Lenovo's global strategy Assignment Example | Topics and Well Written Essays - 3000 words

Lenovos orbicular dodging - Assignment ExampleApply the analytical underpinnings of international business to real world and up-to-date cuticle study situations in order to inform and direct international business decision-making. As explain in page no3 of the Moodle guide. The question no 2 2 (a) Using one specialized Multinational Company (MNC) that is headquartered in one of the following countries- Brazil, Russia, India, China or South Africa, Mexico, Nigeria or bomb - identify and critically evaluate the strategies used by the company to internationalise. (50%) Guide 1800-2000 words. Learning Outcomes 1, 2, 4 & 5 (b) What recommendations, i.e. future strategic direction, would you make for the MNC to sustain its competitive advantage? (30%) Guide - 1000 words. LO 4 & 5 (c) Structure, format & standard of English (10%) (d) References and referencing skills (10%) This assignment is an investigation of Lenovos initiatives and strategies in order to expand overseas. As a Chine se company, it adopted a hybrid internationalization model (hence the claim of new steering and next generation in its self-description) that is typified by the Chinese socio-cultural characteristics such as collectivism and long-term taste in tandem with conventional methods of international expansion and strong state intervention. Lenovo, today, is one of the leading global manufacturers of computers. In its corporate website, the expanse of the organization was described in the following statement Lenovo is a US$21 billion personal technology company and the worlds second-largest PC vendor. We have to a greater extent than 26,000 employees in more than 60 countries serving customers in more than 160 countries We create and build exceptionally engineered personal technology, but we are much more than a tech company. We are defining a new way of doing things as a next generation global company (Lenovo 2012). This achievement is a result of a daring global strategy of a Chinese fi rm with humble beginnings to rick one of the multinational companies (MNC) in its industry. The Chinese Context The Chinese government plays a strong constituent in the manner by which domestic firms began to pursue MNC ambitions. This is revealed in many empirical studies examining the motivations of Chinas outward FDI (e.g. Taylor 2002, Deng 2004, Liu and Li 2002 and Zhang and Filippov 2009). The current policy is radically different from the Chinese position during the open access policies in the 1970s and the policies adopted when China became a member of the World Trade Organization (Sung 2009 and, Bhattasali, Li and Martin 2004). During this period, Chinas policies were more focused on dealing with the global trade flows (Laal and Albaladejo, 2004). The policy purport favors a more aggressive outward flow of direct investment. As a matter of fact, it is area of public policy. China mandated that companies should go global (Bell 2008, p.254). This mandate entailed support that covers the legal, financial and political aid from the government. What this government agency is that loans are available, the domestic conditions for business is favorable (such as streamlined business approval process), and the mechanisms that encourage production, sales and exports are in place. For instance, China created key agencies that approves and facilitate export