Qiaofeng Zheng's List: SM_lenovo & GE

• Haier Group, has set its sights on the  U.S. In the last year
• best-selling compact fridge in the U.S. Now
• three biggest players in the U.S. -- Whirlpool (WHR),  General Electric (GE), and Maytag (MYG) -- are all American.
• No. 4 Electrolux Group
• leading discount chains
• $200 million in U.S. sales
• vows to hit $1 billion
• incentive to move up
• image-conscious consumers who value brand above nearly everything else
• We are going to go full range
• retailers say Haier is already well on its way
• As a result, Haier sales have grown 10% a month

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• competition in the white goods sector
• business model
• we still lack the ability to integrate the two different cultures

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• Target Setting
• three major strategies over three stages
• The first stage,
• includes the following key features
• OEC means that
• openness and fairness
• Control, Checking, and Clearance: the OEC Daily Clearing Routine
• in 1984
• speed, innovation, and the strategic business unit (SBU) program
• speed and differentiation
• three subsystems: target setting; control, checking, and clearance; and incentive mechanism
• In 2003,
• enterprise culture department
• O stands for Overall; E stands for Everyone, Everything, and Everyday; C stands for Control and Clear
• enforces firm work rules and discipline
• Daily evaluation
• The firm now
• open competitive bidding system for job placement
• resulted in satisfied customers, efficient and effective processes, motivated and prepared employees, sustainable revenue, and profit growth
• sustainable competitive advantage
• On March 4, 2002, Haier unveiled its American headquarters
• "How does the market accept my design?
• Two other key business strategies
• the second stage
• Haier's OEC management-control system and enterprise culture have the following characteristics
• Incentive Mechanism
• strong determination for long-term development in the United States
• build products to order
• doesn't compete on price
• the third stage

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• invest $6 billion
• lower the cost of health care and improve the quality of medical care
• new, lower cost medical technology
• $3 billion
• 15 percent
• electronic medical records and other medical information technology
• 100 million additional people each year
• health care division, which sells about $18 billion worth of diagnostic equipment for hospitals and health care information technology annually
• We can make money solving big problems on big global stages with technology
• GE is positioning itself to take advantage of a push to lower costs and expand health care.
• new technologies could save money
• GE plans to use its NBC television networks as a way to increase consumer knowledge about health, and will launch a daily program devoted to health in June on MSNBC

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• 1978
• Free-market economic reforms
• collapse in healthcare provision
• overhaul
• Healthy China 2020
• aims to restore universal access to primary healthcare by 2010
• 10%
• unable to afford medical care
• consumed by municipal hospitals in cities
• government funding for health
• only 10%
• rural and urban health centres
• most expensive instead of the most effective treatments
• reverse the huge disparities in access to health, particularly between urban and  rural populations
• within two years
• prevent the scandal

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• broaden and improve the delivery of health care at a lower cost
• conglomerate has a large business
• diagnostic equipment and other machines for hospitals and health care providers
• push into medical information technology, including
• government plans to increase spending on health care IT

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• 上世纪70年代初期问世的一个框架是GE－麦肯锡矩阵，该框架紧随着波士顿咨询集团著名的增长份额矩阵之后提出

• Squeeze the same technology into a portable device that weighs less than three  pounds and can be held with one hand
• and develop it in 18 months for just 60% of its wholesale cost
• forces them to be far more creative
• GE's first portable ECG designed in India for the  fast-growing local market
• ordered one to take to his rural cardiac clinics

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• December 04, 2008
• The ThinkCentre A62 uses up to 40 per cent less electricity than its ThinkCentre predecessor
• GREENGUARD
• EPEAT

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• thinking of introducing another brand under Lenovo
• in China which might meet the need of (the) Indian market

• February 02, 2006
• Currently, outside China, 75 per cent of the company's sales come from large enterprises, close to 25 per cent from small and medium businesses (SMBs) and almost nothing from consumer sales. In China, it's the reverse:
• 'emerging markets' such as India and Brazil as the key growth drivers.
• 'duplicating' in these markets Lenovo's success in China

  • similar status quo of India's market to China's
• this year it has elevated India as a separate geography
• among the fastest-growing PC markets in the world
• IDC expects PC sales to grow at 32 per cent year on year
• not only in urban but also rural areas.
• Currently, the company is offering only its 'Think' line of products
• consumer market, the company will roll out Lenovo-branded PCs
• overall PC market (both commercial and consumer) in terms of unit shipments, Lenovo ranks third with a 9 per cent market share, after HP (19 per cent) and HCL (13 per cent)
• will reach out to this market initially through more than 40 Lenovo exclusive storefronts and 100 multi-branded outlets
• look small in comparison with HCL and HP
• targeting tier II and tier III cities as key markets
• seeking new partners in regional markets
• an "express strategy" in place
• combination packages designed to suit a variety of needs and budgets
• low-budget ThinkCentre E series,
• the company's marketing division
• Lenovo ads are running in print, radio, television and the Internet.
• This market cannot be penetrated overnight. The infrastructure is different; it requires huge investments, commitment and time
• HCL and HP have both been aggressive on pricing
• Lenovo's strategy in India is the same as it is for all markets
• the two markets are very similar
• Lenovo China's research-oriented approach

  • market based
• Our business model is a global strategy customised for local market demands

  • at the beginning phase, having a lot to learn in India local market

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• IBM products have only a 12% share of the total notebook PC market, behind Dell,  Toshiba and Hewlett-Packard
• holds the No. 2 position, behind only Dell, in the commercial PC market (18.9%).
• come from the ThinkPad notebook
• The consumer desktop market is dominated by HP-Compaq, commanding 55% of the  retail market
• On the notebook side, Toshiba leads with just under 40%

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• 第四财政季度净利润较上年同期增长超过一倍
• 出售手机业务
• 电脑发货量强劲增长
• 营业务收入增长14%
• 尤其在消费市场方面
• 产业分析师预计全球个人电脑市场今年发货量将达到两位数增长
• 总发货量增长22%
• 笔记本电脑发货量较上年同期增长38%
• 在中国大陆
• 电脑发货量较上年同期增长24%
• 发货量较上年同期增长9%
• 联想在美国

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• 的极端看法
• 国企与私企的界线已变得相当模糊
• 中国国有企业将越来越能吸引顶尖人才，也很有可能越来越富有创新能力
• 从20世纪80年代起
• “政企分开”政策
• 先是在消费品行业，然后是在高科技行业和重工业，最近又行之于银行业
• 随着政府逐渐建立全方位的社会保障体系，提供医疗保险和养老的负担正在从企业转移到国家身上
• 中国企业，无论是国企还是私企，都必须经政府批准后才能开展跨国并购和其他全球化活动
• 与政府有着某种关系
• 的政治障碍
• 一个企业的所有权结构已不再是判断其价值的真实合理的标准
• 考察其组织开放度
• 对待人才的方式
• ，中国的私营企业也可能是封闭的
• 中国的国有企业可能是开放的
• 外国企业应更多地将开放的中国国有企业视为全球市场的合作伙伴
• 这种新的眼光来看待中国国企

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• 主要做了两件事
• 都是仿照美国公司
• 动机和道德规范
• 激励机制方面有困难
• 一套不同的企业文化
• 一种事业心
• 员工的追求与企业的追求结合在一起
• 股票期权在
• 一是融资能力，二是应对股东的压力
• 1998年，一些中国公司内部出现了问题
• 中国市场的起点很低
• 市场潜力很大
• 对市场进行细分
• 更了解中国用户
• 汉字本身的特征
• 中国的财务报表
• 服务看成是一个重要的战略领域

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