BRANDING FOR PERSONAL AND CORPORATE EXCELLENCE

Prepared By

Sobanoo Zain

Reg.No. DBM - 0000016773

Individual Integrated Assignment & Presentation

August 2013 Examination

Diploma in Brand Management

SRI LANKA INSTITUTE OF MARKETING

Tab1.EX

2. 

3. 

 3.13.1.3.1.23.1.33.1.43.1.53.1.6

 3.2 3.3

3.3.3.3.23.3.33.3.4

 3.43.4.3.4.23.4.3

 3.53.5.3.5.23.5.33.5.43.5.53.5.6

 3.6 3.7 3.8

4. 

 4.1 4.2

5. 

 5.15.1.5.1.2

 5.2 5.3

6. 

7. 

8. 

 

ble of conXECUTIVE SU

INTRO 

BRAND AUD

THE CORPOR1  COORDIN2  VALUES 3  DEPARTM4  HERITAGE5  COMMUN

6  DISTINCTDISTRIBUTOCUSTOMER 

1  END CON2  TIME RICH

3  TIGHT O4  HOW WE

COMPETITO

1  LENOVO B2  PORTERS 3  DEFININGMACRO ENV

1  POLITICAL2  ECONOM3  SOCIAL 4  TECHNOL5  ENVIRON6  LEGAL SUMMARISE

SWOT ANAMEASURING

BRAND OBJ

OUR VISIONMARKETING

BRAND STR

COMPETITIV

1  SEGMENT

2  COMPETI

GROWTH STMARKETING

CONCLUSIO

APPENDIX 

REFERENCE

ntent UMMARY 

DIT 

RATION NATION 

MENTS’ CULTURE NICATIONS IVE CAPABILITI

ORS 

NSUMER H OR MONEY R

OR LOSE CONTRLL DOES THE B

R BRAND IDENTITFIVE COMPETIT

G THE COMPETI

VIRONMENT L ICAL

LOGICAL MENTAL 

E THE IMPACT O

ALYSIS – CONCG THE FINANCIA

JECTIVES 

N G OBJECTIVES 

RATEGY (TAS

VE POSITIONINTING, TARGETINTIVE STRATEGY

TRATEGY – MA

G CAMPAIGNS –

ON 

S 

RES 

ES & CORE COM

ICH ROL RAND FIT THE C

TY PRISMTIVE FORCES W

TIVE SET FOR L

OF THE BRAND

LUSSION – IT ISAL VALUE OF TH

K 2) – ACTIO

G & PRICING SNG & POSITIONY – FOCUSARKET PENETRA– ALL TOOLS T

MPETENCIES –

CONSUMER’S B

WHICH AFFECT LLENOVO

D SPHERE

S A SNAPSHOT

HE BRAND

ON POINTS

STRATEGYNING

ATION

THAT THE GLOB

USP

BUYING BEHAVI

LENOVO

T VIEW OF WHE

BAL BRAND US

IOUR?

ERE THE BRAND

SE CAN BE USED

D STAND 

D. 

5 

5 

6 

6 6 8 9 

10 10 11 12 13 13 14 14 15 16 16 16 17 20 20 20 20 20 20 20 21 21 22 

27 

27 27 

28 

28 28 28 28 28 

29 

29 

34 

MARKING SCHEME

ASSIGNMENT HERE 

1. Executive Summary The objective of this report is to lay the foundation of the Brand Planning Process for the Lenovo Idea product Platform. In order to create the Brand Plan a clear idea or an understanding of the current situation is essential. This will assist in developing the Brand Strategy.

Brand planning process structure referred here is SOSTAC ® model.

S Situational Analysis

O Objectives of the Brand

S Strategy

T Tactics

A Action Plan

C Control

However only the first three points of the above model will be covered/discussed in this report in the form of a Brand Audit (the first section of the report) and the Brand Strategy (the second section of the report) derived by the findings from the Audit.

Finally the conclusion of what the strategies should be for the next three years.

