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15
of technology and management know-how.19
From U.S. politicians:
Right after the deal was announced, Rep. Don Manzullo, R-IL, fretted that
“Lenovo staffers in the company’s Raleigh offices might be able to get into
nearby IBM research labs and send cutting-edge technology to China.”20
The national security issues were often cited by American politicians to oppose
the deal. These concerns were regarded as legitimate and needed addressing
properly.
From customers:
One previous loyal IBM user, network engineer Song Yingqiao would not buy
IBM again: “It is a gut feeling. It feels uncomfortable; international IBM has
become domestic Lenovo.”21 Apparently, it was a major challenge for Lenovo to
retain IBM’s customers.
Mixed reviews from a Chinese customer:
“Lenovo was really something to have pulled off such a deal,” said Ma Liyuan, a
government worker in Shanghai. Ironically, she added that her next PC is more
likely to be from HP. “I didn’t think much of the Lenovo PC I used to have and I
19 Elaine Chan, “Taking Charge,” South China Morning Post (14 December 2005)
16.
20 See Note 11.
21 See Note 18.
Object Description
| Title | China's investment in the United States and the public relations implications: A case study of the Lenovo-IBM acquisition |
| Author | Liang, Shuyan |
| Author email | shuyanliang.usc@gmail.com; shuyanli@usc.edu |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Strategic Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-30 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-04 |
| Advisor (committee chair) | Kotler, Jonathan |
| Advisor (committee member) |
Floto, Jennifer Wang, Jian (Jay) |
| Abstract | This paper discusses Lenovo’s acquisition of IBM’s personal computer division in 2005 as a case in point to explore issues involved in China’ investment in the United States, particularly its public relations implications. It is demonstrated that media coverage underscored the complications and tensions in these supposedly free market activities. This paper presents the manifestation of controversial issues such as state-ownership of businesses, national security, and economic protectionism, as Chinese enterprises invest in the United States through mergers and acquisitions. It provides an account of Lenovo’s communication strategies and gives suggestions to better manage corporate reputation and brand images for Chinese companies that are seeking overseas investment. |
| Keyword | Lenovo; IBM; China; United States; foreign direct investment (FDI); mergers and acquisition (M&A); public relations (PR) |
| Geographic subject (country) | China; USA |
| Coverage date | 2005/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3902 |
| Contributing entity | University of Southern California |
| Rights | Liang, Shuyan |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Liang-4567 |
| Archival file | uscthesesreloadpub_Volume32/etd-Liang-4567.pdf |
Description
| Title | Page 22 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 15 of technology and management know-how.19 From U.S. politicians: Right after the deal was announced, Rep. Don Manzullo, R-IL, fretted that “Lenovo staffers in the company’s Raleigh offices might be able to get into nearby IBM research labs and send cutting-edge technology to China.”20 The national security issues were often cited by American politicians to oppose the deal. These concerns were regarded as legitimate and needed addressing properly. From customers: One previous loyal IBM user, network engineer Song Yingqiao would not buy IBM again: “It is a gut feeling. It feels uncomfortable; international IBM has become domestic Lenovo.”21 Apparently, it was a major challenge for Lenovo to retain IBM’s customers. Mixed reviews from a Chinese customer: “Lenovo was really something to have pulled off such a deal,” said Ma Liyuan, a government worker in Shanghai. Ironically, she added that her next PC is more likely to be from HP. “I didn’t think much of the Lenovo PC I used to have and I 19 Elaine Chan, “Taking Charge,” South China Morning Post (14 December 2005) 16. 20 See Note 11. 21 See Note 18. |
