دانلود رایگان مقاله انگلیسی انجام فعالیت: لنووا و اعتبار شرکتی به همراه ترجمه فارسی
|عنوان فارسی مقاله:||انجام فعالیت: لنووا و اعتبار شرکتی|
|عنوان انگلیسی مقاله:||‘Doing’’ the act: Lenovo and corporate reputation|
|رشته های مرتبط:||مدیریت، مدیریت کسب و کار، مدیریت پروژه، مدیریت عملکرد و مدیریت بازرگانی|
|فرمت مقالات رایگان||مقالات انگلیسی و ترجمه های فارسی رایگان با فرمت PDF میباشند|
|کیفیت ترجمه||کیفیت ترجمه این مقاله خوب میباشد|
|توضیحات||ترجمه این مقاله تا نصف انجام شده است و مقاله به صورت خلاصه ترجمه شده است.|
|نشریه||امرالد – Emerald|
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بخشی از ترجمه فارسی مقاله:
امر بابو، مدیر شرکت لنووا در هند، در اوایل آوریل ۲۰۱۱، در حالی که یک پای خود در گچ بود، به آرامی از پله های هتلی در بمبئی جهت مصاحبه با نویسنده بالا رفت. در حالی که در راهرو هتل گام بر می داشت، به چالش های پیش روی لنووا و روند اقدامات آینده می اندیشید.
بخشی از مقاله انگلیسی:
In early April 2011, with one foot in a temporary cast, Amar Babu, Managing Director, Lenovo India, slowly climbed the short flight of steps to the hotel in Mumbai for an interview with the case writer. His slow pace in the hotel lounge belied the expression of intent in his eyes as he deliberated upon the challenges faced by Lenovo and the future course of action. India was a priority market for Lenovo. While aggressive brand building and reputation managing strategies had secured a 10 per cent bite of the market by 2011, there was still a long way to go for Lenovo. ‘‘If we can be a strong number one in China, given the similarity between the two countries (China and India), why can’t we be number one in India?’’ quipped Amar (Shashidhar, 2007). According to Amar, Lenovo India sought to be the most preferred brand in the consumer market. Amar knew that the key to expanding market share and making existing business grow was in challenging the ‘‘perception of Chinese companies as mainly producers of cheap, low-end products’’ (Anand, 2005). However, the task was uphill with multiple questions to be addressed and strategies planned. In 2011, the questions to be addressed were: would Lenovo India be able to replicate its success in China? What strategies should be adopted to build reputation, redefine perceptions, and gain market share in India? Was Lenovo India poised for growth?
Company origins New Technology Developer, Inc. (NTD) was a Chinese firm that started in 1984 as a supplier of imported computers and computer parts. The popularity of its first original product, the Legend Chinese Character Card, led NTD to rename itself as the Beijing Legend Computer Group Company in 1988. Its key products were personal computers, servers, imaging equipment, mobile phones, and information technology (IT) services. In 1994, the firm was listed on the Hong Kong Stock Exchange and was one of the few Chinese companies to secure the position. By 1999 Legend was the market leader for PCs in China, with a market share of 21.5 per cent. At that point in time, the other two players following close on its heels were IBM with a market share of 6.2 per cent and Founder with a market share of 5.9 per cent. At a time when Chinese products were equated with low price and inferior quality, NTD distanced itself from such notions by emphasising innovation as its key-differentiating factor. In 2003, the company rechristened itself Lenovo to suit the international market. Even then, most of its business was generated within its home country. In 2004, nearly 90 per cent of its revenues came from China.
Emerging from the shadows Right from the beginning, Lenovo played against the tide. Lenovo had constantly been innovating on new features and designs to suit changing customer requirements and trends. With an eye on expansion Lenovo set up five regional headquarters in the USA, Europe, Asia-Pacific, China, and Asia. Almost 54 per cent of the new PCs were being used by customers in the markets of India, Russia, Brazil, and China (Shashidhar, 2007). To exploit opportunities these trends show, Lenovo worked on building a design, production, marketing, and distribution network in the emerging markets and shifted some of the business units from high-cost locations to low-cost countries such as China and India.