2. Intro For those who do! As the number one PC maker in the world (Figure 1) declares it is indeed a company for those who do with a net worth of US$30 billion. Lenovo has been the fastest growing major PC Company for more than 3 years, by creating a complete range of personal technology, including smartphones, tablets and smart TVs. Their product lines include legendary Think-branded PCs for their corporate clients and Idea-branded PCs for the consumer market, as well as servers, workstations and a family of mobile internet devices/personal technology ensuring them being much more than an ordinary PC company. Lenovo:

Is the number one PC Company in the world for large business and the public sector. Is the best known PC notebook in the world. ItÊs a ThinkPad·and in 20 years, more

than 75 million of them have been sold. Have launched a family of convertible PCs that combine the best features of both

notebook PCs and tablets, leading a new category of personal technology. (Lenovo, 2013) LenovoÊs long-term goal is to become the leading personal technology company in the world by leading in three key areas:

Personal Computers: Lead in PCs and be respected for product innovation and quality.

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(Chen Shaopeng, Senior Vice President, Lenovo Group, 26 November 2009) However Sri Lankan Business have a holistic operation due to the small size of the operational staff in Sri Lanka.

The inherited Global culture drives how work is done at Lenovo on a day-to-day basis, utilizing what they call the 5 P's:

(Lenovo Annual Report , 2013)

This is how they coordinate and what make them stay on top of the game enabling innovation and market leader status a possibility for Lenovo.

3.1.2 Values The clear ÂProtect and AttackÊ strategy is one of the four main values of Lenovo

(Lenovo Annual Report , 2013) Innovation is what help Lenovo with competitive differentiation and drives new market opportunities, such as mobile Internet, digital home and cloud computing. The ultimate goal of LenovoÊs R&D team is to improve the overall customer experience while driving down the cost of ownership.

(Lenovo Annual Report , 2013) As mentioned in the Coordination section the 5Ps they practice enable them to have a very effective business model for operations and a strong global leadership team with a culture of commitment.

(Lenovo Annual Report , 2013) With the east and west cultures tied in together Lenovo has a diversified Global culture which enable them to win in the marketplace and to be a globally respected company that people want to work for and with. Their commitment to diversity is driving their success as a next-generation technology company 3.1.3 DepartmentsÊ cultures The Sri Lankan culture of Lenovo is derived from the Lenovo Global Culture with a market driven mind-set and innovation leadership targeted environment. Lenovo Global Culture: „Our culture defines us ⁄ it's our DNA. We call it the Lenovo Way and it's the values we share and the business practices we deploy. It's how we address our day-to-day commitments. The Lenovo Way is embodied in the statement: We do what we say and we own what we do. Our culture is what has enabled us to consistently raise the bar on delivering break-through innovations, award-winning designs and strong financial performance.‰ (Our Culture Page Lenovo Website, 2013) They have a collaborative culture that is market driven with one unified language and a vision to build the worldÊs most exceptionally engineered personal technology products and services. With roots in the East and the West and a common aspiration to be the very best whether serving the customers, working together as a team or contributing to the community, they work to build a unique company delivering unparalleled products created and supported by people who represent a wealth of cultures and experiences. Lenovo gain strength from this diversity. Every day, on every project, They create a new language for inclusion and respect for others. Lenovo environment developed to encourages entrepreneurism and ownership. A workplace where people's talents can be challenged and their efforts recognized and rewarded.

3.1.4 Heritage Lenovo came about as the result of the merger of two of the most storied companies in technology and business: Legend Holdings in China and IBMÊs Personal Computing Division in the United States. This merger gave Lenovo the opportunity to have unique market possibilities to chain the best of East and West· joining North American and China-based technology players to create a unified global personal technology leader with growing market positions in both developed and emerging markets.

Lenovo had gained a specialty in acquisitions that they were able to apply to their subsequent mergers and joint ventures. Which made them the No 1 PC Maker in the world today.

All the above achievements have effectively enhanced the growth of the overall business. They have also give the company the ability to attract top talent from diverse backgrounds, representing a broad collection of nationalities and languages. A value they take pride in.

3.1.5 Communications Currently Lenovo Global have more than 30,000 employees in over 60 countries serving customers of over 160 countries. The communication methods remain the same worldwide.

Source: (Lenovo Annual Report , 2013)

While having an efficient market driven communication strategy among the staff they strive to foster an environment for Open communication. With a knowledge sharing culture they ensure that all business information are listed and are may become subject to public disclosure in the course of financial reporting, litigation or governmental investigations, and records may be obtained by outside parties or the media.

