University of Macau / Faculty of Business Administration. / Department of Accounting and Information Management

The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business. (author's abstract) / Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

This case completes the trilogy and attempts to answer the open questions raised in the A and B Cases. It offers a retrospective of the events since the IBM-Lenovo merger in 2005 until August 2012. The main focus is on the period between the global financial crisis and mid-2012. The case describes the frequent changes at the top management level and highlights the leadership issues involved in making Lenovo a global leader in the PC industry. An industry and market overview reveals that while Lenovo was attempting to deal with internal issues during the post-merger integration phase it lost market share to competitors. A series of strategic changes, organizational restructurings, and changes in organizational culture paved the way for a new era in Lenovo's history, marked by strong financial performance, product innovation, and promising growth. / Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business. / Series: WU Case Series

The thesis analyses the impact of Internet marketing tools on visits of the Lenovo Blog CZ, the official blog of the computer manufacturer Lenovo. It focuses evolution of visits of the blog over time, on the impact of social networks and Facebook posts paid promotion on visits. Finally, it observes to what extent the Internet marketing tools impact overall visits of the blog over the observed time.

<p><strong>Aim</strong>: Social Entrepreneurship (SE) has been widely spread as a global phenomenon, although many researches have been done, the concept is still hard to define. However, it has been proved that SE has a positive effect on alleviating the social problems. The aim of this research is by the means of comparing three prevalent social enterprise models and analyzing the crucial factor in the social value creation process, to find out an appropriate mode for the Chinese organizations to develop SE, with twofold value creation: social and economic.</p><p> </p><p><strong>Method</strong>: Three companies are chosen as case study: Gefle Chocolaterie, Göranssonska Fonder and Lenovo. Face-to-face interview and phone interview are used to collect the primary data, also some books and articles are applied as secondary data. The analysis model is social enterprise models, and strategic triangle model.</p><p> </p><p><strong>Result & Conclusions</strong>: We find some advantages and disadvantages of social enterprise models, and come to a result that for each case company, because of the difference between crucial factor of the social enterprise model, their strategic triangle model are different as well. There is no fixed social enterprise model for Chinese companies to practice SE, each kind of the model should be adjusted to the specific situation of the company, only in this way, best results can be achieved.</p><p> </p><p><strong>Suggestions for future research</strong>: The information we got from the interviewees may be limited to their point of view, also, bias may occur in the research due to authors’ academic point of view. On the other hand, this research was only based on qualitative data, and the empirical study, which was not enough, hence, more quantitative data is needed in the future study.</p><p> </p><p><strong>Contribution of the thesis</strong>: After the study, according to the size of the company, we list the potential models for each of them to develop SE. It is valuable and helpful for managers to capture the SE practice model and embed it into the company behaviour.</p>

Aim: Social Entrepreneurship (SE) has been widely spread as a global phenomenon, although many researches have been done, the concept is still hard to define. However, it has been proved that SE has a positive effect on alleviating the social problems. The aim of this research is by the means of comparing three prevalent social enterprise models and analyzing the crucial factor in the social value creation process, to find out an appropriate mode for the Chinese organizations to develop SE, with twofold value creation: social and economic.   Method: Three companies are chosen as case study: Gefle Chocolaterie, Göranssonska Fonder and Lenovo. Face-to-face interview and phone interview are used to collect the primary data, also some books and articles are applied as secondary data. The analysis model is social enterprise models, and strategic triangle model.   Result &amp; Conclusions: We find some advantages and disadvantages of social enterprise models, and come to a result that for each case company, because of the difference between crucial factor of the social enterprise model, their strategic triangle model are different as well. There is no fixed social enterprise model for Chinese companies to practice SE, each kind of the model should be adjusted to the specific situation of the company, only in this way, best results can be achieved.   Suggestions for future research: The information we got from the interviewees may be limited to their point of view, also, bias may occur in the research due to authors’ academic point of view. On the other hand, this research was only based on qualitative data, and the empirical study, which was not enough, hence, more quantitative data is needed in the future study.   Contribution of the thesis: After the study, according to the size of the company, we list the potential models for each of them to develop SE. It is valuable and helpful for managers to capture the SE practice model and embed it into the company behaviour.