Increasing Global Market Presence of Lenovo Company - Case Study Example

Lenovo Company External Consultant April 23, Table of Contents Executive Summary 3 Introduction 4 Issues 4 IBM China Factory Workers Strike 4 Recall of Faulty Lenovo ThinkPad Battery 6 Lenovo Warns against Unauthorized Lenovo Product Stores 9 Lenovo’s “made in China” Marketing Syndrome 14 Increasing Lenovo’s global market share in the Computer and mobile phone geographic market segment 17 References: 23 Executive Summary The Lenovo Company is one of the top selling high technology entities in the global market segments. The company successfully markets the computers and mobile phone products in four major global market segments. The report shows Lenovo can easily resolve the issues confronting the company. The issues include: (1) IBM China Factory Workers Strike (2) Recall of Faulty Lenovo ThinkPad Battery (3) Lenovo Warns against Unauthorized Lenovo Product Stores (4) Lenovo’s “made in China” Marketing Syndrome (5) Increasing Lenovo’s global market share in the Computer and mobile phone geographic market segment (6) Increasing Lenovo’s global market share in the Computer and mobile phone product market segment Evidently, the company must implement the recommendations in order to continue increasing its global market presence, increasing global customer demand for the Lenovo products. Introduction The globally competitive Lenovo Company is one of the top global high technology companies. The company’s marketing strategy prioritises the computers and mobile phone marketing (Spalton, 2010). The current report focuses on several issues confronting the current Lenovo management. The report includes alternatives to resolve the issues. Next, the report includes solutions picked from the given alternatives. Lastly, the report includes the recommendations. Lenovo Company must implement recommendations needed to increase its current global market presence. Issues IBM China Factory Workers Strike The IBM China factory workers protested the China manufacturing plant’s transfer after Lenovo bought IBM’s x 86 server enterprises. After purchasing the IBM China entity, Lenovo management implemented the replacement of some of the IBM workers. The target of IBM China workers is to protest their job termination (Crosson, 2011). As the new owner of the China IBM plant, Lenovo, a China –based computer manufacturing and marketing company, Lenovo is exercising its legal authority to hire better China factory workers. Further, there are alternatives to the above issue. First, the Lenovo Company can retrench the employees (Martin, 2010). Retrenched employees are entitled to their separation pay. Consequently, Lenovo will honor this legal requirement by granting the retrenched employees their separation pay. This is usually done if the employee works on a production line that is going to be shut down. Consequently, employees of the IBM Thinkpad line will be retrenched because the unprofitable ThinkPad line will be closed down. Second, the Lenovo Company can choose to retain some of the employees. Employees working in other more profitable products can continue working in the Lenovo line up. If the employee chooses to part ways, the Lenovo Company will automatically pay for the separation pay of the departing employees. Normally, old employees prefer to part ways compared to staying with the company (Martin, 2010). Third, the Lenovo Company will simply ignore the employees of the IBM Company. The Lenovo Company will force the retrenched IBM employees to get their separation pay from the IBM owners. Since the Lenovo Company paid for the acquired assets of the IBM Company, The IBM Company should pay the retrenched IBM employees. Consequently, the retrenched employees, strangers to the Lenovo workplace, former IBM production facilities, must settle their employment issues with the company that hired them, International Business Machines or IBM (Martin, 2010). Further, the Lenovo Company must implement solutions to the above issue. First, the company can retrench the employees (Crosson & Belverd, 2011). The company must pay the separation pay of the retrenched individuals. The company must tactfully explain the reasons for the retrenchment of the selected few employees. Second, the company can retain the services of the chosen employees. However, the new owners of the acquired IBM Company must not force the issue of retention. The Lenovo Company can persuade the current IBM Company employees to continue working with the new owners, Lenovo Company. If the IBM Company employees prefer to leave, the new owners must abide by the decision of the employees. Consequently, the Lenovo Company must pay the separation pay of the departing IBM employees (Martin, 2010). Further, it is highly recommended that Lenovo implement the appropriate solutions. First, the Lenovo Company can pay the separation pay of the retrenched IBM employees. Next, the Lenovo Company can offer to rehire the services of some selected IBM