Lenovo, mountain, mountain-Lenovo, Lenovo, Yang-IT information
In February, the Association released its 2015-2016 earnings, despite market share in the PC market with a 21.6% top for 11 consecutive quarters, but under the influence of global PC sales decline, Lenovo′s PC shipments fell by 4.5%; and the mobile sector is even more difficult, reorganization and cleanup has 923 million mobile inventory because of one-time costs, leading to Lenovo quarterly loss for the first time in 6 years, a net loss of $ 714 million.
"Our net profit margins in the PC 5%, 1.75 billion in net profit, if not invest in new businesses, capital market earnings performance will be better. "IT leader Summit interview with reporters, said Yang yuanqing, Lenovo is now" hill climbing "process," given time and tolerance we want the outside world to realize the ideal. ”
Talking about innovation
Lenovo′s positioning as an intelligent Terminal company
Nunn: many people think that a big company′s innovative power, what do you think?
Yang yuanqing: associate research and development investment of 10 billion yuan last year. Why do you think big business innovations are no longer available, because its survival. Cultivation of innovation takes time, in the face of the most sophisticated technologies, such as AR/VR, could not immediately put it in the basket sales, technology, marketing and content are not mature.
We now have a two-tier system. A headquarters division sections of the research and development team, is a Research Institute, specializes in 3-5 years after the technology. Techworld projector phone launched last year is the part of the Institute for research and development. But we found that the it market is still immature. Sometimes cost more than a quantitative concept, because you′ll need to open the mold, ready to produce, not to lose more sales, this is the confusion of a large company.
South: Lenovo did plan to hatch innovation project?
Yang yuanqing: we have a three-legged mechanisms, business, as well as incubators. Incubator hopes for Lenovo′s strategy to invest in advance something, going mainstream into some of the technical and business ventures, with Association funds go out of business, last year we had two, including the eggplant. This year points out of ten companies.
South: hatch focuses on which projects?
Yang yuanqing: Lenovo′s position is intelligent Terminal Company, mainly around this technology and business innovations, including smart development and sharing model, invest in content items are rarely.
Discuss the reorganization of
Mobile domestic market on which to counterattack
Nunn: we see moving the group into "dual executive" mode, Xudong Chen is in charge of domestic operations, why the changes?
Yang yuanqing: first of all, Lenovo′s mobile business is complex, with Lenovo′s own, there are mergers and acquisitions of MOTO, and in global markets, emerging markets and China′s market strategy is different. Emerging markets requires scale and efficiency, as well as the protection of intellectual property, while in mature markets need to be very innovative products, has a good design and an acceptable high-premium brands. Brand promotion in June of this year we will be in a mature market.
Mix market is China, a city very ripe, medium and small cities are emerging markets. This aspect has been doing a good, first done by operators, with the decreasing subsidies and turn to the open market and the online market, so it needs a revitalization plan. Because it is very complicated, a person of its management capacity and span, it′s hard to face three very different forms, and mission and purpose are different.
So this challenge to Xudong′s ability to stay in China, he has a wealth of experience in marketing and management and product quality, while retaining a Chinese research and development team. We do not expect quick successes, hoping to play the counterattack.
South: Lenovo′s overall poor performance last year, how do you see the outside dispute?
Yang yuanqing: tell our colleagues, we have climbed a mountain peak in PC area, but does not stop there, but continued to climb to new heights, this does not refer to a specific business, but as a company to new heights.
But there are no shortcuts, fly past or ladder in the past, need to be steadfast to the mountain ready to climb again. Why do downhill because you cultivate new business impossible it has started to make money, but a lot, can consume your core business to make. Lenovo PC 1.75 billion profit last year, but released not so much because we get to invest, this is down. Lenovo today do not do phone or server, profit will be better than the market.
So, Lenovo is an ambitious company, I hope you understand the environment in which we, give a certain tolerance and time.
