Comparison and explanation of Lenovo and Huawei management strategies

With the rapid development of science and technology and economic globalization, high-tech enterprises have become an important force for the country to enhance the level of economic development and all-round competitiveness. As two prominent representatives of high-tech enterprises in China and China, Huawei and Lenovo have experience in leading the development direction of Chinese high-tech enterprises. However, the strengths of Huawei and Lenovo are completely different, which stems from the complete difference between the two parties in the company's strategic direction. The two local companies, also founded in the mid-1980s, have gone through very different paths over the past 30 years, so there is a huge gap in the performance levels of the two companies: Lenovo has only grown; Huawei has not only grown bigger, but also stronger. The difference in performance between the two companies is due to different development paths in the past, which in turn is due to differences in development strategies and core competitiveness. Lenovo first adopted a "technology, industry and trade" strategy and then changed it to a "trade, industry and technology" strategy that emphasized marketing. The company only got bigger, but not stronger; Huawei, on the contrary, initially adopted "Trade, Industry and Technology" and then changed to "Technology, Industry and Trade" development strategy, which focuses on research and development, the company has gradually moved towards excellence. Thus, the study of the various strategic decisions of Lenovo and Huawei, as well as the main positions of competitiveness, has become the key to explaining the success or failure of the two companies. This paper takes Huawei and Lenovo as classic examples, combined with strategic management and financial analysis tools such as core competitiveness, to compare and analyze the two companies' different development paths, focusing on the role and manifestation of the company's development strategy and core competitiveness. depending on the path.