Yang Yuanqing: Finding The Hunger Again.

At first, Yang Yuanqing stayed alone in the suite for a while.

He did not come out, even when he heard people outside talking about him.

When he stepped out on the spot, the first thing was to pick up a cookie from the coffee table.

Then he shook hands with the guests, and jokingly complained that just after a short nap, there were more than ten e-mails.

He took the opportunity to show us the music Phone that he used to receive mail.

Yang Yuanqing was more relaxed and more comfortable than this time in April 2009.

It has been described that, at this time a year ago, he vaguely gave people a feeling of "the beginning of a serious illness".

At that time, Lenovo Group was in deep trouble.

As of the third quarter of December 31, 2008, Lenovo Group's net loss was $97 million, and the most important Chinese market also experienced the first negative growth.

Faced with the huge pressure of loss, Yang Yuanqing ushered in another turning point of his career. The former CEO Amelio left, and the founder Liu Chuanzhi returned to be the chairman of the board. Yang Yuanqing, the former chairman, became CEO.

In early 2009, there was even unconfirmed news that Yang Yuanqing was once at the edge of razor that could be replaced.

Then Lenovo quickly started a new strategic adjustment, focusing on the strategy of being called "two fist" by Lenovo, namely, a fist defense, guarding the two core businesses of the Chinese market and overseas key customers, and another fist attack, opening up emerging markets and consumer businesses, scoring with attack.

A year passed, in April 19th, Lenovo Group held the "Lenovo Mobile Internet strategy and new product conference" at the National Conference Center near the bird nest.

Whether it is a layout of black and blue lights or a leader's appearance, it looks more like a premiere of a science fiction film than a product launch.

Yang Yuanqing was the first to play, and Liu Chuanzhi was the last to take the stage.

In the middle, several Lenovo executives appear as actors, demonstrating various functions of new products, such as smart phone Phone, smart Skylight and portable notebook Ideapad U1.

In short, the protagonist of the film is the handheld electronic products between these squares. It marks the determination of the most concerned international enterprise in China to reassess consumer demand and upgrade the industry with mobile internet terminal products.

"At this time last year, Lenovo was at the end of life and death.

Over the past year, Lenovo's most dangerous moment has passed.

We are happy Phone is going to fight against iPhone. "

Liu Chuanzhi announced.

Personal crisis and enterprise crisis seem to be partially relieved by the appearance of Le Phone.

"In the past year, I was released rather than freed."

Yang Yuanqing said, "we re found the sense of hunger, the feeling of desperately wanting to fight, the feeling of being a master."

Had to "step into the same river for the two time".

Yang Yuanqing is using two phones at the same time.

One is for answering the phone, the other is for Phone to send and receive e-mail.

In addition to iPhone and blackberry, he finally has a product that associates itself and can rely on it.

Every morning, the first thing he gets up is to use his cell phone to collect mail.

"You see, I receive more than 100 e-mails a day, mostly in English."

He touched the screen with his fingers.

It's not a fan. He's a director.

As early as April 2007, when consumer business was not promoted, Yang Yuanqing set up a consumer product group and acted as president in person.

During the 2008 Olympic Games, as an Olympic TOP sponsor, Lenovo has customized a mobile phone, BEACON, the predecessor of Lok Phone for the Beijing Olympics.

But soon, BEACON was rejected by Yang Yuanqing himself.

"At that time, the positioning was different from today's positioning. The location was mainly e-mail, and the target was BlackBerry.

After doing it, I took this thing to communicate with operators, and I didn't get the favor of them.

China's e-mail applications lag far behind the west, especially the government leaders have not taken the lead to use it, so this is not the largest market - but at that time, I think the future consumption may be a big market.

But the development of consumer products and business is Yang Yuanqing's wish to be suppressed when he is chairman of the board.

At that time, foreign CEO still considered the cost reduction and loss making as the top priority of the company. In Yang Yuanqing's words, it would not arrange and invest in the long term of Lenovo. "We must know that some medium and long term businesses are sure to lose money." the so-called chairman of the board of directors is in charge of strategic management culture, but Yang Yuanqing's "strategy" can not be landed through the execution of CEO.

