What can other Chinese firms undergoing their own M&A integration phases learn from Lenovo’s experience?
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The CKGSB Case Center
Lenovo’s Acquisition of IBM PCs – Part Two: How the “Chinese snake” digested the “American elephant.”A change of leadership is behind Lenovo’s successful integration of IBM computersKeywords:M&A, integration, technology, leadershipCase advisor: Xiang Bing
What happens when monopolies collide?Keywords:monopoly, smartphone, instant messaging, networkCase advisor: Brian Viard
Tencent’s QQ instant messaging software has long dominated in China. However, China Mobile has used its near monopoly of cell phone users in China to give its own mobile IM software advantages and force Tencent to pay it even higher fees for using its network.
How Yahoo! and Alibaba’s partnership began to unravel.Keywords:variable interest entity, investment, partnershipsCase advisor: Li Wei
U.S. Internet giant Yahoo!’s Jerry Yang began a partnership with rising China e-commerce company Alibaba Group’s Jack Ma in 2005 by exchanging a $1 billion investment and Yahoo! China for a forty percent stake in Alibaba Group. Hopes were high that Alibaba’s China expertise combined with Yahoo!’s search technology and deep pockets could help both companies dominate web business in China.
This case summarizes complex international partnership issues and provides a good example of the fraught relationship between Alibaba and Yahoo described in Case A.Keywords:variable interest entity, investment, partnershipsCase advisor: Li Wei
When Yahoo announced in May 2011 that Jack Ma had transferred Alipay away from Alibaba Group to his personal control without its knowledge, it unleashed a wave of criticism for both sides. Investors criticized Yahoo’s inability to realize value from its sizable Asian investments. Jack Ma was blasted for unilaterally making the decision to take control of Alipay in light of changing Chinese government regulations for such payment providers.
How to diversify and win?Keywords:shipping, containers, diversification strategyCase advisor: Xiang Bing
By pulling together its resources, CIMC took control of the situation, participating in and leading the reorganization of the shipping container production sector, and accelerated the shift from Japan and South Korea to China.