聯(lián)想是如何做到世界最大的

1、-譯者：北極燕鷗-審核者：chen_lt-LENOVO started humbly. Its founders established the Chinese technology firm in 1984 with $25,000 and held early meetings in a guard shack. It did well selling personal computers in China, but stumbled abroad. Its acquisition of IBMs PC business in 2005 led, according to one insi

2、der, “to nearly complete organ rejection”.LENOVO在創(chuàng)立之初并不起眼。它的創(chuàng)立者在1984年憑借2萬(wàn)5千美元建立了中國(guó)科技公司，起初的會(huì)議都是在保衛(wèi)室開(kāi)的。它在中國(guó)國(guó)內(nèi)的個(gè)人電腦生意很紅火，但在國(guó)外卻栽了跟頭。據(jù)一位內(nèi)部人士透露，聯(lián)想在2005年對(duì)IBM的PC業(yè)務(wù)并購(gòu)“幾乎造成了完全的器官排異反應(yīng)”。Gobbling up an entity double its size was never going to be easy. But cultural differences made it trickier. IBMers chafed at

3、Chinese practices such as mandatory exercise breaks and public shaming of latecomers to meetings. Chinese staff, said a Lenovo executive at the time, marvelled that: “Americans like to talk; Chinese people like to listen. At first we wondered why they kept talking when they had nothing to say.” Two

4、Western chief executives failed to turn things around. By 2008, as the financial crisis raged, Lenovo was bleeding red ink.吞并一個(gè)兩倍于自己的公司并不容易，但是文化差異使其更加棘手。IBM員工對(duì)于一些中國(guó)式的習(xí)慣感到惱火，比如休息時(shí)間強(qiáng)制的鍛煉（譯者：應(yīng)該指的是做廣播操之類(lèi)）以及對(duì)會(huì)議上的遲到者公開(kāi)羞辱。一位聯(lián)想管理層人員曾說(shuō)道，“中國(guó)員工詫異于美國(guó)人喜歡表達(dá)，而中國(guó)人習(xí)慣聽(tīng)。他們?cè)跊](méi)什么可說(shuō)的時(shí)候也滔滔不絕，起初我們對(duì)此很好奇?！眱蓚€(gè)西方的行政總裁沒(méi)能成功地扭轉(zhuǎn)著一切。

5、到2008年金融危機(jī)的時(shí)候，聯(lián)想出現(xiàn)的財(cái)政赤字。Given all this, its recent success is startling. In the third quarter of last year, Gartner, a consultancy, declared Lenovo the worlds biggest seller of PCs, ahead of Hewlett-Packard (HP). Even if HP briefly recaptures the lead in the fourth quarter, the trend seems clear: Le

6、novo is on a roll (see chart 1). It is number one in five of the seven biggest PC markets, including Japan and Germany. Its mobile division is poised to leapfrog Samsung to grab the top spot in China, the worlds biggest smartphone market. This week it made a splash at the International Consumer Elec

7、tronics Show in Las Vegas with what PC World called “bullish bravado and a seemingly bottomless trunk” of enticing new products.鑒于以上這些情況，聯(lián)想現(xiàn)在的成功著實(shí)令人吃驚。在去年第三季度，一家名為Gartner的咨詢(xún)公司的公告顯示聯(lián)想已經(jīng)是全球最大的PC銷(xiāo)售商，領(lǐng)先于惠普。雖然惠普在第四季度暫時(shí)重奪榜首，但聯(lián)想不斷上升的趨勢(shì)也已明朗（見(jiàn)圖1）。聯(lián)想在最大的七個(gè)PC市場(chǎng)中的五個(gè)都名列榜首，這其中包括日本和德國(guó)。它的移動(dòng)事業(yè)部隨時(shí)準(zhǔn)備著超越三星奪得中國(guó)這個(gè)全球最大智能手

8、機(jī)市場(chǎng)的頭名。本周聯(lián)想在拉斯維加斯的國(guó)際消費(fèi)電子展上備受矚目，并被PC業(yè)界評(píng)價(jià)為“前景看好的冒險(xiǎn)和擁有似乎層出不窮的產(chǎn)品”。-譯者：北極燕鷗-審核者：chen_lt-Lenovos rebound raises several questions. How did the firm recover from disaster? Is its new strategy sustainable? And does its rise signal the emergence of Chinas first world-class brand? 聯(lián)想的復(fù)興引發(fā)了幾個(gè)問(wèn)題。公司是怎么從災(zāi)難中恢復(fù)的？他們

