Getting older associations, how to save ourselves? -Lenovo-IT information

These two days to see the financial sector reported on Lenovo's shares Tuesday, Lenovo's shares in Hong Kong stocks plunged 8.25%, HK $ 5.18 in the disc touched its lowest level since the end of more than four years, become the worst-performing blue chips. Companies such as HSBC and Morgan Stanley to Lenovo mobile phones businesses remained pessimistic, have lowered the rating on Lenovo stock. Founded 32 years they have already begun to face a "midlife crisis" associations, made us feel sad.

Core business had fallen, but development is weak

First of all, is Lenovo's fall in its core PC business. Sales lead thinking couldn't change, development is weak.

When the Association was born, PC industry by high-tech companies such as Microsoft and Intel to master language dominance, Association developed under the established rules of the game must look for other ways. Liu argued the cost advantage of Chinese manufacturing, China's reform and opening soon in the early 80, labor costs are cheap, land costs, Lenovo will be embedded in the trade, manufacturing and technical priorities for trade and gene.

It can be said that Lenovo's success is based on distribution systems, is the immediate return of such pragmatism, is Lenovo's market share has been rising.

"Trade" under the Association led by sales, research and development was gradually marginalized. Throughout the product development process, is a barometer of market demand, research and development with potential to move, is the humble link. And strategies across the enterprise, Lenovo, there are few large sums of money into research and development. The past 12 years, Lenovo's research and development expenses to income ratio was never more than a 2%, the cumulative cost of r $ 4.405 billion, flat with Huawei's half of a year's research and development spending.

Ingrained "trade" gene in the now advocating high technology industrial 4.0 times is so seriously hindered the development of associations and the serious lack of creative ability suggest cannot develop new products against competitors. Barrage of huge amount of money to an IBM server, Motorola's acquisition, Lenovo still more emphasis on marketing, marketing channel integration to bring about change.

Mobile business strategic blunder, brand confusion

In March 2016, associative structure adjustment, the new orientation of the four business groups--PCs and smart devices group, mobile business group, data center business group and Lenovo's venture capital group. At present, the PC more stable business development, development of mobile business is severely circumscribed by Lenovo.

Into concrete products is not a clear product strategy, moving from behind the initial high-end positioning to sea tactics, 4-5 flagship machine every year, from hardware to software compared to competitors without any originality.

Confusing phone brand positioned even after the takeover of Motorola. Motorola positioned in the high-end brand was underperforming in the high-end market Vibe brand cannot squeeze, and this market and customer for Lenovo Lenovo Mobile brand awareness under the constant pressure.

The result is that instead of using the Lenovo brand high-end Motorola break the purpose of Lenovo brand across all down, that there are high-end, middle low end, low end more low end. End are three of the Lenovo brand mobile phones are mostly at the low end of the market, mutual, and even fierce mutual sense beats at home.

First 3 months of this year, according to industry research firm IDC data show that Lenovo's handset market share ranks the fourth in the last quarter of last year, was the same as in the first quarter of this year, China brand OPPO and Vivo kicked out of the top 5 list.

Merger missteps became a drag on

Lenovo was attempted through the acquisition of IBM's low-end servers project and Motorola to make up for its weakness in the core technologies, its further globalization lies in the acquisition of global brands, but its misjudgment of the situation not only for Lenovo's acquisition did not bring the effect of one plus one is greater than two, led shares down. Lenovo also have to face the burden of integrating two huge embarrassment.

Spending huge sums to take over this mess of Motorola's results were more chaotic brand of Lenovo mobile business products. Meanwhile, direct introduction of Motorola's products, there are cultural running risks, and the risk of brain drain. Yang yuanqing, Lenovo CEO had said earlier in an interview with the media, "the staff's localization strategy, what is already expected. But in the United States, want adjustments you'll have to give money, many dollars a person. This time personnel adjustments are largely in the United States, cost a total of 600 million to 700 million dollars. " Only this one, let the Association paid a large sum of money.

After spending $ 2.9 billion takeover of Motorola, Lenovo continues for integrating it into money, is like a bottomless pit. Lenovo PC only with business profits to subsidize was dragged down by Motorola's performance.

Born again? efforts to increase research and development!