Mobile phone business has become a victim of the contradiction between the two.

In January 2008, due to serious losses, Lenovo sold all its rights to its mobile phone business for $100 million to private equity funds headed by Hongyi investment.

Yang Yuanqing could not bear to sell, "but CEO Amelio insists on selling, he has his performance consideration."

The result of compromise is that Yang Yuanqing consulted with Liu Chuanzhi. If he had to sell, he would buy "Lenovo".

"We think that sooner or later, mobile phones and PC will be a fusion, sooner or later, it will come in handy, so we sell it to Legend Holdings.

I do not put pressure and burden on Amelio's business, but we still have the possibility of buying it back. "

From Hirotake's point of view of PE, of course, it is more desirable to link the Lenovo Mobile restructuring to a separate listing. But after Yang Yuanqing's CEO, the "elder brother" Lenovo Group needs it, so in less than two years, it sold it to Lenovo Group at a price of two times.

Lenovo stepped into the same river for the two time.

In Yang Yuanqing's plan, Lenovo's annual PC sales are about 15 million, with 7 million to 8 million mobile phones.

With the launch of the new smart phone, he predicts that in 3-5 years, the sales of mobile phones will exceed PC.

Yang Yuanqing denied that this is Lenovo's strategic swing.

He called it "exploration".

"Enterprises should be allowed to do such an exploration.

And it's not too late to do it now.

This is like making me do CEO for a year or two. Can it seem? "But if there is no financial crisis, the PC business will not be sufficiently exposed, so that CEO will not be replaced.

At the end of the April 19th press conference, Liu Chuanzhi shook hands with Ma Yun, Zhang Zhaoyang and Yang Yuanqing, and made clear what he said.

"Today's friends are all friends of life and death.

Mobile Internet is a war that can not be fought.

It is hard to see that the leading companies in the world, like apple, have great potential.

But Lenovo can not help but fight.

This is like the PC market in 1994. If China does not have its own national brand, the whole industry will be swallowed up.

In April 2010, after a year in CEO, Yang Yuanqing said that his original strategic vision was due to changes in his position.

Not tired yet, still unsatisfied

Throughout 2009, part of Yang Yuanqing's energy was tied to the development, production and sale of the product.

Meanwhile, Yang Yuanqing, who returned to the front line from the backstage, has a major task to make a large-scale adjustment to the company's organizational structure and team in order to conform to the implementation of the new strategy.

He divided the whole group into mature market group and emerging market group according to market maturity, and divided into Think product group and Idea product group according to product attributes.

"When I first took office, I told my staff that I had to concentrate on 4 aspects: one is strategy, one is the establishment of business mode, the other is innovation, the achievement of innovation, and the last thing is to straighten out the culture of an enterprise." third "

What is the focus of the strategy? The past is not clear. If everyone has only one financial goal, he will see how much he develops.

Last year, it should be said that it is very good. What I want in emerging markets is the share of the market. I can allow him to have a certain deficit, but this loss is not unlimited.

The mature market is to turn around the profit, because the year before last is too bad, it is to pay attention to the profit, until it is profitable.

I do not consider the growth of mature markets.

Therefore, the strategic intentions of each block are very clear.

Now, Yang Yuanqing has to turn around the earth at least once a month and have to turn two times at a fast pace.

Every week has a week to two weeks, and all executives are concentrated in one place.

Every "big month", the office in Beijing or Rowley, North Carolina, every "small month" is in other countries market.

In the past 12 months, Yang Yuanqing and his top management team have been to 6 countries in India, Brazil, Turkey, Poland, Australia and Japan.

Their work includes meeting and discussion, meeting customers, seeing big dealers and bottoming sellers. In short, the paction mode established by Yang Yuanqing is being promoted more widely on the earth.

This kind of working rhythm brings great pressure.

Yang Yuanqing sometimes sleepless, and sometimes he wakes up and doesn't know where he is.