9、的新策略是否具有可持續(xù)性？聯(lián)想的崛起是否意味著它將成為中國(guó)第一個(gè)世界級(jí)的公司？Lenovos recovery owes much to a risky strategy, dubbed “Protect and Attack”, embraced by the firms current boss. After taking over in 2009, Yang Yuanqing moved swiftly. Keen to trim the bloat he inherited from IBM, Mr Yang cut a tenth of the workforce. He then

10、acted to protect its two huge profit centrescorporate PC sales and the China marketeven as he attacked new markets with new products.聯(lián)想的復(fù)興很大程度上歸功于公司現(xiàn)任領(lǐng)導(dǎo)實(shí)施的一項(xiàng)冒險(xiǎn)的策略，被稱(chēng)作“防守和進(jìn)攻”。在2009年接管之后，楊元慶快速出擊。他裁掉了十分之一的員工，以解決并購(gòu)IBM導(dǎo)致的膨脹。之后他著手保護(hù)公司獲得巨額利潤(rùn)的兩個(gè)要點(diǎn)：商務(wù)電腦和中國(guó)市場(chǎng)。同時(shí)他也在利用新產(chǎn)品開(kāi)拓新市場(chǎng)。When Lenovo bought IBMs corporate

11、PC business, it was rumoured to be a money-loser. Some whispered that Chinese ineptitude would sink IBMs well-regarded Think PC brand. Not so: shipments have doubled since the deal, and operating margins are thought to be above 5%.聯(lián)想收購(gòu)IBM商用電腦業(yè)務(wù)的時(shí)候，人們認(rèn)為這是一筆賠錢(qián)的買(mǎi)賣(mài)。有人斷言中國(guó)人的愚昧?xí)嗨虸BM備受推崇的Think品牌。然而事實(shí)完全相反：

12、發(fā)貨量比并購(gòu)之時(shí)翻了一番，同時(shí)據(jù)推算營(yíng)業(yè)毛利率增長(zhǎng)了5%。An even bigger profit centre is Lenovos China business, which accounts for some 45% of total revenues. Amar Babu, who runs Lenovos Indian business, thinks the firms strategy in China offers lessons for other emerging markets. It has a vast distribution network, which aim

13、s to put a PC shop within 50km (30 miles) of nearly every consumer. It has cultivated close relationships with its distributors, who are granted exclusive territorial rights.另一個(gè)更大的利益核心是聯(lián)想的中國(guó)市場(chǎng)，它創(chuàng)造了公司全部收益的45%。聯(lián)想印度主管Amar Babu認(rèn)為公司在中國(guó)的策略給其它新興市場(chǎng)提供了范例。聯(lián)想在中國(guó)擁有一個(gè)巨大的配送網(wǎng)絡(luò)，能夠保證每個(gè)顧客身邊50公里（30英里）以?xún)?nèi)就有一個(gè)銷(xiāo)售網(wǎng)點(diǎn)。聯(lián)想建立了與

14、經(jīng)銷(xiāo)商間緊密的聯(lián)系，每個(gè)經(jīng)銷(xiāo)商都獲得了區(qū)域內(nèi)獨(dú)家代理權(quán)。-譯者：枯萎薰衣草-審核者：chen_lt-Conquering India Mr Babu has copied this approach in India, tweaking it slightly. In China, the exclusivity for retail distributors is two-way: the firm sells only to them, and they sell only Lenovo kit. But because the brand was still unproven in In

15、dia, retailers refused to grant the firm exclusivity, so Mr Babu agreed to one-way exclusivity. His firm will sell only to a given retailer in a region, but allows them to sell rival products.In this way, Lenovo cultivates loyal brand ambassadors, who also give timely feedback on which products and

16、features consumers like. That allows designers to speed up product-development cycles. The firms first smartphone flopped, but paved the way for a flurry of hits.Buoyed by success in corporate PCs and China, Lenovo has spent heavily to expand its share of the global PC market, especially in emerging