employees. The company must not implement the 3rd alternative as it will cause unnecessary lawsuits, rallies, and other actions that may damage the public image of Lenovo Company as a socially responsible member of our global market segment (Noreen et al., 2011). Recall of Faulty Lenovo ThinkPad Battery Lenovo sought the recall of one battery model. Specifically, the Lenovo ThinkPad battery model is classified as faulty (Low, 2014). The faulty batteries belonged to a batch of batteries that were sold during the October 2010 to April 2011 marketing period. The battery overheats. The overheated battery could explode. The explosion may cause fires and other dangers. The battery is estimated to reach more than 34,490 batteries. The computer models include some Edge models. The faulty batteries are included in the 52T48XX series. Some of the questioned batter models were sold as replacement batteries. The questioned batteries were sold as replacement batteries. Further, the symptoms of the faulty batteries are obvious. The batteries easily overheat. The overheating batteries had damaged the computers. The company issued a message to all affected Lenovo ThinkPad owners to return the batteries to the nearest Lenovo outlet. In Company will replace the returned batteries with the better quality battery replacement (Spalton, 2010). Furthermore, the faulty batteries will surely frustrate the busy Lenovo computer owner. The constant unexpected shutdown of overheated computers may frustrate the computer users. Frustrated, the Lenovo computer user may shift to patronizing the computer and mobile phone options of the competitors. The faulty batteries are serious flaws in the quality of the Lenovo ThinkPad products (Spalton, 2010). Moreover, there are alternatives to resolving the ThinkPad faulty battery issue. First, the Lenovo marketing team can ignore complaints (Burkard, 2011). The marketing team can focus on selling the improved battery version to the current and future customers Lenovo ThinkPad customers. When this happens, the complaining customers can file a complaint with the corresponding government agency. Further, ignoring the complaints will drive away a significant portion of the Lenovo Company’s current and future customers. Second, Lenovo can offer discounts to the complaining customers (Cant, 2009). When the company chooses this option, problem of faulty battery still exists. Consequently, the faulty overheating battery may explode. The explosion may cause damage to the computer. If this option is taken, many customers will shift to patronizing the products of the competitors. Consequently, the demand for the Lenovo products will significantly decline. Third, Lenovo can recall all the faulty batteries (Lamb, 2010). The company can offer to replace the faulty batteries with the high quality battery replacements. Lenovo can send messages requiring all ThinkPad customers to return their faulty batteries. In exchange, the Lenovo after sales service team will replace the faulty batteries. The replacement batteries will sent free of charge (Jones, 2012). Further, the company’s option to replace the faulty batteries is the essence of corporate social responsibility (DuBrin, 2009). The responsibility includes the Lenovo Company’s doing its best to fill the social needs of the community, including correcting faults. This is the essence of the warranty. Under the warranty concept, the company warrants that its products are working perfectly to serve to needs of the customers. Since the faulty batteries will easily heat up, the computer may shut down to prevent computer damage. When the computer shuts down, the computer user cannot use the computer. This infuriates the busy customer. Consequently, the customer will be persuaded to shift to patronizing the competitors’ products. To solve the issue, there are two possible solutions (Williams, 2010). First, the Lenovo Company can offer discounts to customer. The discount is enough to appease the frustrated ThinkPad customers. The discounts will diffuse the anger of the angry customers. Further, the discounts may significantly be pegged at five percent (Buttle, 2009). The amount is minimal. However, marketing concepts show that discounts increase the current and future customers demand for the Lenovo products and services. The discounts will surely bring a smile, appeasing the customers’ frustration over the overheating battery, on the faces of the complaining customers. Next, the Lenovo Company must recall the faulty battery (Buttle, 2009). The recall is done to replace the faulty batteries with better quality Lenovo ThinkPad batteries. The replacement batteries will be free from the prior overheating incidents. Consequently, the absence of the overheating will ensure the customers can use the ThinkPad product for eight or more non-stop long hours. By implement the two solutions, discounts and recall (replacement) alternatives, the customers will surely continue to patronize the Lenovo products. The company’s allocating