Lack of PC and domestic Lenovo over your need to replay what – Sohu Technology-yo te amo

Lack of PC and domestic: Lenovo over your need to replay what? Sohu technology before the market for Lenovo just passable performance last year, Lenovo holdings chairman, Lenovo Group founder Liu Chuanzhi in Lenovo annual meeting speech throws Lenovo development face fourth your point of view, the three three and Lenovo had crossed the case that Lenovo before three Kaner, after careful checking even painfully summed up, and finally took out method, have a big breakthrough, also stand to a new level, so the fourth can still live your. It will really like Liu said the total three banks and the same as before by? Or Lenovo to thought the fourth hurdle, do what really need? Here, we can first look at the three three Liu Chuanzhi said Lenovo had. The first is in the ridge years, foreign brands have entered Chinese, local brands almost collapse of the association established the army, led by Yang Yuanqing computer division, broke through the ridge; the second is in the late 1990s, the direct model "DELL landing China, Lenovo and the war years was mouthing, until at the end of the year to end the dual mode of marketing to win; the third is the Lenovo acquisition of IBM PC temporary losses, to achieve a breakthrough in the back. In fact, the process of the three threshold before Lenovo has been far more complicated than Liu said and more difficult. We have no need to repeat, we only want to say is that the three threshold Lenovo had played in the two most important factors, is PC and Chinese market. Especially in the Lenovo third times over the ridge in the center of gravity, Liu Chuanzhi will return to the association Lenovo PC market from overseas to China market, not only saved according to the time of Liu Chuanzhi said Lenovo PC has been in the edge of the cliff (equivalent to Lenovo), and its later in the global PC market to lay a solid foundation. So, today, Lenovo in these two factors on how to do? Referring to the current Lenovo unsatisfactory performance, most comments are considered Lenovo Mobile (mainly refers to the poor performance of smart phones) dragged down Lenovo, but everyone knows that mergers need integration, integration takes time. All of these require strong support for PC business which still occupies 70% of Lenovo’s revenue and nearly 100% of its profits. But from the market performance in the past year, Lenovo’s core PC business is not ideal. There may be some people (including Lenovo) will refute, Lenovo PC business should be the most healthy, how can not be ideal performance? Here we may recall Lenovo’s PC performance in the year. In 2009, Lenovo sold 10 million PC, an increase of 8.4%, based on this, Lenovo developed at the beginning of the year sales of 10000 PC, global market share reached 23% of the target. But by the end of last year, according to the statistics of IDC and Gartner, Lenovo PC shipments only million units, down 3.6% and 3.1% years, the global market share of 20.7% and 19.8%, not only did not complete the annual sales target million units (only about 80%), even as sales. Sales decline, leading to Lenovo’s first half of last year PC revenue fell to 9% year-on-year, at the same time, Lenovo past.