17、 markets. The brand is universally known in China; not so elsewhere. Spending on promotion, branding and marketing rose by $248m in the year ending in March 2012 (though the firm will not reveal the full amount).Acquisitions help, too. In 2011 Lenovo bought Medion, a European electronics firm, for $

18、738m, which doubled its share of the German PC market. The same year it spent $450m to enter a joint venture with NEC that made it the largest PC firm in Japan. In 2012 it paid $148m to buy CCE, Brazils biggest computer firm. It is also opening factories in markets, including America, where it is su

19、rging.Babu先生在印度復(fù)制這一方法時(shí)進(jìn)行了輕微的調(diào)整。在中國(guó)，這種零售分發(fā)商的專(zhuān)營(yíng)性是雙向的：企業(yè)只賣(mài)給他們，而他們也只銷(xiāo)售聯(lián)想套裝。但是因?yàn)檫@個(gè)商標(biāo)在印度還未被認(rèn)可，零售商們拒絕給予該公司專(zhuān)營(yíng)權(quán)，所以Babu先生同意進(jìn)行單向的專(zhuān)營(yíng)。他的公司在一個(gè)區(qū)域里只銷(xiāo)售給指定的零售商，但是允許他們銷(xiāo)售競(jìng)爭(zhēng)對(duì)手的產(chǎn)品。用這種方法，聯(lián)想培養(yǎng)了忠誠(chéng)的品牌大使，他們會(huì)適時(shí)地對(duì)那些消費(fèi)者喜歡的產(chǎn)品和特點(diǎn)進(jìn)行反饋，這使得設(shè)計(jì)師可以加速產(chǎn)品開(kāi)發(fā)周期。這公司的第一款智能手機(jī)徹底的失敗了，但是為一連串的爆發(fā)鋪平了道路。在PC領(lǐng)域和中國(guó)的成功振奮了士氣，聯(lián)想花費(fèi)大量的資源去擴(kuò)展其在全球PC市場(chǎng)的占有率，尤其是新興市

20、場(chǎng)的占有率。在中國(guó)這個(gè)品牌家喻戶曉，但在別處并不是這樣。在2011年3月到2012年3月間，聯(lián)想在推廣、品牌營(yíng)銷(xiāo)以及市場(chǎng)營(yíng)銷(xiāo)方面的費(fèi)用比上一年增加了2.48億美元（公司可能并沒(méi)有公布完整的數(shù)據(jù)），而這也成功帶來(lái)了品牌影響力和銷(xiāo)售業(yè)績(jī)的提高。同樣為了提高高市場(chǎng)占有率。聯(lián)想2011年以7.38億美元收購(gòu)了Medion公司，這是一家歐洲電子企業(yè)，這筆收購(gòu)使得聯(lián)想在德國(guó)PC市場(chǎng)的占有率提高了一倍。同一年還花費(fèi)了4.5億美元與NEC成立了合資公司，該合資企業(yè)成為了日本最大的PC廠商。在2012年支付1.48億美元購(gòu)買(mǎi)巴西最大的電腦廠商CCE。在世界各地，聯(lián)想也開(kāi)辦了很多的工廠，包括受到其沖擊的美國(guó)市場(chǎng)。

21、-譯者：whbldhwj-審核者：chen_lt-To focus on PCs, Mr Yangs predecessor sold Lenovos smartphone arm for $100m in 2008. Mr Yang bought it back for twice as much the next year. He believes that PCs and other devices will converge, so knowledge of one area will breed expertise in the other. He may be right. Sma

22、rtphone sales are red hot in China, and Lenovo is now selling mobiles and tablets in several emerging markets. Fourteen quarters in a row, Lenovo has grown faster than the overall PC industry, which shrank by 8% last quarter. A year and a half ago, the firm held double-digit PC market shares in a do