funds for the recall and replacement of the faulty batteries creates a favourable impression that the company really cares for the current and future customers, in compliance with the Lenovo Company’s corporate social responsibility (Schermerhorn, 2010). Further, it is highly recommended that Lenovo Company implement the two solutions mentioned above (Martin, 2010). The company must offer discounts in order to appease the disgruntlement of the complaining ThinkPad battery owners. Next, Lenovo Company must recall the faulty overheating batteries. After the recall, the production department will replace the faulty batteries with the better quality batteries, preventing future battery overheating of the ThinkPad computer products. Lenovo Warns against Unauthorized Lenovo Product Stores The Lenovo Company observed that some websites were selling Lenovo Products (Gautam, 2014). Lenovo’s marketing strategy includes authorizing some stores to sell the Lenovo products. The same authorized outlets delivery after sales services to the current and future Lenovo customers. Lenovo will generate revenues from the sale of the Lenovo products. Further, the unauthorised stores are selling more Lenovo products compared to the authorized stores’ Lenovo product sales (Gautam, 2014). This is understandable. The authorized stores must comply with the provisions stated in the contract entered into with the Lenovo Company. The contract indicates the suggested price of each computer and or mobile phone device sold in the stores. On the other hand, unauthorized stores can sell the Lenovo products at any price the stores want. Consequently, the unauthorized stores can sell the Lenovo products at prices significantly lower than the authorized Lenovo dealers (Scott et al., 2011) Furthermore, the problem lies with the authorized Lenovo Stores (Thompson, 2010). The unauthorised stores’ continued selling of Lenovo products drive away a significant portion of the Lenovo customers towards the unauthorized Lenovo products’ stores. The Lenovo Company has several alternative strategies to resolve the unauthorized selling of the Lenovo products. In response, the Lenovo Company decides to step into the issue of the unauthorized sale of the Lenovo products. Moreover, there are several alternatives to resolve the above issue. One alternative is to retain the status quo. This means that the Lenovo Company will ignore the unauthorized sale of the Lenovo products. Under this alternative, Lenovo Company will benefit from the increasing sales of the Lenovo products. The increase in the number of Lenovo products means that Lenovo’s overall global sales will automatically increase, since the unauthorized websites purchased their top selling computer and other mobile phone products from the Lenovo Company (Thompson, 2010). Further, a second alternative is to prevent the current and future customers from purchasing the Lenovo products from the unauthorized websites. Under this alternative, the Lenovo Company warns the current and future customers from purchasing from the unauthorized online retailers of Lenovo Products (Gautam, 2014). The warning states that certain online websites are not authorized dealers of the Lenovo Products (Thompson, 2010). As unauthorized sellers of the Lenovo Products, the general public is warned that they will not be able to receive certain benefits offered by the authorized Lenovo product stores. The benefits include warranties against defects. If defects occur, the Lenovo Company will replace the replaceable damaged parts. If the defect requires fixing, the Lenovo Company will freely repair the product. Next, the Lenovo Company will warn the current and future customers from visiting the unauthorized websites (Jones, 2012). Lenovo will warn the current and future customers from visiting of the authorized online websites, www.amazon.com. Lenovo Company will also warn the current and future customers from patronizing the Lenovo products offered by the www.Snapdeal.com website. Lastly, the Lenovo Company can discourage the current and future customers from taking advantage of the lower priced Lenovo products of the www.Flipkart.com website despite the site’s lower priced Lenovo products. Further, the warning will be issued by Lenovo to counter the drop in the Lenovo computer product sales of the authorized Lenovo computer products (Witcher, 2010). The unauthorized online websites are not authorized by the Lenovo Company to sell the Lenovo products at discounted prices. Assuming the model and the quality of the product are the same, foundational marketing concepts dictate that customers normally prefer the lower priced products (Yaverbaum, 2011). Consequently, the current and future customers of the Lenovo products would prefer purchasing lower priced products. Since the authorized online sellers of the Lenovo Products’ prices are lower than the authorized Lenovo product stores, the unauthorized sellers generated higher Lenovo product demands compared to the demands for the