联想，下山，上山 - 联想,联想电脑,杨元庆 - IT资讯
今年2月，联想发布2015-2016年财报，尽管在PC市场以21.6%市场份额连续11个季度位列榜首，但受全球PC销量下滑影响，联想PC出货量下滑了4.5%；而移动部门则更加难过，因为重组与清理手机库存产生了9.23亿的一次性费用，导致联想集团6年来首度季度亏损，净亏7.14亿美元。
“我们在PC上净利润率5%以上，净利润17.5亿，如果不是在新业务上投资，资本市场的盈利表现会更好。”IT领袖峰会上接受媒体记者采访时，杨元庆说，目前联想正在“下山再攀爬”的过程，“希望外界给予一定时间与宽容让我们去实现理想。”
谈创新
联想定位为一个智能终端公司
南都：很多人认为大公司创新力不足，您怎么看？
杨元庆：联想到去年研发投入100亿元。为什么大家觉得大企业创新力不足，因为其也有生存问题。很多创新需要一段时间的培育，面对最尖端技术，比如AR/VR，不能马上放到销售的篮子里，因为技术、市场、内容都不成熟。
我们现在有两级研发体系。一个是总部事业部各个部分的研发团队，另外是研究院，专门研究3-5年后的技术。比如去年techworld推出的投影手机就是这个部分研究院研发的。但我们发现它市场技术都还不够成熟。有时候把一个产品量化比推出一个概念成本更大，因为你需要开模具、准备生产，达不到销量亏得更多，这就是大公司的困惑。
南都：联想有没有孵化创新项目的计划？
杨元庆：我们有三条腿的机制，事业部、研究院以及孵化器。孵化器希望可以为联想战略预先投资一些东西，把进不了我们主流的一些技术和业务以创投方式，带着联想的资金出去创业，我们去年分了两家，包括茄子快传。今年计划分出去十个公司。
南都：孵化主要针对哪些项目？
杨元庆：联想定位的是智能终端公司，主要围绕这一点的技术与业务创新，包括智能发展与分享模式，投资内容的项目会很少。
谈重组
手机要打好国内市场反击战
南都：我们看到移动集团变成“双总裁”的模式，陈旭东只分管国内业务，为什么有这种人事调整？
杨元庆：首先，联想移动业务比较复杂，有联想自己的，也有并购过来的MOTO，而在全球市场、新兴市场以及中国市场的战略也是不同的。新兴市场要求规模与效率以及知识产权的保护，而在成熟市场需要非常创新的产品，有好的设计以及为人接受的高溢价品牌。今年6月份我们会在成熟市场扩大品牌推广。
中国市场则是混合体，一线城市很成熟，中小城市则是新兴市场。这方面联想过去一直做得不好，一开始通过运营商来做，随着补贴降低而转向开放市场与在线市场，所以现在需要一个重振计划。因为非常复杂，一个人有其管理能力和管理跨度，很难面对三种完全不同的形态，而且使命和目的也各自有所不同。
所以这个挑战让旭东更强的能力留在中国，他有比较丰富的市场营销及管理产品质量的经验，同时保留一支针对中国的研发团队。我们不期望很快成功，希望可以打好这个反击战。
南都：去年联想整体表现不佳，您怎么看待外界的争议？
杨元庆：我们同事讲，我们在PC领域已经爬上一座山峰峰顶，但不能停在那里，而是继续攀登新的高峰，这不是指特定业务，而是联想作为一家公司面对新的高峰。
但我们没有捷径，飞过去或者架着云梯过去，需要踏实地走到山下再准备攀爬。为什么有下山过程，因为你培育新业务不可能它已开始赚钱，而是要投入很多，可能消耗你的核心业务来赚取。联想PC去年有17.5亿利润，但公布出来没那么多，因为我们拿去投资了，这就是下山。今天联想不做手机或服务器，盈利会比交给市场的要好。
所以联想是一个目标远大的公司，希望大家理解我们所处的环境，给予一定宽容与时间。