23、zen countries; today, it does so in 34.為了將公司業(yè)務(wù)集中于個(gè)人電腦，楊的前任在2008年以1億美元的價(jià)格出售了聯(lián)想的智能手機(jī)部門(mén)。然而，楊又于第二年以?xún)杀兜膬r(jià)格將其購(gòu)回。他認(rèn)為個(gè)人電腦和其它設(shè)備將會(huì)相互融合，一個(gè)領(lǐng)域的知識(shí)對(duì)于另一個(gè)領(lǐng)域也大有裨益。他也許是對(duì)的。在中國(guó)，智能手機(jī)的銷(xiāo)售十分火爆，而聯(lián)想正在幾個(gè)新興市場(chǎng)銷(xiāo)售手機(jī)和平板電腦。聯(lián)想已連續(xù)14個(gè)季度比整體PC市場(chǎng)更快成長(zhǎng)，而整體PC市場(chǎng)在上個(gè)季度萎縮了8%。一年半以前，這家公司在十二個(gè)國(guó)家的個(gè)人電腦市場(chǎng)擁有兩位數(shù)的份額，現(xiàn)在，國(guó)家數(shù)增長(zhǎng)為34。Alas, there is a tiny proble

24、m with Protect and Attack: the attack part is largely unprofitable. In most markets outside China, Lenovos mobile phones, tablets and consumer PCs (as opposed to corporate sales of ThinkPads) lose money.然而，聯(lián)想的“保護(hù)與進(jìn)攻”戰(zhàn)略有一個(gè)小小的問(wèn)題，即進(jìn)攻部分大多數(shù)沒(méi)有利潤(rùn)。在除了中國(guó)以外的大多數(shù)市場(chǎng)，聯(lián)想的手機(jī)、平板和消費(fèi)PC（與Thinkpad的公司銷(xiāo)售相反）都是虧本的?！癙rofit i

25、s the long-term goal,” says Mr Yang, “but it helps to have a large revenue base.” He vows to keep investing, regardless of returns, until the firm reaches a roughly 10% share in each of the target markets. Only with such scale is long-term profitability possible, he insists. Wong Wai Ming, the firms

26、 chief financial officer, is confident Lenovo will eventually double its pretax profit margin of 2%.楊說(shuō)：“利潤(rùn)是長(zhǎng)期的目標(biāo)?！薄暗撬兄讷@得一個(gè)較大的收入基數(shù)?！彼紝o(wú)論回報(bào)如何，繼續(xù)堅(jiān)持投資，直到公司在每一個(gè)目標(biāo)市場(chǎng)獲得大約10%的份額。他認(rèn)為，只用在這樣的規(guī)模下，長(zhǎng)期的盈利能力才是可能的。公司的CF0黃偉明對(duì)于聯(lián)想最終會(huì)將其稅前利潤(rùn)率由現(xiàn)在的2%翻倍充滿信心。The long game長(zhǎng)期的游戲-譯者：susan1800-審核者：chen_lt-In 2009 Mr Yang pe

27、rsuaded the board to give him four years to show results. If allowed to invest, he promised to turn a $226m annual loss into a profit; in fact, the firm posted a profit of $164m last quarter. He vowed to lift annual revenues, then around $15 billion, past $20 billion; they are now $30 billion (see c

28、hart 2). He also said he would raise Lenovos global market share from 7% to double digits; it is now close to 16%.在2009年，楊說(shuō)服董事會(huì)給他四年時(shí)間展露身手。如果被允許去投資的話，他承諾將扭轉(zhuǎn)年虧損2.26億美金的不利局勢(shì)；結(jié)果是，公司在上一個(gè)季度實(shí)現(xiàn)盈利1.64億美金。他竭盡全力提高年?duì)I運(yùn)額，從150億美金，到200多億美金，現(xiàn)在達(dá)到了300億美金（見(jiàn)圖表2）。他也說(shuō)過(guò)他會(huì)將聯(lián)想全球市場(chǎng)占有率在7%的基礎(chǔ)上翻一番，現(xiàn)在這個(gè)數(shù)值接近16%。 Lenovo does not si

29、mply churn out cheap goods. It is spending heavily on branding, distribution, manufacturing and product development. And alongside its cheap gizmos are many mid-range and some premium gadgets, such as the Yoga, a laptop that cleverly converts into a tablet聯(lián)想并不僅僅制造便宜的產(chǎn)品，它在品牌，營(yíng)銷(xiāo)，制造以及研發(fā)上都花費(fèi)巨資。除了一些便宜的小玩

