Lenovo's Acquisition of Ibm

Table of Contents 1.Introduction2 2.The Parties Involved2 2.1The Acquirer: Lenovo2 2.2The Target: IBM2 3.The acquisition2 3.1Development of Acquisition (Time Line)2 3.2Facts of Acquisition2 3.3Expected Problems from Acquisition2 3.4 implicit in(p) motivations/expectations for Lenovos Management2 3.5Underlying motivations/ expectations for IBMs Management2 4.Were Lenovos expectations met?2 4.1To become an international company with access to the global PC market2 4.2Aim to leverage IBM marker to gain market place traction2 4.3To leverage on acquired IBMs management expertise2 4.4To achieve more cost-savings by tapping on IBMs economical supply-chain, sales and distribution network2 4.5 over completely Assessment on whether Lenovos expectations were met2 5.Were IBMs expectations met?2 5.1To concentrate on IBMs pith products through the removal of the PC unit2 5.2To build its brand name in the booming Asian Market2 5.3Overall Assessment of whether IBMs expectations were met2 6. Comparison study: Hewlett-Packard Company (HP) and Compaq data processor Corporation (Compaq) Merger2 6.1Analysis of the triumph of Lenovo IBM merger vs. nonstarter of HP-Compaq merger2 7. Conclusion2 8.Going Forward2 9.

Bibliography2 1. Introduction On beginning(a) May 2005, Lenovo acquired IBMs Personal computing unit (IBM PC) for $1.75 billion. This was seen as a major milestone for Lenovo in its efforts to globalize its trading operations according to industry analysts. With this acquisition, the goal of its ambitious founder, Liu Chuanzhi, to create a global PC manufacturing powerhouse was achieved. This paper seeks to evaluate the success of the acquisition by focusing on whether the underlying motivations for both Lenovos and IBMs management for entering the acquisition were met. date there were many risks involved, the rationale for the acquisition was sound, with the major players all positioned to benefit: Lenovo increased... If you want to get a full essay, place it on our website: Ordercustompaper.com

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