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Return Of The Global Brand Research Paper

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When the sale was completed it only took six months for the Chinese PC and high tech manufacturer to completely re-vamp the core product lines, generate a new product generation, re-launch the brand and re-establish channels in the U.S. with the new brand (Ille, 2009). Where IBM had bet on the stability and lack of change being an attribute that it departments liked, Lenovo completely changed the brand and made it more progressive, innovative and focused on being more than an it department needed. Lenovo also completely re-vamped that tablet PC business and quickly launched a series of hand-held prototypes shown at the Consumer Electronics Show in Las Vegas in January, 2006

(Ille, 2009). Lenovo wasted no time taking the best of its manufacturing operations and R&D operations, and using both to completely...

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In so doing, Lenovo was also able to completely change the competitive landscape of the laptop industry globally, holding onto IBM resellers while also completely re-vamping the image of the products prior to their acquisition.
Conclusion

Lenovo's re-inventing a stale, boring IBM PC brand of laptops into an exciting, interesting product line shows how Chinese manufacturers are able to blend their core expertise in production with effective branding globally.

References

Ille, F.R. (2009). Building Chinese global brands through soft technology transfer. Journal of Chinese Economic and Foreign Trade Studies, 2(1), 47-61.

Quelch, J. (2003, the return of the global brand. Harvard Business Review, 81(8), 22-23.

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References

Ille, F.R. (2009). Building Chinese global brands through soft technology transfer. Journal of Chinese Economic and Foreign Trade Studies, 2(1), 47-61.

Quelch, J. (2003, the return of the global brand. Harvard Business Review, 81(8), 22-23.
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