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48
PR should stress the attributes that define a company’s market leadership and
the advantage of the merger or acquisition: (A) the marketing channels built, (B)
sales traction gained, (C) the value a company brings to the marketplace, (D) the
human talent gained, and (E) the service/support infrastructure built.
Among these attributes, human resources is a critical aspect in that
spokespersons, ideally CEO or Chairman of the company, should not leave a
vacuum for speculation and rumors, but financial, engineering and R&D teams
are also viewed as an important asset.
2. Get to know the legacy of the target company and define the operating model
for the new company early on
Prior to M&A, there should be a viable business model of how the new company
will operate and this plan should be communicated effectively. Will there be a
new (global) headquarters? What is the composition of the new personnel?
Where are the strongest market segments? Be more decisive, move more quickly
and above all, shape the agenda of your marketplace and define your own story.
3. Integrate internal and external communication strategy to be a part of the
M&A implementation
Internal communication should focus on retaining talents of both companies and
incorporating different organizational structures and distinctive cultures. Lenovo
did publish a booklet circulated within the company to talk about the bright
future of the new company.
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 55 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 48 PR should stress the attributes that define a company’s market leadership and the advantage of the merger or acquisition: (A) the marketing channels built, (B) sales traction gained, (C) the value a company brings to the marketplace, (D) the human talent gained, and (E) the service/support infrastructure built. Among these attributes, human resources is a critical aspect in that spokespersons, ideally CEO or Chairman of the company, should not leave a vacuum for speculation and rumors, but financial, engineering and R&D teams are also viewed as an important asset. 2. Get to know the legacy of the target company and define the operating model for the new company early on Prior to M&A, there should be a viable business model of how the new company will operate and this plan should be communicated effectively. Will there be a new (global) headquarters? What is the composition of the new personnel? Where are the strongest market segments? Be more decisive, move more quickly and above all, shape the agenda of your marketplace and define your own story. 3. Integrate internal and external communication strategy to be a part of the M&A implementation Internal communication should focus on retaining talents of both companies and incorporating different organizational structures and distinctive cultures. Lenovo did publish a booklet circulated within the company to talk about the bright future of the new company. |
