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

Brand Merger & Acquisition — Lenovo’s Acquisition of IBM PCD 李子青 20061320457 季江云 20061320477 23 rd , April, 2007 Team members:

Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD Agenda ,[object Object],[object Object],[object Object],[object Object]

Agenda ,[object Object],[object Object],[object Object],[object Object],Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

联想国际化道路—联想全球变标 Lenovo "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." LEGEND Lenovo novo le 代表曾经的 Legend ， novo 是个拉丁词根，意为“创新”，合起来即为“创新的联想” ) 品牌标识跟着战略走 : 国际化的战略需要国际化的品牌标识 Apr.2003 Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

联想国际化道路— 联想并购 IBM PC 部门 1 最初的最初 2 正式谈判并宣布并购成功 3 美国政府从中作梗 4 5 并购整合以及新联想三步走战略成功完成最终并购 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

联想并购 IBM PC 部门之后期整合员工整合业务整合文化整合品牌整合挑战整合难题 Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 企业层面上 Lenovo 与 IBM 以及产品层面上 Lenovo 与 Think ：两个层次都存在不同的品牌个性、价值、定位和经营理念并购后如何恰当地使用和管理双品牌，共同增加两个品牌各自的以及整个公司的品牌价值品牌并购后可能出现的各种问题如何应对：品牌稀释，品牌定位模糊，品牌冲突

Reconfiguring Streamlining& Rationalizing Retaining Consolidation 2 4 1 3 Source: Merging Brands: Designing the post M&A portfolio 理论回顾—四种进行品牌并购管理的方法 Market Share & Market Penetration high Product Similarity same different low Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

Reconfiguring Retaining Consolidation 2 4 1 3 ,[object Object],[object Object],[object Object],[object Object],Market Share & Market Penetration high same different low Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 理论回顾—四种进行品牌并购管理的方法 Product Similarity

Reconfiguring Retaining 4 3 ,[object Object],[object Object],[object Object],[object Object],1 ,[object Object],[object Object],[object Object],[object Object],2 Market Share & Market Penetration high same different low Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 理论回顾—四种进行品牌并购管理的方法 Product Similarity

Retaining 4 1 ,[object Object],[object Object],[object Object],[object Object],2 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Market Share & Market Penetration high same different low Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 理论回顾—四种进行品牌并购管理的方法 Product Similarity

[object Object],[object Object],[object Object],[object Object],1 ,[object Object],[object Object],[object Object],[object Object],2 3 ,[object Object],[object Object],[object Object],[object Object],4 ,[object Object],[object Object],[object Object],[object Object],Market Share & Market Penetration high same different low Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 理论回顾—四种进行品牌并购管理的方法 Product Similarity

四种品牌并购管理方法的优势与劣势 Streamlining& Rationalizing Consolidation Reconfiguring Retaining Advantages Disadvantages Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

联想品牌策略—双产品品牌策略 Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

[object Object],[object Object],[object Object],[object Object],实施双品牌策略的关键： ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],不可避免的品牌冲突联想品牌策略—双产品品牌策略 Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD Lenovo ThinkPad

疑问：联想为何加速剥离 IBM 品牌？？ ,[object Object],[object Object],[object Object],[object Object],短短一年之后 Lenovo 与 IBM 的企业品牌天平就发生了急剧倾斜，联想就开始加速剥离 IBM 品牌，那为什么当初要争取 5 年的商标使用权呢？现在放弃 IBM 的策略又体现了联想怎样的动机和意图呢？ Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

联想放弃 IBM 品牌的动机与寓意主打 Lenovo 1 2 3 4 最终目标的体现 : 在全球打响 Lenovo 品牌，走真正的国际化道路联想对 ThinkPad 的战略调整：从身份品牌转变为流行品牌协同诱惑的存在，如果“ 1+1>2”? 避免 Lenovo 和 IBM 双企业品牌所带来的品牌精神分裂症 — 请叫我 Lenovo ThinkPad Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD

Brand Merger & Acquisition--Lenovo' Acquistiion of IBM ThinkPad 品牌并购的意义下面我们从品牌价值评估的角度对 Lenovo 并购 IBM 及其 Think 品牌为联想带来的价值进行分析：被并购品牌是否能够为企业带来价值？价值有多大？ 1 价值主要来源是什么—哪些细分市场、产品、接触点等构成价值的主体？ 2 该品牌对企业已有品牌将会产生哪些影响？ 3 4 需要对该品牌进行怎样的处理 ( 保留、重建或者淡出市场 ) 才能使其自身价值得以保值、增值，并使公司整个品牌组合价值最大化？

中国品牌全球化的思考 — 品牌，收购还是自有？分析中国企业国际化品牌运作的四种形式 Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD ,[object Object],[object Object],[object Object],[object Object],[object Object],联想， TCL ， BenQ 并购品牌战略 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],海尔自有品牌战略 ,[object Object],[object Object],[object Object],[object Object],中集，长虹，华为国外定制 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],格兰仕 OEM 适用条件劣势优势代表企业品牌运作形式

Brand Merger & Acquisition--Lenovo' Acquistiion of IBM ThinkPad 中国品牌全球化的思考 ( 续 ) — 成功迈向全球化的四步 1 st 引入品牌的战略管理流程，实施精确的定位将产品创新作为品牌建设的重要基础工作以品牌差异化为要点，从理性和感性的价值方面联合突破采用渐近式的方式建设品牌 2 nd 3 rd 4 th

Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 罗兰 · 贝格公司的品牌工具消费者价值分布图 E R E- E- R- R- — + 高尚安逸简约自然归属感激情经典自由自在进取刺激 · 乐趣新潮 · 酷服务质量传统惯例明星购物全面成本个性化个人效率创新 · 科技 You can take many paths to get to the same place.——An Old Apache Saying

Brand Merger & Acquisition--Lenovo' Acquistiion of IBM PCD 参考资料 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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

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