Lenovo Company’s Strategic Alternatives

Typically, strategic alternatives are distinguished into three categories: obvious, creative, and unthinkable. While obvious alternatives refer to the methods that a corporation is already utilizing in its strategic development, creative techniques advance the existing strategies, introducing approaches that slightly differ from the company’s beliefs (Kar et al., 2021). However, unthinkable alternatives vary significantly from the core ideas the organization is based on, suggesting a highly distinct method of promoting growth.

Strategic bundling is a technique that allows for the combination of several elements crucial for determining a development pathway. The goal of strategic bundling is to create an appropriate course of action for the organization while ensuring that the creation process can be learned easily (Abraham, 2012). When performing strategic bundling, a company can improve its strategic motivation by defining the pathways that are feasible and highly successful, as well as clearly beneficial for the organization’s performance and standing (Yi et al., 2016). Nevertheless, an inappropriately created bundle can decrease strategic motivation, suggesting ideas that are too difficult to fulfill given the firm’s resources or not strategically relevant.

The company Lenovo was established in 1984, shortly becoming one of the world’s leading technological companies. Its most significant achievement pertains to the sphere of personal computers (PC), where Lenovo occupies a highly lucrative position in the market. The enterprise has been acknowledged as a prosperous tech giant, which currently leads the PC industry with a market share of 24.3% (Bussiness Insider, 2021). Lenovo’s current position was facilitated by creative strategical alternatives that combine the elements of local development in China, where the company was established, and international expansion that challenges the firm’s capacity to enter foreign markets. In the future, the organization might use a creative alternative, where the product line is enlarged to provide the customers with all types of electronic devices, even those that are not currently manufactured by Lenovo.

References

Abraham, S. C. (2012). Strategic management for organizations. Bridgepoint Education.

Business Insider. (2021). Lenovo leads the global PC market in the first quarter of 2021 with 24.3% share, HP on second with 22.9% share, says IDC report. Web.

Kar, P. S., Padhmanabhan, V., Bhat, A., & Satija, A. (2021). Mayhem Entertainment Society: Strategic alternatives and change management. Emerald Emerging Markets Case Studies, 11(3), 1–26. Web.

Yi, Y., Li, Y., Hitt, M. A., Liu, Y., & Wei, Z. (2016). The influence of resource bundling on the speed of strategic change: Moderating effects of relational capital. Asia Pacific Journal of Management, 33(2), 435–467. Web.