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几乎是在同时,联想和TCL推出了更新版本的企业史《再联想》和《鹰的重生》,固然免不了历史沿革的回溯,重彩之笔却都落到了近十年国际化的梳理和总结上。两家公司主动和盘托出不为人知的幕后故事,一方面说明了对自身国际化成果的阶段性肯定;另一方面也蕴含着十年磨一剑、愈挫愈勇的感慨。TCL和联想采取的国际化策略都是以并购为手段,高举高打,主动参与产业的高级整合。但国际化品牌之路从来不是坦途。2003年,TCL收购汤姆逊彩电业务被认为是一块“有毒”的甜美蛋糕;2004年底,联想收购IBM PC业务被认为是“蛇吞象”。对国际化过程中遭遇的政策、文化、市场、财
Almost at the same time, Lenovo and TCL introduced an updated version of their corporate history, “Re-association” and “eagle’s rebirth,” although inevitably the history of the retrospective, the highlights of the past but fell into the internationalization of the past decade review and summary . The two companies took the initiative to make known the behind-the-scenes stories, on the one hand shows their stage of affirmation of the internationalization of achievements; the other hand, also contains ten years of grinding sword, more and more courage feelings. TCL and Lenovo’s international strategy are taken as a means of mergers and acquisitions, holding high hit, take the initiative to participate in the industry’s high-level integration. However, the international brand of the road has never been smooth. In 2003, TCL acquired Thomson TV business is considered a “toxic ” sweet cake; the end of 2004, Lenovo’s acquisition of IBM PC business is considered “snake swallow image ”. The policies, cultures, markets, and finances encountered in the process of internationalization