Case analysis of marketing management philosophy

The development of Lenovo Group can be roughly divided into three stages: the first stage is the stage of entrepreneurship and survival; In the second stage, after solving the survival problem, Lenovo tried diversified development strategy, and the product scale expanded rapidly, and Lenovo quickly developed from a small company to a large company; The third is to spend huge sums of money to acquire IBM's PC department and start the development of internationalization strategy.

Macro marketing environment: The macro external environment has an important influence on the development of Lenovo Group. Only by integrating and adapting to the macro-policy and socio-economic environment can Lenovo Group be better on the road of long-term strategic development.

(1) political environment

Lenovo has a strong political background and national support. Lenovo was founded by Computer Research Institute of China Academy of Sciences. With all kinds of computer professionals and strong technical strength, it is known as the birthplace of computer technology in China.

(2) Economic environment:

The economic environment is good, and the economic crisis has led to the tightening of the whole economic environment, but the development of computer chain industry has maintained a good growth trend.

(3) Social environment:

There is a demand for products in society, and China and even the whole world still have great purchasing power. Once the enterprise enters the track, its value will be reflected.

(4) technical environment:

Lenovo Group was founded by the Institute of Computer Technology of China Academy of Sciences with strong technical strength, representing the highest level in the field of computer technology research.

Second, the micro marketing environment:

In essence, the micro-environment of marketing refers to the enterprise's own environment and the environment formed by units or individuals directly related to enterprise management.

(1) Threats from potential new entrants in the industry:

When new competitors enter a certain market segment, they will increase new production capacity and a lot of resources to compete for market share. The key is whether new competitors can easily enter this market segment. This aspect is mainly influenced by economies of scale, channel construction and expected retaliation.

Possible entrants: first, foreign digital giants who have not yet entered the China market, and then suppliers and retailers who are currently sitting on downstream products.

B entry mode of entrants: the emergence of new products and the establishment of new brands.

Barriers to entry for potential entrants: economies of scale, product differences, capital requirements, customer switching costs, patents and know-how.

(2) Intra-industry competition

Every product has a clear positioning, and the change of users is usually based on the disappointment of existing brands and the improvement of production capacity in the industry, so the computer industry has high profits and high risks.

(3) Substitutes

After China's entry into WTO, the participation of foreign comprehensive market promoters will increase the threat of substitutes to existing professional commercial enterprises.

(4) the bargaining power of suppliers

Most PC software is provided by suppliers, not manufacturers. PC manufacturers have strong bargaining power, but most suppliers are abroad, and local brands have obvious advantages.

(5) the bargaining power of the buyer

Customer's bargaining power

Analysis of Customer's Purchasing Behavior and Characteristics

Through analysis, China PC industry is an industry with high barriers to entry, no substitute goods, low bargaining power of buyers, low bargaining power of suppliers and strong competitiveness of existing competitors. There are many kinds of competitive threats to new entrants, with wide influence and high degree, but for various reasons, there will still be a considerable number of entrants now and in the future.