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收益全球市场占有率从3％升至8％,从全球第九大PC厂攀升至全球第三。联想海外收入从总收入的3％上升到超过70％。真正实现国际化。占全球市场8％的采购量将使联想的采购成本大幅度降低。拿到IBM PC工厂和三个研发中心以及大量技术专利。拥有了IBM已经投资十亿美元建立的Think系列品牌。成为IBM首选的PC供应商,在高端商用市场利用IBM的解决方案渠道。获得大量国际化人才组成的管理团队。风险能否保持IBM品牌的高附加价值,不被其他企业抢走原IBM的客户。能否保持原IBM团队的稳定。如何在保证质量的同时降低成本,真正把IBMPC“变废为宝”。IBM PC 2003年一年的亏损就相当于联想原有业务两年的利润,巨大规模有可能带来的“一击致命”的巨大亏损。巨大财务负担和整合工作将让联想一段时间内处在“僵直”状态,并牵扯巨大精力。能否在有限的时间内完成品牌、技术、国际运营能力等要素的转移。从文化到流程的巨大差异可能带来的管理泥潭甚至是激烈冲突。
Revenue The global market share rose from 3% to 8%, climbing from the ninth largest PC plant in the world to the third in the world. Lenovo overseas revenue increased from 3% of total revenue to over 70%. Truly international. 8% of global market purchases will make Lenovo's procurement costs significantly reduced. Get IBM PC factory and three R & D centers and a large number of technical patents. Owns the Think Series brand that IBM has invested billions of dollars. Become IBM's preferred PC vendor, leveraging IBM's solution pipeline in the high-end business market. Get a large number of international talent management team. Whether the risk can maintain the high added value of IBM brand, is not taken away by other enterprises of IBM's customers. Can maintain the stability of the original IBM team. How to reduce the cost while guaranteeing the quality, really turning the IBMPC into waste. IBM PC 2003 year loss is equivalent to the original two years of Lenovo's profits, the huge scale may bring “blow fatal ” huge losses. The tremendous financial burden and integration will make Lenovo in a “stiff” state for a period of time, and involves enormous energy. Can it be completed in a limited time brand, technology, international operations and other elements of the transfer. The huge differences in culture from process to management may lead to mire or even intense conflict.