From the manufacturing industry to the Internet, from the emerging industry to the traditional industries, the research and innovation capacity of enterprises is a cornerstone of sustainable development, there is research and innovation capacity, enterprises will decline. Lenovo mobile, for example, most of Lenovo mobile phone products are in the form of outsourcing research and development completed, only a small number of high-end products with your own team. This is the low-end products are usually used in the industry. Association over time is not conducive to sustainable development.

Therefore, to give full attention to research and development capabilities.

First of all, construction of research and development personnel. An efficient research and development organization is to ensure that the basis for the efficient operation of the enterprises, reasonable structure, clear division of responsibility, good team cooperation mechanism and problems of handling, and efficient operating system and associated support systems.

Association was first established is based on NI Guangnan, a number of outstanding personnel who made a calculation of the Chinese Academy of Sciences, but LIU Chuanzhi, implementation of the "trade" after ", resulting in a large number of the brain drain. Yang yuanqing, Lenovo's current CEO's determination in improving technological innovation ability is obvious, but due to "trade and industry" about 7 years of delay, loss technology backbone, inadequate technical accumulation and other reasons, not in the short term for Lenovo's new profit growth point.

Secondly, research and development appraisal and motivation system. Developers of appraisal and motivation system determines the researcher's enthusiasm and work ethic. Working as his own enterprise in the absence of lofty ideals and dreams of the time, enterprise development appraisal and motivation system is directly related to the researcher's personal benefit. Lenovo should effort incentive mechanism of enterprises linked to the research and development work, was directly reflected by the success of research and development results in the research and development staff on salaries, improve research and development innovation spirit.

Mobile business strategy

How to reverse the negative of Lenovo mobile phones businesses profitable, become a legend of the overall profits of the top priority. As a middle-aged, had been the business, Lenovo or use the old "sea tactics" to play with millet, Meizu this online community, thinking rookie competition does a hardware device to the Internet, it is old.

Therefore, it is imperative to clear customer orientation of different brand Lenovo mobile, young's own brand, and keep pace with the current market in marketing.

Almost done the phone Huawei and Lenovo, its domestic and even overseas markets were booming, clear positioning of the product lines and solid technical research and development strength allows you to see the company strategically and tactically outstanding performance.

Huawei terminal business development, initial benefit from guaranteed market share in low-end products to achieve basic, now with their own advantages to achieve large-scale shipments of high-end products, expanded equipment profit margins.

Huawei its product lines can be divided to three, of which 199 low-end product line includes up to us $ g series, y series, and the glory series, midrange product lines of the 199 $ ~399 $ G+ series and high-end series of glory, $ 399 or more is its high-end product line Mate series and p-series. And it turns out the three grades correspond to the current market and consumer demand characteristics, and each document has an impressive array of mobile phone products.

Again such as the phone, its marketing strategies to help their brands quickly established market reputation and tonality. During a recent promotion, based on the present Lei new webcast, MAX and personally promoting millet MIUI system. A variety of interactive marketing, deepening the sense of millet interaction with fans, forming a new Word of mouth spread. Similar marketing methods to give full play to the spirit of the Internet participatory, are more likely to be accepted by the user.

Brand rejuvenation, especially radiant youth market

If Lenovo portrait, that it should be: in a period of career, honest, responsible, "middle-aged men". The impression of stability in the PC era is very useful, but in the mobile Internet era of consumer structures tend to be younger but was struggling by Lenovo's marketing. "Young world", Lenovo should effort to subvert the image of his dead uncle, efforts to move closer to the young people.

Lenovo has also made efforts in this regard, such as looking for small meat luhan endorsements, and so on. Use fans with accurate user positioning of marketing, can easily enhance young people's psychological identity. But with the stars after getting attention, and products to meet customer needs, to use fan marketing to cash, only offered to form a virtuous cycle of products.

Want to conquer the young man, first of all, with full respect for the culture of young people, and catering. Secondly, increased user participation in the marketing process, finish building the brands and users, thereby creating a sense of belonging.

From mobile business again attempts to rejuvenate the brand, Lenovo has also been aware of the existence of the problem and start trying to change. But these attempts to become Lenovo's long-term strategy and implementation, but also is a question mark. Lenovo innovation on the road, there are many hurdles to cross, the ashes, we'll see.