30、意，他還生產(chǎn)很多中檔產(chǎn)品，以及極具創(chuàng)意的產(chǎn)品，比如說(shuō)Yoga，這件產(chǎn)品實(shí)現(xiàn)了超級(jí)本和平板電腦的巧妙合一。On January 6th the firm announced a reorganisation: Lenovo Business Group will make things for cost-conscious consumers, while the new Think Business Group will chase the premium segment. Mr Yang wants the Think brand to compete with Apple; he plan

31、s to open fancy showrooms like Apples.一月6號(hào)，聯(lián)想宣布了一項(xiàng)重組： 聯(lián)想品牌系列產(chǎn)品將專(zhuān)注于更偏好價(jià)格優(yōu)勢(shì)的顧客群，而Think系列將專(zhuān)注于高端市場(chǎng)。楊希望Think系列能在高端市場(chǎng)上與蘋(píng)果競(jìng)爭(zhēng)，他正計(jì)劃開(kāi)設(shè)類(lèi)似于蘋(píng)果體驗(yàn)店的華麗展廳。Lenovos culture is different from that of other Chinese firms. A state think-tank, the Chinese Academy of Sciences, provided the original $25,000 seed capital, an

32、d still owns an indirect stake. But those in the know say Lenovo is run as a private firm, with little or no official interference.聯(lián)想企業(yè)文化并不同于其它的中國(guó)公司。最開(kāi)始的時(shí)候，一個(gè)國(guó)家智囊團(tuán)中科院投入了2萬(wàn)5千美金原始啟動(dòng)資本，直到目前，中科院依然間接持股。但知情人士說(shuō)聯(lián)想更像一家私企那樣運(yùn)作，官方極少介入。Some credit must go to Liu Chuanzhi, the chairman of Legend Holdings, a Chine

33、se investment firm from which Lenovo was spun out. Legend still holds a stake, but Lenovo shares trade freely in Hong Kong. Mr Liu, one of those who schemed in the guard shack, has long dreamed that Legend Computer (as Lenovo was known until 2004) would become a global star.當(dāng)然也要?dú)w功于聯(lián)想控股有限公司主席柳傳志，聯(lián)想電腦

34、便是從聯(lián)想控股分拆出來(lái)的。聯(lián)想控股依然持有股份，但聯(lián)想電腦在香港上市。劉，聯(lián)想的幕后掌控者，長(zhǎng)久以來(lái)就有一個(gè)夢(mèng)想，讓聯(lián)想電腦成為一個(gè)世界性的明星品牌。-譯者：yysyys8888-審核者：chen_lt-The firm is strikingly unChinese in some ways. English is the official language. Many senior executives are foreign. Top brass and important meetings rotate between two headquarters, in Beijing and

35、Morrisville, North Carolina (where IBMs PC division was based), and Lenovos research hub in Japan. Only after giving two foreigners a try did Mr Liu push for a Chinese chief executive: his protégé Mr Yang.這家企業(yè)在某些方面顯著地（表現(xiàn)的）非中國(guó)的.英語(yǔ)是官方語(yǔ)言.許多高級(jí)執(zhí)行官是國(guó)外的.頂級(jí)官員和重要會(huì)議輪替在北京和莫利斯維爾兩個(gè)總部進(jìn)行.被卡羅萊納州（IBM IBM p

36、c部門(mén)之前就位于這里）,以及聯(lián)想的研究中心在日本.在柳傳志任命兩個(gè)外國(guó)人為公司的首席執(zhí)行官后，他最終決定讓自己的門(mén)徒楊元慶來(lái)?yè)?dān)任公司的首席執(zhí)行官。Mr Yang, who spoke little English at the time of the IBM deal, moved his family to North Carolina to immerse himself in American ways. Foreigners at Chinese firms often seem like fish out of water, but at Lenovo they look like

