Brand Merger & Acquisition Lenovo Acquisiion Of Ibm Pc(Final Version)

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Brand Merger & Acquisition--Lenovo' acquisiion of IBM PC(Final Version)

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Brand Merger & Acquisition Lenovos Acquisition of IBM PCD 20061320457 2006132047723rd, April, 2007Team members:Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDAgendaLenovo & IBM PCIBMAgendaLenovo & IBM PCIBMBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDLenovo"On our way to becoming internationalized, we need to have an English brand name that can be used unrestrictedly in markets worldwide," said Yang Yuanqing, Legend's president and CEO. "However, the original English name--Legend--has been registered by others in many countries." LEGENDLenovonovoleLegend novo) : Apr.2003Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD IBM PC123452000IBM 200311IBMPC2004IBM20045200410200412812.5+IBM20041231IBMPCIBMPC200410200552IBM PCIBMPCIBM19%IBMPC IBM 1.2.ThinkLenovo 3. LenovoBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDIBM PCBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDLenovoIBMLenovoThink Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDAgendaLenovo & IBM PCIBMReconfiguring Streamlining& RationalizingRetainingConsolidation2413Source: Merging Brands: Designing the post M&A portfolioMarket Share & Market PenetrationhighProduct SimilaritysamedifferentlowBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDReconfiguringRetainingConsolidation2413Streamlining& RationalizingSeek desired synergies at the supply-endThe objective is to develop the most efficient flow, using the combined resources of the merged firm.Unilever, Proctor & Gamble, Nestle, and DiageoMarket Share & Market PenetrationhighsamedifferentlowBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDProduct SimilarityReconfiguringRetaining43 ConsolidationPursue the entire range of customers hitherto, with expanded opportunity for market coverage, and satisfy complimentary needs, both within and across segments.Either original brand or co-brandFord's acquisition of Volvo, Jaguar and Aston Martin; Lenovos acquisition of IBM ThinkPad; BenQs acquisition of Siemens.1Streamlining& RationalizingSeek desired synergies at the supply-end.The objective is to develop the most efficient flow, using the combined resources of the merged firm.Unilever, Proctor & Gamble, Nestle, and Diageo.2Market Share & Market PenetrationhighsamedifferentlowBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDProduct SimilarityRetaining41Streamlining& RationalizingSeek desired synergies at the supply-end.The objective is to develop the most efficient flow, using the combined resources of the merged firm.Unilever, Proctor & Gamble, Nestle, and Diageo.23ReconfiguringAbandon previous flows and discover new ways of thinking about the business of the merged firmIf successful, Reconfiguring can go a long way in building competitive advantage by re-defining markets and quality standards that competitors would struggle to imitate.Coca Cola's purchase of Cadbury Schweppes ConsolidationPursue the entire range of customers hitherto, with expanded opportunity for market coverage, and satisfy complimentary needs, both within and across segments.Either original brand or co-brandFord's acquisition of Volvo, Jaguar and Aston Martin; Lenovos acquisition of IBM ThinkPad; BenQs acquisition of Siemens.Market Share & Market PenetrationhighsamedifferentlowBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDProduct Similarity ConsolidationPursue the entire range of customers hitherto, with expanded opportunity for market coverage, and satisfy complimentary needs, both within and across segments.Either original brand or co-brandFord's acquisition of Volvo, Jaguar and Aston Martin; Lenovos acquisition of IBM ThinkPad; BenQs acquisition of Siemens.1Streamlining& RationalizingSeek desired synergies at the supply-end.The objective is to develop the most efficient flow, using the combined resources of the merged firm.Unilever, Proctor & Gamble, Nestle, and Diageo.23ReconfiguringAbandon previous flows and discover new ways of thinking about the business of the merged firmIf successful, Reconfiguring can go a long way in building competitive advantage by re-defining markets and quality standards that competitors would struggle to imitate.Coca Cola's purchase of Cadbury Schweppes4 RetainingMaintain the status quo of the merged brand and its business model with as little change as possibleStrengthen the penetration of the merged brandTCLs acquisition of Thomson TV department; Guccis acquisition of ; Market Share & Market PenetrationhighsamedifferentlowBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDProduct SimilarityStreamlining&RationalizingConsolidationReconfiguringRetainingAdvantagesDisadvantagesBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDloss of customer franchise for brands that have been seriously repositioned or eliminated from the merged portfolioa short-term impact on revenue following brand divestmentscustomer retention and the continuation of harmonious relationships with trade channels that existed prior to the merger.diversifying its risks across brands and geographies.speed in arriving at the desired portfoliocost savings within a reasonable timeIf successful, Reconfiguring can go a long way in building competitive advantage by re-defining markets and quality standards that competitor would struggle to imitate.the risk of diluting theoverall corporate purpose, inadequate sharing of knowledge across the firm, and the wastage of precious resourcesThe long-range sustainability of the newly conceived flows as well as in addressing the specific challenges that lie within them.Save the cost of integrationKeep the coherence of original brandsDifficulty in management of different brandsNo economic scaleAgendaLenovo & IBM PCIBMBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDLenovoIBM PC: ThinkPad LenovoLenovoThinkIBMThinkIBM3000IBMLenovoBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDLenovoThinkPadIBM IBMIBMIBM200511IBM PCDLenovoLenovoIBMLenovoIBMIBM5IBMBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDIBMLenovo1234:LenovoThinkPad 1+1>2?LenovoIBMLenovo ThinkPadBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDAgendaLenovo & IBM PCIBMBrand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDBrand Merger & Acquisition--Lenovo' Acquistiion of IBM ThinkPadLenovoIBMThink 1 2 34()Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDBrand Merger & Acquisition--Lenovo' Acquistiion of IBM ThinkPad()1st 2nd 3rd 4th Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDERE-E-R-R-+You can take many paths to get to the same place.An Old Apache Saying Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 20051 2004 200517 & 20057 200511 IEVY Business JournalMerging Brands: Designing the post M&A portfolio 20068Lenovo ThinkPad 200511 IBM 20059 : Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCDThanks for your attention! 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