authorized Lenovo product stores. In response, the authorized stores selling the Lenovo products are bound by their Lenovo contracts not to exceed the selling price indicated in the Lenovo marketing contracts. Previously, another company warned the current and future customers of Nikon camera products against buying from unauthorized online companies (Samson, 2012). The Nikon Company warned that the current and future customers that www.amazon.com, www.Snapdeal.com, and www.Flipkart.com are not authorized to sell the Nikon camera products. Similarly to the Lenovo case, the Nikon Company issued the warning to the current and future customers to prevent the current and future customers from shifting their purchases of Nikon products from the authorized sellers of the Nikon camera products to the unauthorized online sellers of Nikon products. Just like in the Lenovo case, the unauthorized sellers of the Nikon products were selling the products at prices lower than the prices of the authorized Nikon product stores. Consequently, more Nikon products were sold by the unauthorised Nikon online stores compared to the authorised Nikon product stores. In retaliation to the Lenovo warning against the unauthorized sellers of the Lenovo products, the affected unauthorized sellers of the Lenovo products can issue assurance statements to prevent the current and future customers from shifting to the authorized Lenovo products (Scott, 2009). The unauthorized websites can prove that their lower priced products are genuine Lenovo products. This marketing strategy of reassuring the unauthorized websites’ loyalty current and future customers will easily convince the budget-conscious current and future customers to save money by buying the lower priced Lenovo products from the unauthorized websites and other budget-conscious alternative stores. Further, another alternative is to grant the authorised Lenovo stores to lower the selling prices (Bhimani, 2009). Under this alternative, the authorised Lenovo stores can offer the same store selling prices as the prices offered by the unauthorized stores. With the same selling prices, the customers will shift their purchasing activities to the authorised Lenovo stores. With the same selling prices, the authorised Lenovo stores will be more popular than the unauthorised Lenovo stores. The customers would rather buy products from stores that offer warranties against defects compared to buying from the unauthorized stores’ not offering any warranties for product defects. Moreover, there are solutions to resolve the above issue. First, the Lenovo Company can ignore the selling of the Lenovo products by the unauthorized Lenovo stores (Sloman, 2010). This alternative will benefit Lenovo Company. An increase in the unauthorized sales of the Lenovo products will increase the Lenovo Company’s global revenues. Lenovo will not stand to lose any revenues as the customers have only two alternative sources of the Lenovo products, the authorised stores and the unauthorized stores. Both stores sell genuine Lenovo products, ensuring the Lenovo Company will benefit from the rivalry between the authorised stores and the unauthorized stores. Second, the Lenovo Company can allow the authorised stores to lower the prices of the Lenovo products (Prasch, 2008). Consequently, the authorised stores can now enter into a cut-throat marketing strategy against the unathorised stores. Under this strategy, each competitor tries to lower the prices of the products until it is low enough to “cut the throat” or kick out the competitors into bankruptcy. The company that cannot sell enough products to pay for the daily store operations is forced into bankruptcy. After the bankrupt customer closes shop, the remaining competitor can now raise the prices of the products in a monopoly market segment. In the above case, the customers would rather deal with authorised Lenovo stores who sell the Lenovo products at the same price as the unauthorized Lenovo stores, forcing the authorised stores to implement a different marketing strategy to keep its market segment pie (customer share of the Lenovo market segment). Further, it is highly recommended that the two solutions be immediately implemented (Kieso et al., 2010). Ignoring the marketing battle between the authorised stores and the unauthorised stores will not affect the overall revenues of the Lenovo Company. Likewise, allowing the authorised Lenovo stores to lower their store prices will lead to an increase demand for the authorised stores’ Lenovo products. Lenovo’s “made in China” Marketing Syndrome Lenovo tries to resolve the “made in China” marketing syndrome. Lenovo’s “made in China” image continues to hound the company’s becoming the top global computer brand (Temporal, 2012). The Dell computer products continue to outsell the China-made Lenovo products. The majority of the local China computer market segment buyers prefer the foreign computer brands over the locally made, China, Lenovo brand (Dibb, 2013). Likewise, the