逐渐变老的联想，如何才能自救？ - 联想 - IT资讯

这两天看到财经板块关于联想集团的股价的报道，本周二，联想的港股股价暴跌了8.25%，在盘中以5.18港元触底四年多以来的最低点，成为表现最差的蓝筹股。汇丰银行和摩根士丹利等公司都对联想手机业务保持悲观，纷纷降低了对联想股票的评级。创办才32年却已经开始面临“中年危机”的联想，让人不胜唏嘘。

核心业务失守，研发乏力

首先，是联想在其核心PC业务上的失守。无法转变销售主导思维，研发乏力。

联想刚诞生的时候，PC行业由微软和英特尔等高科技企业掌握话语主导权，联想要发家必须在他们制订的游戏规则下另辟蹊径。柳传志主张发扬中国制造的成本优势，80年代初中国改革开放不久，人力成本、土地成本都很廉价，联想便被植入了贸易、制造、技术为优先次序的贸工技基因。

可以说，联想的成功是建立在分销体系的基础之上的，这种实用主义带来的是立竿见影的回报，是联想市场份额的连年上涨。

“贸工技”下的联想以销售为主导，研发被逐渐边缘化。在整个产品研发环节中，市场需求是风向标，研发随势而动，是最不起眼的一环。而在整个企业策略上，联想也很少有大笔资金投入到研发领域。过去12年，联想研发支出占收入比从未超过2%，累计投入研发成本44.05亿美元，与华为一年的研发支出的一半持平。

根深蒂固的“贸工技”基因在当下崇尚高科技的工业4.0时代显然严重阻碍了联想的发展，创新能力的严重缺乏使联想无法研发出新产品抵御竞争对手。接二连三的大笔资金投入到IBM服务器、摩托罗拉的收购，联想依然更重视通过市场、营销渠道的整合来实现变革。

移动业务战略失策，品牌定位混乱

在2016年3月，联想做出组织架构调整之后，全新定位了四大业务集团——个人电脑与智能设备集团、移动业务集团、数据中心业务集团和联想创投集团。目前，PC业务发展较为稳定，移动业务则严重掣肘了联想的发展。

具体落实到产品上就是没有清晰的产品策略，从最初的高端定位到后面转战机海战术，每年4-5款的旗舰机，从硬件到软件相比竞争对手毫无独到之处。

混乱不堪的手机品牌定位在收购后摩托罗拉后更甚。将摩托罗拉定位在高端品牌使得本来在中高端市场就表现不佳的Vibe品牌难免受到挤压，进而将这种市场和用户对于联想手机品牌Lenovo的认知度不断下压。

其结果就是联想非但没有达到利用摩托罗拉品牌高端突破的目的，反而将联想全线品牌全线下压，即没有高端，中段变低端，低端变得更低端。最终是联想的三个品牌手机基本都是在低端市场争夺，互搏，甚至是激烈的互搏自在情理之中。

据行业研究公司IDC今年前3个月的数据显示，联想的手机市场占有率由去年最后季度排名第四，今年第一季度被同样为中国品牌的OPPO及Vivo踢出5大之列。

并购失策，反成拖累

联想本来企图通过收购IBM的低端服务器项目和摩托罗拉公司来弥补自身在核心技术上的短板，也将自身的进一步全球化寄托在收购全球性品牌商，谁知对形势的误判不仅没有为联想的并购没有带来一加一大于二的效果，反而导致份额下滑。联想同时还要面对整合两个巨大包袱的尴尬。

斥巨资接手摩托罗拉这个烂摊子的结果是联想手机业务的子品牌产品更加混乱。同时，直接引入摩托罗拉的产品，还有文化磨合上的风险，和人才流失的风险。联想CEO杨元庆早前在接受媒体采访时曾表示，“员工的本土化策略，是早有预期的事情。但在美国，想要调整就必须要给钱，一个人多少美元。我们这一次人员的调整基本上都在美国，总共成本有6亿-7亿美元”。仅此一项，就让联想付出了大笔的真金白银。

在花了29亿美元收购摩托罗拉之后，联想还在不断为其整合投钱，就像一个无底洞。联想只能用PC业务的盈利来贴补被摩托罗拉拖累的业绩。

如何重生?加大研发力度!

