The paper "Lenovo Company International Business " is a perfect example of a business case study. An organization is bound to encounter some opportunities and threats in its globalisation course and expansion in the new market. Internationalization and globalization are increasingly becoming a common trend in organisation and companies globally. The organisation course to spread its operation to the foreign markets is claimed to be instigated by the need to increase the company's or organisation profit margin. However, the organisation globalisation course has proven to be a quite sensitive issue for organisations especially on staffing.
Globalisation course has also led to a more complicated issue for an organisation, especially on management structures. Organisation management in the global environment has borne for challenges which these organisations have been forced to deal with other than the difficulty in management it has also proven to be time-consuming for these organizations. This might require looking for employees best fit for to work for the organization, ensuring that the organisation abide by the laws in the new market and the culture in the new market relate to the organization's culture in order for them to enjoy smooth organization management.
This paper, therefore, highlights the opportunities and threats that globalisation presents for decision-makers in multinational cooperation. Lenovo Company was first established in 1984, over the years it has grown to become a pacesetter brand in international technology equipment manufacturing. This emerging market MNC started off as a high-tech start-up in Beijing that deals with manufacturing of Personal Computers and other technological gadgets, however, it has now grown to be global cooperation that even incubates entrepreneurs for the whole society.
The internet age has also contributed to Lenovo Company growth that has forged it into a real Networked emerging market MNC. The internet age has contributed to the Company’ s manufacture of cutting edge quality Personal Computers which have received a great reception in the global market. In recent years, Lenovo Company has set it sight on expanding to global markets more so in the South American market. However, the company is cautious on taking up this expansion step due to the perception of the public in these countries entailing the products manufactured in China which constantly raises questions on their quality levels. Lenovo being an MNC from an emerging market like china faces significant threats.
The management of Lenovo Company is faced with a foremost threat in Organising and staffing due to globalization. This is one of the constant challenges facing most MNCs from emerging markets. Most of the organisations which have expanded their operation into the global market have reported this problem. This problem is blamed on the lack of direct touch and proper task allocation of tasks to employees.
This threat was significantly experienced in its penetration into the Australian market in the year 1999. Lenovo Company particularly experienced these difficulties in its effort to reciprocating its local productivity back in Beijing, China into these new markets. Nguyen (2011) argues that The most significant differences between the local market and the new markets for Lenovo Company are the hindrance to the organizations. He claims that this has caused this Company to experience some managerial and decision-making difficulties in its course to venture into the new markets. In particular, the company's efforts to build its reputation in its new market have been hampered by a lot of challenges which has been a factor that has slowed the success of this particular course.
The other common problem that Lenovo Company has faced in its penetration course into a new market is cultural barriers; this particular challenge has slowed its smooth transition of operation in these new markets.
Canegrati, T. 2009. Global Account Management for Sales Organization in Multinational Companies. Symphonya. Emerging Issues in Management, 1.
Chen, R. 2008. The Cost of Doing Business Abroad in Emerging Markets and the Role of MNC Parent Companies. Multinational Business Review, 163, pp.23-40.
Filippov, S. n.d.. Russia's Emerging Multinational Companies Amidst the Global Economic Crisis. SSRN Electronic Journal.
Gao, T. and Sarraf, T. 2009. What Causes Multinational Companies to Increase Resource Commitments During Financial Crises in Emerging Markets?. Multinational Business Review, 172, pp.13-36.
Kadish, P. n.d.. Are Large Multinational Companies Undervalued? Emerging Markets Perspective. SSRN Electronic Journal.
Kim Nguyen, T. 2011. The Significance and Performance of Listed Property Companies in Asian Developed and Emerging Markets. Pacific Rim Property Research Journal, 171, pp.24-47.
Kotabe, M. and Kothari, T. 2016. Emerging market multinational companies’ evolutionary paths to building a competitive advantage from emerging markets to developed countries. Journal of World Business.
Kumar, V. and Pattnaik, C. 2014. Emerging market firms in the global economy. Bingley, U.K.: Emerald.
Machado, M. and Ricardo, A. 2014. Global Sourcing Management of Multinational Companies in Emerging Markets: The Case of Brazilian Subsidiaries. Iberoamerican Journal of Industrial Engineering, 611, pp.179-201.
Merchant, H. 2008. International Joint Venture Configurations in Big Emerging Markets. Multinational Business Review, 163, pp.93-119.
Pillania, R. and Fetscherin, M. 2009. The State of Research on Multinationals and Emerging Markets. Multinational Business Review, 172, pp.1-12.
Rossi Júnior, J. 2012. Understanding Brazilian companies' foreign exchange exposure. Emerging Markets Review, 133, pp.352-365.
Singh, S. 2010. Handbook of business practices and growth in emerging markets. Hackensack, NJ: World Scientific.
Wang, M., Ren, R., Hu, G., Lu, H. and Alon, I. 2011. Social burden, social venture or social responsibility? A reflection on CSR in China and CSR strategy suggestions for multinational companies in China. International Journal of Business and Emerging Markets, 34, p.339.
Xia, Y., Qiu, Y. and Zafar, A. 2007. The Impact of Firm Resources on Subsidiary’s Competitiveness in Emerging Markets: An Empirical Study of Singaporean SMEs’ Performance in China. Multinational Business Review, 152, pp.13-40.