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41
fail,” said Zhang Guobao, vice-chairman of China’s National Development and
Reform Commission, during a visit to an energy conference in New Orleans in
2005.60
Needless to say, the deep involvement of the Communist Party in the Chinese
economy poses a significant challenge. One may contend that just as Japanese
and Korean companies overcame skepticism to succeed abroad, so China’s
ambitions should be taken seriously. Certainly, Japan and South Korea
encountered distrust from Washington, mass media and U.S. customers in the
1980s and now brands like Toyota, Honda, Sony Corp. and Sumsung Electronics
are some of the most valued brands in America. The main difference is, while
there were high-profile cases of resistance to Japanese investments, Japan was
considered a close U.S. ally and not an adversary. Chinese companies,
undoubtedly, face unique challenges—the brands come from a country that is
still communist, a pernicious notion in the West.
Elizabeth C. Economy (2007), Senior Fellow and Director for Asia Studies of
Council on Foreign Relations noted that
The turning point of Chinese economic development came in 1978 when
Deng Xiaoping became the unofficial leader of the nation. In an effort to
encourage economic growth and increase the standard of living among
Chinese people, Deng instituted a series of reforms that overhauled
Maoist policies concerning China’s economy. It was during these reforms
that China moved away from the traditional communist style command
economy and began to participate in world markets. International trade
along with foreign investments invigorated the Chinese economy and
brought revenue to the starving nation. The Chinese dual track economic
system, in which state owned companies cooperated with private-owned
60 See Note 3.
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 48 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 41 fail,” said Zhang Guobao, vice-chairman of China’s National Development and Reform Commission, during a visit to an energy conference in New Orleans in 2005.60 Needless to say, the deep involvement of the Communist Party in the Chinese economy poses a significant challenge. One may contend that just as Japanese and Korean companies overcame skepticism to succeed abroad, so China’s ambitions should be taken seriously. Certainly, Japan and South Korea encountered distrust from Washington, mass media and U.S. customers in the 1980s and now brands like Toyota, Honda, Sony Corp. and Sumsung Electronics are some of the most valued brands in America. The main difference is, while there were high-profile cases of resistance to Japanese investments, Japan was considered a close U.S. ally and not an adversary. Chinese companies, undoubtedly, face unique challenges—the brands come from a country that is still communist, a pernicious notion in the West. Elizabeth C. Economy (2007), Senior Fellow and Director for Asia Studies of Council on Foreign Relations noted that The turning point of Chinese economic development came in 1978 when Deng Xiaoping became the unofficial leader of the nation. In an effort to encourage economic growth and increase the standard of living among Chinese people, Deng instituted a series of reforms that overhauled Maoist policies concerning China’s economy. It was during these reforms that China moved away from the traditional communist style command economy and began to participate in world markets. International trade along with foreign investments invigorated the Chinese economy and brought revenue to the starving nation. The Chinese dual track economic system, in which state owned companies cooperated with private-owned 60 See Note 3. |