37、they belong. One American executive at the firm praises Mr Yang for instilling a bottom-up “performance culture”, instead of the traditional Chinese corporate game of “waiting to see what the emperor wants”.楊先生，在IBM交易時(shí)期只會(huì)一丁點(diǎn)英語(yǔ)，舉家搬到北卡羅來(lái)納州讓自己沉浸于美國(guó)方式中.外國(guó)人在中國(guó)企業(yè)似乎像魚(yú)離開(kāi)了水一樣.但是聯(lián)想似乎包容了他們.該公司的一位美國(guó)籍的經(jīng)理說(shuō)贊揚(yáng)了楊元慶，

38、因?yàn)樗诠臼┬械氖且惶鬃韵露系摹翱?jī)效文化”，而不是中國(guó)公司傳統(tǒng)的那種“等待殿下發(fā)號(hào)施令”的模式。Still, the firm has some way to go. It is far too reliant on one market, China. Global investors will not tolerate its meagre profits for ever; some are already grousing. And its global marketing push, which targets go-getting youngsters, is a work i

39、n progress.仍然 ，這企業(yè)還有許多路要走.它太依靠單一的市場(chǎng)中國(guó).全球的投資者不可能永遠(yuǎn)容忍其微薄的利潤(rùn).一些已經(jīng)正在抱怨了.而該公司以野心勃勃的年輕人為目標(biāo)的全球營(yíng)銷(xiāo)的活動(dòng)也正在進(jìn)行中。Its slogan in English is not bad: “Lenovo: for those who do”. The firm sponsored the Beijing Olympics, is an official partner of Americas National Football League and has commissioned adverts by a dire

40、ctor of James Bond films. Still, David Roman, a former HP and Apple executive who is Lenovos chief marketing officer, admits that “none of the successful Chinese firms has yet got a global brand, including us”.它的口號(hào)用英語(yǔ)不錯(cuò) “Lenovo: for those who do”. 這家企業(yè)贊助了北京奧運(yùn)會(huì).也是美國(guó)國(guó)家橄欖球聯(lián)盟的官方合作伙伴.還聘請(qǐng)拍攝過(guò)007電影的導(dǎo)演拍攝廣告.然

41、而，聯(lián)想的首席市場(chǎng)官大衛(wèi) 羅曼（他之前是惠普和蘋(píng)果公司的經(jīng)理）承認(rèn)說(shuō)“還沒(méi)有哪一個(gè)成功的中國(guó)公司成為了全球性的品牌，包括聯(lián)想也沒(méi)有”。-譯者：落日熔金-審核者：chen_lt-Lenovo uses the hypercompetitive Chinese market as a test bed for products and strategies that are later rolled out globally. That is both a strength and a weakness. If Lenovo is to cement its market-share gains

42、elsewhere, it must go beyond merely copying what works in China.聯(lián)想把競(jìng)爭(zhēng)激烈的中國(guó)市場(chǎng)當(dāng)做稍后在全球推出的產(chǎn)品和策略的試驗(yàn)床。這既是一個(gè)優(yōu)勢(shì)也是劣勢(shì)。如果聯(lián)想想在其他國(guó)家鞏固其市場(chǎng)份額，那么僅僅只復(fù)制在中國(guó)行得通的產(chǎn)品和策略是不夠的。Bad timing makes this problem more daunting. Lenovo has managed to get to the top of the PC mountain at precisely the moment when the mountain appears

43、 to be crumbling. Industry sales are shrinking as PCs are made obsolete by other devices. HP has even mooted quitting the business altogether. Some say Lenovos costly global expansion will end in tears.錯(cuò)誤的時(shí)機(jī)讓這個(gè)問(wèn)題更加艱巨。聯(lián)想已經(jīng)努力到達(dá)PC這座高山的頂峰，恰恰此刻高山搖搖欲墜。隨著PC被其他設(shè)備淘汰，行業(yè)銷(xiāo)售萎縮。惠普甚至都在內(nèi)部討論說(shuō)是否要完全拋棄商用電腦業(yè)務(wù)，惠普甚至都在內(nèi)部討論說(shuō)是否要完全拋棄個(gè)人電腦業(yè)務(wù)。有人說(shuō),聯(lián)想的代價(jià)高昂的全球擴(kuò)張將在淚水中收?qǐng)?。Mr Yang disagrees. Indeed, he shows an unfashionable faith in PCs, which are still 85% of Lenovos revenues. They will keep evolving, he