China brand, Lenovo, was initially unknown outside the China market segment. In the mobile phone market segment, the Lenovo brand is not as popular as the longer staying strategically marketed foreign brands. One of the popular mobile phone brands is Motorola. Another popular mobile phone brand is Nokia. Nokia and Motorola are better known brands in the global mobile phone market segment. Consequently, current and future customers from the global market place prefer the Nokia and Motorola brand over the made in china brand, Lenovo (Hartline, 2011). In response, China’s Lenovo management embarks on an effective strategic management approach. After Lenovo bought the rights to use the globally popular IBM computer brand, Lenovo refused to use the IBM name in the local China computer market. The Lenovo Company believes that replacing the Lenovo brand name with the newly acquired IBM brand name is not a viable marketing strategy within the local China market segment (Hartline, 2011). Instead, the Lenovo management preferred to retain the Lenovo computer and mobile phone brand name. The Lenovo preferred marketing strategy focuses on advertising the many benefits of using the Lenovo products. The Lenovo Company’s marketing strategy advertises Lenovo’s offering trust and quality products to the current and future customers. The company advertisements persuade the current and future customers to trust the Lenovo brand name. The Lenovo management feels that using the IBM brand name will generate losses for the Lenovo Company (Hartline, 2011). Further, there are alternatives to resolving the above issue. First, the Lenovo Company can allocate funds to advertise the countless benefits of purchasing the Lenovo products. The Lenovo Company must cater the advertising strategy to each unique global market segment. For example, Lenovo can hire Lebron James, NBA basketball star, or U.S. President Obama, to promote the many benefits of the premium quality China product, Lenovo. Next, the Lenovo Company can hire Former United Kingdom Prime Minister Tony Blair, United Kingdom’s Harry Potter movie actor, or United Kingdom singer Elton John to promote the countless benefits of the high quality Lenovo products. Second, the Lenovo Company can focus on the pricing marketing strategy (Jones, 2012). The company can advertise the Lenovo products as of the same quality as the other competing computer and mobile phone brands. Next, the Lenovo Company can advertise the similarly high quality Lenovo products can be brought home at a significantly lower price. The marketing strategy will focus on filling the need of the budget-conscious or poor current and future customers to have one’s own computer or mobile phone unit. Third, the Lenovo Company can simply accept the reality many people shy away from made in china products. These people equate all China made products as of poor quality. Likewise, the people have the concept that all made in China products use inferior raw materials. Consequently, the low quality raw materials will form part of the low quality finished products, low quality China products (Witcher, 2010). Further, there are solutions to the above discussion. First, the Lenovo Company can advertise the countless benefits of purchasing the high quality made in China products. The solution includes paying popular persons in society to promote purchasing China’s Lenovo computer and mobile phone products. Fans of Lebron James will be enticed to buy the Lenovo products. Friends of President Obama will be persuaded to patronize the Lenovo products (Thompson, 2010). Next, the Lenovo Company’s solution is to advertise the lower prices of the Lenovo products. The budget-strapped or poor target customers will surely embrace the offer of a lower priced quality product to fill their computer or mobile phone needs. For those who want to maximise the value of their scarce money resources, the offer of the lower priced higher quality Lenovo products will not be ignored. Consequently, the demand for the China-based Lenovo products will significantly rise to unprecedented revenue level (Thompson, 2010). It is highly recommended that the two solutions be immediately set into motion. Advertising the benefits of the high quality Lenovo products will erase the illogical made in China syndrome. Likewise, advertising the cost savings from purchasing a similarly high quality product at a lower priced will literally drive the demand for the China-based Lenovo products significantly high (Jones, 2010). Increasing Lenovo’s global market share in the Computer and mobile phone geographic market segment Lenovo’s global market share in the computer and mobile phone geographic market segment must increase. Established in China, Lenovo is the top selling domestic computer and mobile phone brand. During 2013, Lenovo’s global revenue amounted to US $33,873 million. The local China market segment generated 43 percent of Lenovo’s 2013 global revenue. The Asia Pacific and Latin American market segment