Strategy Analyses of Apple and Lenovo

Strategy Analyses of Apple and Lenovo

  • Submitted By: sihuanyiyu
  • Date Submitted: 10/15/2013 11:28 AM
  • Category: Business
  • Words: 2280
  • Page: 10
  • Views: 4

Strategy Analyses of Apple and Lenovo
Strategic management analyses, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. What kind of strategy a firm undertakes will influence the company development. Apple and Lenovo are two giants in computer industry, and how the two companies can achieve so great success, it is inseparable with their suitable strategy. Through analyses Apple and Lenovo’s products, market and strength or weakness, to see the strategy of the two companies, it will be a reference to other firms.


Abstract 1
Background 3
Lenovo 3
Apple 4
Analyzing the External Environment 5
PEST analysis 5
Porter’s five force analysis 6
Analyzing the Internal Environment 8
The value chain of Apple and Lenovo 8
The goal of Apple and Lenovo 9
The objective of Apple and Lenovo 9
Competitive advantages and sustainability 10
The way to success of Apple and Lenovo 12


For Apple and Lenovo, the two companies are famous and most of us heard of them, they all dedicate to provide the personal computer, computer station and server, communication devices and relevant service, here I just give a brief introduction on their background.


In 1984, with an initial capital outlay of only RMB200,000, Lenovo's founding chairman Liu Chuanzhi, together with 10 like-minded colleagues, launches the New Technology Developer Inc. (the predecessor of the Legend Group) funded by the Chinese Academy of Sciences. In 1990, the first Legend PC is launched in the market. Lenovo changes its role from that of an agent for imported computer products into that of a producer and seller of its own branded computer products. In 1994 Lenovo was listed on Hongkong stock market. They changed the logo to “Lenovo” in 2003, and acquired IBM PC business in 2004, now Lenovo becomes the third PC...

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