They attempt to be clear, concise, and accurate as possible when recording any information, and avoid exaggeration, colorful language, guesswork, legal conclusions, and derogatory characterizations of people and their motives. This applies to communications of all kinds, internal and external, including email, weblogs („blogs‰) or other Internet postings, notes, memos and telephone messages.

Lenovo also have a specific website to give information for their marketing teams and business Partners, which ensure that they have the same message distributed among all the staff, Partners, distributors and retailers. This site include all the marketing material and resources they need including the training programs and Product Specs

http://www.partnerinfo.lenovo.com/partners/us/index.shtml

3.1.6 Distinctive capabilities & core competencies USP Innovation Leadership

Extensive Technological Advancement Flexibility Culture Efficient Network Sleek Design

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3.3.2 Time rich or money rich Lenovo Consumers are Mostly Money rich they will pay the money to get the convenience and the performance of the products offered.

3.3.3 TIGHT OR Lose control To determine if the Lenovo customers have a tight or lose control over the time availability against the Disposable income they get Figure 4 is used.

While most consumers do have a higher disposable income there are others who will still purchase the products in the lowest price range. Therefore all a (Charge for convenience), b (Justify price premium) & c (stressing for Key benefits/Value for Moeny) can be applied to Lenovo, it can be concluded that the even if the time and money are two factors that can affect the buyer decision, these are not the making or breaking point of the sales. It is Features, innovation, flexibility and the Brand Image that affect mainly.

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Brand

Strategic Brand Audit/Strength of Competing Brands the graph

Key Competitors have a hire market share and a higher Market presence than Lenovo and all their objectives come close to Lenovo Objectives one way or the other as well as the strategic direction. Significant differences were that Lenovo have a very good establishment in the Enterprise Businesses and They have a very good services model whereas most the other brands have trouble with them. Biggest threat is HP in the local market with their Global Presence very close to what Lenovo has.

Brand Objectives Importance & Commitment (L/M/H)

Strategic Direction Critical Strength Most VulnerableWeakness

Competitive Position Likelihood of Change (L/M/H)

Lenovo Creating inspirational Personal Devices, Creating an aspirational culture Having an enduring, trusted & respected global business

H Well designed, competitive priced products & Stronger option for organisations with global requirements.

Strong Product Design, established Thinkpad brand, Global Market Leader position

Low market share in the Local Market

Market Follower – in Sri Lanka

H

Apple Designing the best personal

computors in the world & defining the future of mobile media and computing device

H focus its business toward consumers

Innovation & product design, Financial & Organisational stability, strength in selected vertical sectors where high-end media creation tools are necessary.

High involvement Catering to a Niche Market Not flexible in terms of software & apps and weak in enterprise sales

Niche Market – Their client segment is different

Will set new standards in the market

HP Global Citizenship, Market Leadership, Profit, Growth & customer Loyalty

H Success hinges on consistency of leadership, focus, execution, and most importantly, great products and services

Good Market Strategy, Good Enterprise account Management, Broadest Product Portfolio, Best-in-class response

Overlaping PC Brands confusing the customer & Issues in support

Market Leader, but have a strong brand image however Lenovo have the ability to affect their market position

Current Market standards are set by them

Dell Listen, Learn & Deliver H Customer Centric Good quality, Strong account management, Borad Product Models covering a wast range of customers, Good global coverage

Inconsistent support & services

Market follower, but have a strong brand image however Lenovo have the ability to affect their market position

M

Acer Breaking down barriers between people and technology.

H Innovation, Progress & People

Market Visibility, good regional offers in education and for small or midsize businesses supported by a good channel partner network, global product offerings, with a highly efficient supply chain and a strong market presence

Weak in enterprise level offerings & level of commitment, products and direction are not consistent across all geographies

Market follower, but have a strong brand image however Lenovo have the ability to affect their market position

M

Sources: (Lenovo Annual Report , 2013), (STAMFORD, July 10, 2013), (Acer Website about Brand Page, 2013), (Apple Website, 2013), (Dell website, 2013), (HP Website, 2013)

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