generated the lower 20 percent of Lenovo’s 2013 global revenue. The Europe, Middle East, and Africa market segment generated 22 percent of Lenovo’s 2013 global revenue. North America generated a dismal 15 percent of Lenovo’s 2013 global revenue (Lenovo, 2014). Further, there are alternatives to the above issue. First, Lenovo can set up more stores in the other countries. Setting up more stores in three other market segments will translate to higher global demand for the Lenovo products. With more Lenovo Products displayed in the three market segments’ stores, more current and future customers will be able to acquire the Lenovo computers and mobile phone products (Wall, 2011). Second, the Lenovo Company can set up significantly more Lenovo production plants in the three market segments. With more production plants, there will be more Lenovo products offered to the three market segments’ current and future customers. The additional production units will be sent to the Lenovo display stores. With more production units, the stores can sell more Lenovo Products (Prasch, 2008). Third, the Lenovo Company can hire local market segment’s actors, singers, and sports superstars to advertise the countless benefits of the Lenovo products. The local market segment’s actors, singers, and sports superstars can persuade their countless fans to patronize the Lenovo products. The Lenovo Company can hire the services of a London Police officer to advertise the concept that the Lenovo products truly offer high quality computing and mobile phone services. Lenovo can pay Daniel Radcliffe, Harry Potter actor, to advertise the benefits of using the Lenovo laptops as well as mobile phone units (Prasch, 2008). Fourth, the company can focus on entering into uncharted new market segments, while retaining the currently shares in different market segments. The attack marketing strategy focused on gaining entry into emerging market segments. The attack marketing strategy incorporates increasing revenues from the consumer sales market segment and the mobile internet market segment sales. The current strategy successfully created increased global demand for the made in China Lenovo products (Hartline, 2011). Fifth, Lenovo Company can increase its global geographic share by successfully implementing a dual business model. The model is also called end to end business model. The model can be described as serving the needs of the global, big companies. To accomplish this task, Lenovo creates strong cooperative relationship with customers. The relationship is grounded on tailoring each Lenovo branch service to fit the unique needs of each current and future global customer. Another term for this customer-based marketing strategy is customisation. To ensure higher demand for the Lenovo products in the global market place, the company offers high quality products and services. Services are divided into two important segments. The first segment is product quality segment. The segment is after sales service segment. Further, the customization includes the speed ingredients. The customers’ waiting time is reduced to the least possible time needed to deliver what the current and future customers need (Hartline, 2011). Sixth, the company can ignore any move to increase its current share in the three market segments. The company will prioritise selling to the saturated China market. The company can set up more stores in the local China market. This strategy will ensure an increase in the China market segment revenues (Hartline, 2011). Further, the Lenovo Company can impose several solutions. Lenovo can open up additional Lenovo stores in the other countries. Next, the Lenovo Company can open up additional production plants in the three market segments. Third, the Lenovo Company can hire local market segment’s actors, singers, and sports superstars to promote the Lenovo products in the three global market segments. Fourth, the company can focus encroaching (attacking) uncharted new markets to increase its global revenues (Hartline, 2011). Moreover, it is highly recommended that the Lenovo Company increase its global market segments’ revenues. The implementation of the above five solutions should be done. The 6th alternative should not be implemented. The above solutions will surely increase the global demand for the company’s Lenovo products (Hartline, 2011). Increasing Lenovo’s global market share in the Computer and mobile phone product market segment Established in China, Lenovo’s top selling product is the Notebook computer. During 2013, Lenovo’s global revenue amounted to US $33,873 million. The Notebook Computer segment generated 53 percent of Lenovo’s 2013 global revenue. The Desktop computer market segment generated the lower 31 percent of Lenovo’s 2013 global revenue. The Other products market segment generated 7 percent of Lenovo’s 2013 global revenue. MIDH market segment generated a similarly low 9 percent of Lenovo’s 2013 global revenue. This clearly shows that Lenovo Company’s current