疏于PC与国内:联想过大坎需复盘什么?-搜狐科技   日前,针对联想去年差强人意的市场表现,联想控股董事长、联想集团创始人柳传志在年联想新年年会演讲中抛出了联想发展面临第四道大坎的观点,并以联想之前已经跨过的三道大坎为例,认为联想以前过了三道坎儿,经过认真地甚至痛苦地复盘总结,最后拿出了方法,有了大的突破,还站到了新的高度,所以这第四道大坎依然能过。那么事实真的会如柳总所言和之前的三道坎一样通过吗?或者说联想要想过这第四道坎,究竟需要复盘什么?      在此,我们不妨首先看看柳传志所言的联想曾经有过的三道大坎。第一个坎是在年,国外的品牌大举进入中国,本土品牌几乎全军崩溃,联想成立了以杨元庆为首的微机事业部,一举突破了这个坎;第二个是在年代后期,戴尔的直销模式“落地”中国,联想与之大战年一度被唱衰,直到年底终以双模式营销取胜;第三个是联想并购IBM PC出现短暂亏损,后面实现突破。   其实,联想之前所过的这三道坎的过程远比柳总说得要复杂和艰辛得多。在此我们无需赘述,我们只想说的是,联想过的这三道坎中起到最重要的两个因素,就是PC和中国市场。尤其在联想第三次过坎中,柳传志回归联想后将联想PC市场的重心从海外转向中国市场,不仅挽救了按照当时柳传志所言已经处在悬崖边上的联想PC(等同于联想),并为其后来在问鼎全球PC市场打下了坚实的基础。那么时至今日,联想在这两个因素上做得如何呢?   提及目前联想差强人意的表现,多数评论均认为是联想移动(主要指智能手机)表现不佳拖累了联想,但谁都清楚,并购需要整合,整合需要时间。而这一切均需要目前仍占据联想营收70%和接近100%利润的PC业务的强力支撑,但从过去一年的市场表现看,联想核心的PC业务并不理想。   这里也许有人(包括联想)会反驳,联想PC业务应该是最健康的,怎么会表现不理想呢?在此我们不妨回顾下联想在年时PC的业务表现。年,联想销售了万台PC,同比增长8.4%,基于此,联想在年初制定了年销售万台PC、全球市场份额达到23%的目标。但截止到去年年底,据IDC和Gartner的统计,联想年PC出货量仅为万台左右,年同比下降3.6%和3.1%,全球市场份额为20.7%和19.8%,不仅没有完成年销售万台的目标(只完成了80%左右),甚至还不如年的销量。销量的下滑,导致联想去年上半年PC营收同比下滑达9%,与此同时,联想过去三个季度的营收显着同比降低;税前利润同比变化率也不断下降,在过去两个季度更呈现负增长,例如年三季度税前利润同比下滑16.8%;税前利润率则从一年前的5.6%逐步下降至5%。也就是说,作为联想业务核心的PC业务在过去一年中,不仅销量下滑,营收、利润率也处在下滑之中,这也是联想PC首次在PC大势走低的情况下出现负增长年。要知道此前,联想的PC销量和营收不仅是增长,还基本上是两位数的增长,而这只能说明联想在并购摩托罗拉移动和IBM x86服务器业务之后疏于了对PC市场的争夺.   销量的下滑,带来的是营收下跌。过去三个季度,联想PC营收同比降幅明显;税前利润同比变化率不断下降,在过去两个季度更是负增长,年三季度税前利润同比下滑16.8%;税前利润率则从一年前的5.6%逐步下降至5%。而按照联想对于摩托罗拉移动整合的进程,其效应至少要在年才能显现(联想集团移动业务总裁陈旭东在CES展上接受了媒体采访时称,对联想手机业务做出的调整至少要等到年才能见效)。这意味着在近两年中PC仍是联想的核心,不仅关系着联想的营收和利润,更事关联想转型的成败。在此也许有人会称,PC产业已无空间,联想再如何努力也是枉然,事实真的如此吗?   据统计,目前全球有亿台使用至少年以上的旧PC仍在使用,而在中国这个数字为万台,其中消费类笔记本万台,商用台式PC 2500万台,使用超过年的PC达到1.5亿台,使用超过年的PC也达到万台。而根据IDC计算的PC平均生命周期,台式机为6.5年,笔记本为4.5年。看来PC市场,尤其是中国PC市场依旧存在空间,就看联想如何看待PC业务和如何去争夺了。   除了疏于PC业务外,在市场策略上,联想也存在忽视中国市场的错误。例如在智能手机市场,按照联想去年出货量万部计算,其在国内智能手机市场的出货量充其量在万部左右。因为按照市场研究机构Strategy Analytics最新发布的年中国智能手机报告显示,排名第的OPPO的出货量为万部,而联想并未进入前。实际上联想手机业务目前有70%来自于海外市场。相比之下,去年中国手机厂商销量首次破亿的华为其中国市场依然占据了60%,而小米万部的出货量基本来在国内市场,可见,尽管业内认为中国智能手机市场增速放缓且竞争惨烈,但基于庞大的用户基数,其市场空间还是存在的。   当然,我们在这里并非否认联想主攻海外市场的策略,只是曾经作为中国智能手机市场第二,仅次于排名第一三星的联想为何要轻易放弃对于国内市场的争夺呢?另外,由于主攻海外市场的摩托罗拉移动的50%均来自南美等新兴市场,而新兴市场的手机价格偏低(按照陈旭东所言,在新兴市场手机的售价只有美元),对于联想营收和利润的提升相当有限,与之相比,去年华为、Vivo、OPPO等在―元左右机型出货量均出现增长看,即便是从营收、利润的价值角度,国内市场也不一定不如海外市场,尤其是联想主攻的海外新兴市场。   正是由于疏于中国市场,导致联想在中国区的收入占比由37%降至27%,税前利润同比增长幅度也从15%以上减少了一半多,过去两季的降幅分别高达18%和11.8%,税前利润在年第一季度同比变化剧降21.2%,最新季度税前利润(不包括重组和一次性费用)更同比减少37.6%,税前利润率也同比下降29.3%。为了证明中国市场的重要性,我们这里引入业内对于联想国内PC市场的分析加以补充,即国内PC 销售均价如果下跌10%或20%,联想的税前利润将下滑26.4%或52.8%;如果联想国内PC 出货量下滑10%或20%,公司税前利润将下滑13.2%或26.4%。可见中国市场对于联想的重要性。   综上所述,我们认为,联想之所以前三次过坎,恰是因为PC和中国市场,而今天的颓势又是因为忽略了这两个关键因素。那么如果未来联想要想过第四道坎的话,需要重新针对PC业务和市场复盘,并结合自己的实际来制订PC和市场的战略及策略,否则不仅很难过坎,还有有可能成为联想的“滑铁卢”。相关的主题文章: