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  • Lenovo Building a Global Brand John A Quelch 2006

    Lenovo Building a Global Brand John A Quelch 2006

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    Lenovo is the world’s largest PC maker and has recently launched a new brand called X200 for their affordable laptops. The goal of this brand is to be the best selling brand in the world and to make Lenovo the world’s top PC company in 2009. Based on the passage above, How can the tone and language be improved to effectively convey Lenovo’s new brand strategy, and why are these changes important for effective communication?

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    As John Quelch explains in this case study, the Chinese PC maker Lenovo is transforming from a struggling upstart to a global brand. According to him, the following are the strategies used by Lenovo to attain such success: 1. Establishing a Strong Leadership Lenovo, one of the fastest-growing companies in the global IT industry, is run by CFO Xianfeng Chen, who is highly regarded in China. He’s also the president of its China office. Chen’s leadership is

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    I was lucky enough to be invited to an exclusive event at the offices of Lenovo at the Battersea Power Station. This was an opportunity that few had and that, I could tell, was a bit of an honour. A few minutes after I arrived, I was escorted to the first-floor café where we were treated to champagne and nibbles, accompanied by a live band. The purpose of the event was to launch the new brand identity and communication strategy of Lenovo. I was invited to join one of the project teams who would be

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    Lenovo is an electronics company from China that I recommend. Lenovo started with a small office and then grew into a global brand. Lenovo makes laptops, desktops, tablets, mobile phones and servers. Its headquarters is in Shenzhen, China. Lenovo has a culture of innovation. The company is not only technologically oriented but also driven by a culture of innovation. The company’s management team is dedicated to the customer. Lenovo’s culture is one of customer satisfaction. The company is focused on being innov

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    Lenovo Building a Global Brand John A Quelch 2006 Lenovo is one of the most profitable and successful company globally. It was founded in 1984 by Richard Li in China. It has offices in over 125 countries, and it is now the world’s largest PC vendor. Its strategy focuses on developing a brand to build global leadership. The strategy of the company is to become the global leader in computers and related products, with the following strategies: 1. Creating a Global Brand – Building

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    We all know that Lenovo is one of the most successful brand in the world today, but how does it happen? How is it able to compete with all its competitors and why is it the number one brand among Chinese computer companies? In 2006, Lenovo Group was one of the pioneers of Internet age. The main objective of this brief report is to analyze the corporate strategy of Lenovo Group and the market trends. Lenovo Group is currently the world’s second largest personal computer manufacturer with 35% market share. This was achieved

  • Ferraris Lifestyle Gambit Balancing Exclusivity and Accessibility Julia Lee Cunningham

    Ferraris Lifestyle Gambit Balancing Exclusivity and Accessibility Julia Lee Cunningham

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    “Ferraris Lifestyle Gambit is about finding a balance between exclusive and accessible luxury experiences. By making the exclusive exclusively accessible, Ferraris can establish a distinctive brand identity and enhance its brand positioning. This approach encourages people to consider their Ferrari as more than just a luxury object but as a luxury experience. Exclusivity is crucial to Ferraris. It is the key to building a loyal customer base, creating a positive brand image, and differentiating its positioning. By creating a lifestyle luxury brand,

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    – Ferraris is not an ordinary car manufacturer, it is a fashion brand. Ferraris designs high-end sports cars and is synonymous with luxury and glamour. It is a luxury lifestyle brand that provides clients with a unique and unforgettable driving experience. – Ferraris has become an international phenomenon with its branding and marketing strategies. Its unique marketing mix is defined by its two pillars: exclusivity and accessibility. the original source – Exclusivity: Ferraris provides its clients with an unmatched experience. It

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    I attended a luxury car exhibit at the Miami Art Basel last year. Ferraris was a booth with the Ferrari logo splashed on the walls and car models placed in various corners. A smiling sales representative greeted me, with a Ferrari logo T-shirt draped over his arm. His colleague came over, “Hey, we have two spots available for you.” My eyes fell upon the spots. A red one and a black one. I was torn between the two. My instinct said to go for the black one.

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    One of the major drawbacks of Ferraris Lifestyle Gambit in recent years is that it has been increasingly being perceived as exclusivity, leaving out many younger car enthusiasts and techno-savvy customers with high disposable incomes. However, a small number of Ferrari enthusiasts are now looking for an alternative gambit that offers them accessibility and exclusivity at the same time. This idea has been presented in the form of the “Ferrari Lifestyle Gambit,” whereby Ferrari’s

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    “For starters, Ferraris has been working towards a ‘lifestyle gambit,’ with a blend of exclusivity and accessibility.” I’m a big fan of such gambits. I love the idea of being in exclusive circles and experiencing exclusive experiences. But I understand that Ferraris had to balance these two gambits, keeping in mind the brand’s aspirational appeal. The best solution they could find, was to combine exclusive access with more accessible products and experiences. As a result, Ferraris’ customers get a range of products, including

  • Clocky The Runaway Alarm Clock Elie Ofek Eliot Sherman

    Clocky The Runaway Alarm Clock Elie Ofek Eliot Sherman

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  • NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao

    NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao

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    I am happy to report back on NHHL’s recent efforts towards commercializing its patented technologies. This journey started last year when I began working with the management to determine the most viable commercialization strategies. I have observed that the market for our technologies has been growing at a steady pace and is now worth millions of dollars, and as a result, it is necessary to explore some viable options. My initial thought was to collaborate with potential partners to explore different avenues for commercialization. However, the limited market penetration, lack of

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  • Hilti Fleet Management B Towards a New Business Model Ramon CasadesusMasanell Oliver Gassmann Roman Sauer 2017

    Hilti Fleet Management B Towards a New Business Model Ramon CasadesusMasanell Oliver Gassmann Roman Sauer 2017

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  • VC DecisionMaking in India Aavishkaar and Milk Mantra C Justin Randolph Ilya Strebulaev 2013

    VC DecisionMaking in India Aavishkaar and Milk Mantra C Justin Randolph Ilya Strebulaev 2013

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    Aavishkaar is a social business focused on building entrepreneurial ecosystem in India. In our initial stage (2006-2011) we identified several areas where investment was necessary, and VCs were actively engaged in the process. We believe VCs will play a very significant role in shaping the future of India as we move ahead. In this report we have discussed the various challenges and opportunities arising in these sectors, and have provided insights and case studies. Topic: VC Decision

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  • Celgene Malcolm P Baker Emily R McComb 2018

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  • Recognizing Revenues and Expenses Realized and Earned Robert S Kaplan

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  • Chases Strategy for Syndicating the Hong Kong Disneyland Loan B Benjamin C Esty Michael Kane 2001

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  • The a2 Milk Company Benjamin C Esty Daniel Fisher 2019

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