marketing efforts do not generate the same global revenues for all its products (Lenovo, 2014). Further, there are alternatives to resolving the above issue. First, Lenovo Company can invest in the research and development of timely new products (Hartline, 2011). The new products incorporate customer-based innovative features. The company’ injects the differentiation marketing strategy to increase the current and future customers’ demand for the Lenovo products. One of the successful innovative products is the yoga software. The yoga software incorporates the benefits of two marketing areas. One of the areas incorporates the personal computer benefits. Furthermore, another area is maximising convertible personal computer space. The innovations include selling Lenovo tablet products. The company continues to generate encroachment and increase to take away the competitors’ global market segments (Hartline, 2011). Lenovo’s entry into the profitable tablet market segment included the use of the latest operating system. The latest operating system is Microsoft’s windows 8. The company can continue developing new products that cater to the ever changing needs and wants of Lenovo’s current and future global customers (Lenovo, 2014). Second, the Lenovo Company can focus on the balancing of its short term goals and long term targets. Lenovo strategically protected its top position in the local China market t segment. Lenovo introduced several new products into the company’s global market segments (Wall, 2011). Third, the Lenovo Company can harness the expertise of a diversified global team. Diversity includes hiring experts from different fields of interests. Diversity means understanding the needs of the global target markets. The Lenovo global team’s culture is a convergence of diverse cultures of the different global market segments. The Lenovo Company’s shared values concept increases the speed of delivering quality products and services by smoothing out any bottlenecks that slow down optimum quality products and services (Wall, 2011). Fourth, the Lenovo Company’s marketing and management strategy must incorporate several important factors (Gillespie, 2010). First, the company’s globally competitive services are classified as faster than the average competitors. Second, the company’s globally competitive services are classified as more efficient than the average competitors. Third, the company’s globally competitive services are classified as more innovative than the average competitors. Fourth, the company’s globally competitive services are classified as more capable of fulfilling the pre-established goals and objectives faster than the average competitors (Prasch, 2008). Fifth, the Lenovo Company can ignore the sale of the other Lenovo Products. Under this alternative, the company does not have to spend on advertising the new products. This alternative shows that company is amenable to the idea that the other Lenovo products are not on the same demand level as the hotly selling Lenovo products (Kieso et al., 2011) Moreover, there are solutions to the above alternatives. First, Lenovo Company can invest in the research and development of popular new Lenovo products. Second, the Lenovo Company can prioritise achievement of both short term goals and long term marketing goals. Third, the Lenovo Company can use the expertise of a diversified global team to increase global demand for the Lenovo products. Fourth, the Lenovo Company’s marketing and management strategy must incorporate several time factors to increase the global competiveness of the various Lenovo products (Hartline, 2011). Further, it is highly recommended that the Lenovo Company implement certain solutions to increase the global market segments’ demand for Lenovo’s other products. The implementation of the above four solutions must be endorsed. The 5th alternative should never be entertained. The above six solutions can definitely increase the global demand for the company’s other Lenovo products (Martin, 2010). Conclusion The Lenovo Company is one of the top selling high technology entities in the global market segments. The company successfully markets the computers and mobile phone products in four major global market segments. Lenovo Company can resolve the issues confronting the company. Evidently, the company must implement the recommendations in order to continue increasing its global market presence, increasing global customer demand for the Lenovo products. References: Bert Rosenbloom, (2011), Marketing Channels. London: Cengage Learning. Bhimani, A., (2009). Management Accounting. London: Elsevier. Burkard, N., (2011). Market Segmentation and Branding in the Hotel Industry. London: Grin Press. Buttle, F., (2009), Customer Relations Management, London: Elsevier Press. Cant, M., (2009), Marketing Management. London: Juta Press. Crosson, S. (2011). Managerial Accounting. London: SouthWestern Press. Crosson, S., Needles, B., (2011). 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