Lenovo Group's Acquisition Of The Integration Of Ibm Pc Business

The value creation of Merger&Acquisition(M&A) is not born in the process of trade, but is created on the process of resources optimization disposition (ROD) after the trade, only in this way can the resouces been used more effective. So, Post-Mergers Integration(PMI) is the base of effective resources disposition, the key of whether can we create coordinating value. Competence theory thinks that different Enterprise competition status originates to the different enterprise interior competence system, and the core competence is the fountain head of enterprise competitive advantage. This article combines the PMI theory and competence theory, and the key searching point is: the value creation of corporation merger sources from the enterprise competence management on the process of PMI. The conformity process's development should revole the competence of protection, transfer, proliferation, and development. Only through effective competence management can protect the current valued enterprice competence, which creats the good condition for competence's development. In this way, it can gradually form an advanced competence's protection, transfer, proliferation between the orgnization; further more enhancing the current competence and accumulating the new organizing competence which can make the merger create new value. Through creating organization atmosphere to innovate organization competence and develop the organization core competence, the organization can gain the long competitive advantage.After the failure of multiplex strategy, Lenovo Group decided to take specialization, international changes into the strategic guidance, return pc host business and centralized resources core management, in order to make Lenovo stand in international brands. In this case, Lenovo chose to merge IBM's PCD. Lenovo PMI IBM PCD is a classic case on Chinese enterprises' transnational merger, which offered a practical significance on Chinese international merger, PMI theory and practice. This article's innovation point mainly manifests in: based on the competence system's PMI Analysis frame; research Lenovo PMI IBM PCD and evaluate the achievement of the merger. It elaborates Lenovo Group's different competence systems in each stages and their evolved ways and evaluate it's multiplex strategy's failure with competence theory. This article can be divided into seven parts:The first chapter elaborates this article's research background, technique, frame, innovation and the limitation.The second chapter elaborates the enterprise competence theory and PMI theory, which provide the rationale for the case analysis.The third chapter analysis Lenovo's competence evolved ways from it's found to merger; carries on the multianalysis the different stages' competence system and it's evolved ways.The fourth chapter elaborates Lenovo's motive of merger. Analysis the whole pc industry by five kinds of competitve strength models. With competence theory discusses the reason for Lenovo multiplication's failure and analysis the reason for choosing IBM.The fifth chapter introduces the whole process on Lenovo merging IBM PCD and analyses the opportunity and risk which merger brings to Lenovo.The sixth chapter analyses Lenovo's PMI IBM PCD with competence theory. Divides it into 3 stages based on competence's protection, transfer, proliferation and development: First, maintains the organization stable and protects organizational competence; Second, uses the value chain theory and prosessing based competence theory carry a thorough analysis on Lenovo's organization, supply chain, R&D and brand, human resources, and market conformity; Third, proposes people should establish the Learning organization and the innovation China-West combined enterprise culture which is an advantage to form the accumulative organization and becomes the organization's competence and core competence. The seventh chapter appraises and sums up Lenovo PMI IBM PCD achievments by the view of competence, raises suggestions for next stage.