Please modify reflection exercise attached here (uploaded) from old order # 2435287 as per instructions below. Make sure you are answering all the questions.
Instructions: Read the attached article from the Wall Street Journal. Imagine that you are the CMO (chief marketing officer) for Lenovo. Assume that a reporter from Computer World magazine has called you to interview you about the restructuring. Prepare for the interview by reviewing Kotler and Keller’s (ISBN-13: 978-0136009986 ) chapters that cover Brand Equity, Brand Positioning, Competitive Dynamics, and Global Markets (these are chapters 9-11 and 21 in the 13th and 14th editions).
Use Kotler and Keller’s textbook, and other readings, such as the Lenovo Web site, as guides to your answers to the following questions that you expect the reporter to ask.
(1) Lenovo’s brand is important to its marketing success. What are the power, scope, and identity of the Lenovo brand? What is the intended impact of this restructuring upon the Lenovo brand? (Applies to Chapters 9-10)
(2) What are the competitive dynamics that brought Lenovo to this restructuring decision? What are the competitive factors did you consider and how did? (Chapter 11)
(3) What is Lenovo’s brand position in the marketplace? What is Lenovo’s marketing strategy? How do you see Lenovo’s products within the context of the Product Lifecycle?
(4) How would you describe Lenov’s global competition? Is there a global Web strategy? What is your entry strategy into new global markets?
Wall Street Journal
January 5, 2012
Lenovo to Reorganize Geographical Units
By OWEN FLETCHER
BEIJING Seeking to fuel growth by better tailoring its approach to different markets, Lenovo Group Ltd. said Thursday it will reorganize its geographical business units.
The Chinese personal-computer maker also said it will tap Gianfranco Lanci, a Lenovo consultant who formerly ran rival Acer Inc., to head its new Europe, Middle East and Africa division. As Acer’s chief executive, Mr. Lanci was credited by analysts, investors and people within the company for forming strong relationships with distributors in Europe, crucial to the company’s global growth.
Lenovo, which passed Dell Inc. in the third quarter last year to become the world’s second-biggest PC vendor by unit shipments after Hewlett-Packard Co., is reorganizing to better implement what it calls its “protect and attack” strategy: protecting its core businesses in its home market and in commercial PCs, while attacking competitors in other segments by selling more mobile and consumer products and expanding in other emerging markets.
The reorganization, taking effect April 2, will create “stronger, faster and more-focused organizations to execute” that strategy, Lenovo said in a statement. Instead of its current split into three pieces mature markets, emerging markets and China the company will have four units: North America; China; Europe, the Middle East and Africa; and Asia Pacific and Latin America. While Mr. Lanci takes charge of the EMEA region, the company said, current Lenovo executives will head the other regions.
It was under Mr. Lanci that Acer in 2007 acquired U.S. computer maker Gateway Inc., which cut Lenovo off from acquiring Netherlands PC maker Packard Bell BV. Gateway had the right of first refusal on any such deal.
For Lenovo, this is the second major reorganization since rising to global prominence by buying International Business Machines Corp.’s PC business in 2005. In 2009, as the global financial crisis hit demand in the U.S. and Europe, it stepped back from the developed-markets drive that the IBM acquisition represented and said it would restructure to refocus on China and other emerging markets. Underlining the strategy shift, Lenovo at that time named Yang Yuanqing to replace Bill Amelio, an American, as CEO.
The company has since stretched its growth plans across more areas, looking to expand in the consumer segment in developed markets and to sell smartphones and tablets that compete with Apple Inc. devices.
The reorganization announced Thursday won’t reduce the company’s focus on emerging markets, a spokesman said, adding, “our strategy is the same.”
Lenovo has also made more acquisitions, last year acquiring German PC maker Medion AG, for which it had said it would pay as much a‚¬465 million (about $600 million), in cash and stock. The company last year also formed a joint venture with Japanese PC maker NEC Corp., a deal in which NEC received $175 million worth of Lenovo shares. Lenovo has the right to buy the joint venture in full as early as 2016.
Lenovo had 13.5% of the global PC market in the third quarterwhen makers shipped a total of 93.3 million unitstrailing only HP’s 17.9%, according to market researcher IDC.
Read more: http://online.wsj.com/article/SB10001424052970203471004577142380568989416.html#ixzz1ib7sj200
Not long ago railroads business benefited greatly from its abundant customers and startled anyone who had the means of acquiring capital to own stocks of shares in the growing economical market. But then came a time that saw the institute being faced with rapid decline in customer numbers eager to utilize the company’s services. The brand loyalty had shifted and the business was collapsing. The reason being, the lack of proper analysis and research. A customer orientated company will effectively succeed in any competitive brand market. The business organization focus must meet the requirements of the prevailing market to ensure its survival.
Considering i was occupying the position and role of a chief marketing officer from wall street journal my aim would be to have a vision of motivating followers in large numbers to provide valued customer satisfaction through continuous coordination of customer desires and production of a product that meets those criteria. The wall street journal must be operational detailed with abundant information on preferences and insight into buyer needs and wants. This will involve creation of awareness among departmental works and employees of the company. The job of the chief marketing officer must consolidate the staff with objectives, direction and style that acts as a guideline on how to operate the formation of the journal. It is the work of chief marketing officer to make sure the firm is aware of goals set precisely and informs the rest of the organization on the issue at hand since with this the company will come to an enormous failure.
The chief organization officer should motivate the employees and willingly lead the works towards where the company is headed to and what plans are necessary towards achieving these goals. The executive must appreciate competition present and influencing the company both internal and external factors and try to balance communicating vividly and clearly projecting more or increased face to face trade exertion. Choosing carefully sales workforces with the knowledge of what they are selling is an improvement to customers that will appreciate additional information and are familiar with the product.
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