从制造业到互联网，从新兴行业到传统行业，企业的研发创新能力是企业可持续发展的基石，没有研发创新能力，企业终将走向衰败。以联想移动业务为例，联想大部分手机产品都是以外包形式研发生产完成的，只有少数高端产品用自己团队研发。这是业界中低端产品通常采用的方式。长此以往非常不利于联想的可持续发展。

因此，要充分重视研发能力。

首先，是研发人才队伍的建设。一个高效的研发组织是确保企业高效运作的基础，合理的组织结构，清晰的责任分工，良好的团队配合机制与问题处理机制，以及保证高效组织运行的制度和相关支撑体系。

联想成立之初是依靠倪光南等一批中科院计算所的优秀人员发家的，但在柳传志推行“贸工技”之后，导致一大批人才外流。联想现任CEO杨元庆提高联想技术创新能力的决心是很明显的，只是由于转向“贸工技”带来约7年的延误，科技骨干流失，技术积累不足等原因，短期内还不能为联想提供新的利润增长点。

其次，是研发考核与激励体系。研发人员的考核与激励体系决定着研发人员的工作积极性和工作价值观。在没有把企业的工作当成是自己的远大理想和实现梦想的时候，企业的研发考核与激励体系直接关系到研发人员的个人利益。联想应当努力把企业激励机制与研发工作挂钩，让研发成果的成功直接体现在研发人员的薪资水平上，提高研发人员的创新精神。

调整移动业务战略

要如何扭转联想手机业务的负盈利状态，成为实现联想整体盈利的重中之重。作为一个到了而立之年的中年企业，联想若是还是用旧时的“机海战术”来与小米、魅族这种玩网络社群，以互联网思维做硬件设备的新秀竞争时，难免显得老气横秋。

所以，当务之急是明确联想手机不同品牌的客户定位，年轻化自身品牌，并在营销方面跟上目前市场的脚步。

就拿和联想的差不多时期做手机的华为，它在目前国内甚至是海外市场的表现如日中天，清晰定位的产品线与扎实的技术研发实力让大家看到了华为战略上和战术上的突出表现。

华为终端业务的高速发展，初期受益于保证能够在低端产品上实现基本的市场份额，目前则借助中高端产品的自身优势来实现大规模的出货，扩大设备的利润空间。

华为将旗下产品线划分为了三个档，其中199美元以下低端产品线包括G系列、Y系列和荣耀系列，199美元~399美元的中端产品线为G+系列和荣耀高端系列，399美元以上的则是华为高端产品线Mate系列和P系列。而这三个档次正好分别对应了目前市场表现与消费者需求特征，并且在每个档均有令人印象深刻的手机产品。

再比如小米手机，它的营销策略帮助自身品牌迅速建立了市场知名度和调性。最近在推广时，雷军还结合当下时新的网络直播，亲自上阵推广小米MAX和MIUI系统。各种互动营销方式，加深了小米与粉丝之间的互动感，形成新一轮口碑传播。类似的营销手段充分发挥了互联网人人参与的精神，也更容易被用户接受。

品牌年轻化，着重辐射年轻人市场

如果要给联想画像，那它应该是：处于事业上升期，诚实可靠、负责任的“中年男人”。这个稳健的形象在PC时代很受用，但在消费人群结构趋于年轻化的移动互联时代却让联想的营销举步维艰。“得年轻者得天下”，联想应该努力颠覆自己死板的大叔形象，努力向年轻人靠拢。

联想在这方面也做出了努力，比如找小鲜肉鹿晗代言等等。利用粉丝营销凭借精准的用户定位，能轻易增进年轻人的心理认同。但在借助明星获得关注度之后，产品也要符合用户需求，要想借助粉丝营销来变现，只有产品端给力才能形成良性循环。

想要征服年轻人，首先，要充分尊重年轻人的文化，并且投其所好。其次，就是在营销过程中不断增加普通用户的参与感，和用户共同完成品牌的建设，从而营造归属感。

从调整移动业务重新出发到品牌年轻化的尝试，联想也已经意识到自身存在的问题，并开始尝试改变。但这些尝试是否能够成为联想的长期战略并执行到底，还是一个问号。联想在革新的路上，还有很多的障碍要去跨越，是否能够浴火重生，我们拭目以待。