling restrictions PAGEREF _