In March of this year, he and his team met in Vienna, Austria.

"I stayed in the hotel conference room and room for three days without leaving home.

At that time, I really didn't know where I was. "

Over the years, Lenovo's leading group's "Chinese wisdom" in the "compromise" and the great shift of the "big bend" have become the core competitiveness that Lenovo can go through the years without falling down.

Yang Yuanqing, who is rigid in nature, has great flexibility in character and ability.

From 1989 to 2010, Yang Yuanqing has been working in his first job for more than 20 years.

All the excitement, achievement, pressure and stimulation brought by this career are done in the same enterprise.

At this stage, it is hard to say whether Yang Yuanqing needs Lenovo or Lenovo needs Yang Yuanqing more.

He must understand that if this is just a job at the beginning, it is now a lifelong mission linked to his physical life.

So he refused to admit that he had had moments of self doubt, and would not have ever tried to leave Lenovo, including the time when Lenovo's future had become ambiguous at the turn of 2008 and 2009.

He inherited the Lenovo's cautious temperament and role consciousness.

But what he had to admit was that when he had been standing there for many years, the fate of many of his peers had been reversed, abrupt and abrupt. Gerstner went to invest, Kylie went to politics, Li Wen retired, and Jobs almost didn't die.

Only at a very random moment can he think of these stories about fate and feel a little sad.

Sometimes he will discuss this topic with Liu Chuanzhi, the founder of Lenovo.

"Now Liu always says that some big foreign companies, especially the west, actually have no owners.

They are all professional managers. Is there any essential link between Kylie and HP? What is the origin of it? No matter what it is, it has been a CEO for two years, which may be a springboard to the next career.

An enterprise that really goes well in the end must have a master and a person who can take charge of the business. "

"My destination is association."

He said, "maybe I will do something more relaxing in the future, but I haven't thought about it yet."

Yang Yuanqing is not only a reference for Lenovo, but also a reference to China's IT industry to some extent.

The age of his entry is the primitive period of IT enterprises in China. His current career proposition: internationalization is not only a watershed for his personal career development, but also a new G-spot for Lenovo business, and a road for Chinese IT enterprises to go.

He is not tired, because he is still not satisfied.

He needs to continue to prove himself that Lenovo, led by him, needs not only to get rid of difficulties, but also to bring surprises to the world, especially in terms of technology and innovation.

When he talked about this point, his strength was strong and strong, and his tone was suddenly high and intense. He swept away his two minutes ago to talk about personal problems.

"We will never be willing to be a global PC old four!"

If Lenovo still has the courage to challenge HP PC boss, what kind of products and models does Lenovo take against apple? Obviously, a Lok Phone is not enough, and it is not convincing to rely on China.

On the day Yang Yuanqing accepted our interview, overseas media had listed Lenovo as the biggest possible candidate for the acquisition of Palm, a smartphone maker.

Yang refused to talk about Jobs, his rival in the Internet terminal business, but he admitted that he had tried Apple's iPad at the very first time, and he had seen it for more than two times.

Yang Yuanqing certainly can't be another Jobs.

He would not be another Liu Chuanzhi.

Yang Yuanqing has his own unfinished road.

For this reason, he never thought of talking about his personal hobbies and relaxation methods in front of reporters, such as your imagination of golf, poker and music. He said his ultimate healing weapon and spiritual victory method is "always believe that tomorrow will be better".

Hot wire

Successful turnaround

In November 2009, after three consecutive quarters of losses, Lenovo released a profit losing profit report, and the global market share reached the highest point since its acquisition of IBM personal computer business in 2005.

From this earnings report, the most obvious contribution to Lenovo's performance is the Chinese market and emerging markets.

Bad news

Mobile terminal is the battle of field giants.

In the second half of this year, Apple will continue to introduce upgraded iPhone/iPad.

Plans to enter Tablet PC companies include Google, Microsoft, NOKIA, DELL, HP, ASUS and so on.

Lenovo's rival rival will also enter the e-book and tablet Market after acquiring Taiwan E-day information.