Marketing Policies-Dell Vs. Lenovo

The marketing policies of Dell and Lenovo are analyzed from their corporate development strategies, markets, channels, corporate culture, human resources, products, and services. In addition to the principles of the management science, the author's actual experience in Lenovo and Dell are also utilized in this thesis. Moreover, large amount of latest, detailed, accurate, and objective information have been collected and referenced to compile this thesis.Since Lenovo and Dell are both renowned computer equipment and service providers who are remarkably competing against each other in the IT industry, unique characteristics of the IT industry are observed in this thesis to start its analysis from the competition environment of IT research. To analyze the competition environment, the SWOT analysis methodology and the 4P theory are combined with a number of methods such as the composite analysis including channel strategy, product, price, and advertisement. Therefore, the core competitiveness and key factors for competitive edge of both companies are determined. Then the following conclusions are drawn by studying the new marketing development strategies of both companies:(Ⅰ) The "Dell's mode": Although the "Dell's mode" seems like the one of direct selling, its core is in fact the direct relationship! Since the best consumers' experience is emphasized at Dell, the soul of this mode is the supply chain management system covering the component manufacturer, the integrator, and the consumer. By contrast, Lenovo's success comes from its distribution channel system! The "Lenovo's Great Partnership System" has gone beyond the "Agent distribution" and "Close distribution" stages. Now, it's advancing to the third stage, i.e., "Integrated Distribution". At the core of "Integrated distribution" is to view Lenovo and its channels as an integral body. Thus it is possible to make an integrated design for consumers. Since the roles and functions of different players are exclusively defined, the operation efficiency is improved from an overall aspect.(Ⅱ) Lenovo is most considerably suffering from its positioning deficiency. The key should be the definition and implementation of its core strategy, instead of "frying concept". As to Dell who has made its success from its profound market understanding and its marketing capability, the most serious bottleneck is its lack of core technologies.(Ⅲ) A company must get rid of the product-oriented business concept and should be committed to making consumers get things beyond their expectations. To open the gate to success, a company has to make its consumers feel easy and convenient all...