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Development of a customer experience-based brand strategy for the Lenovo Group to explore the UK market

机译：为联想集团开拓以客户体验为基础的品牌战略，以开拓英国市场

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This paper presented a development of a customer experience-based brand strategy for Lenovo Group which is one of the biggest and most powerful PC producers in the world. After acquiring the IBM’s Personal Computing division, Lenovo focus on exploring the UK market. Due to differences in culture, user behaviour, market environment and so on, Lenovo have to develop a new product development brand strategy to transfer their successful brand strategy from China to the UK. The key question in this study is how can Lenovo use customer experience design as a basis for creating an effective brand strategy to fully understand their customer and develop their share in the UK market? This research contributes to the Lenovo brand strategy project. The design research methodology addresses user behaviour and experience analysis, and brand development analysis. The customer analyses data have been collected through questionnaire, interview and observation surveys. From the surveys we find that the UK Personal Computers (PCs) customers are not satisfied with the current PCs purchasing experience and they are looking for better service and experience. Then we adopt Mick Cope and Schmitt’s theoretical framework of customer behaviors analysis and brand development process analysis as an underlying structure. Authors conceptualize their framework more narrowly based on PCs customer experience design, allowing for more specific analysis of details of customer experience during the PCs purchasing process. The PCs purchasing process was then divided into three stages: the pre-sales thinking, the purchasing process and the after-sales service. The analysis led to the integration of the key factors related to the UK PCs market environment, customer behaviors, and brand development process. The study established a new brand strategy which has been evaluated and will be implemented in the company’s brand strategy

机译：本文介绍了联想集团基于客户体验的品牌战略的发展情况，联想集团是全球最大，最强大的PC生产商之一。收购IBM个人计算部门后，联想专注于开拓英国市场。由于文化，用户行为，市场环境等方面的差异，联想不得不制定新产品开发品牌战略，以将成功的品牌战略从中国转移到英国。这项研究的关键问题是，联想如何才能以客户体验设计为基础，以制定有效的品牌战略来充分了解其客户并开发其在英国市场的份额？该研究有助于联想品牌战略项目。设计研究方法论解决了用户行为和体验分析以及品牌发展分析。客户分析数据是通过问卷调查，访谈和观察调查收集的。从调查中我们发现，英国个人计算机（PC）客户对当前的PC购买体验不满意，他们正在寻找更好的服务和体验。然后，我们采用Mick Cope和Schmitt的客户行为分析和品牌发展过程分析的理论框架作为基础结构。作者根据PC客户体验设计来更狭窄地概念化其框架，从而可以在PC购买过程中对客户体验的细节进行更具体的分析。然后将PC的购买过程分为三个阶段：售前思考，购买过程和售后服务。分析导致整合了与英国PC市场环境，客户行为和品牌发展过程相关的关键因素。这项研究建立了新的品牌策略，该策略已经过评估，并将在公司的品牌策略中实施

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Yin Yuanyuan; Holland Ray; Qin Shengfeng; Wu Weicheng;
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年度 2006
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正文语种 {"code":"en","name":"English","id":9}
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1. Development of a Customer Experience-Based Brand Strategy for the Lenovo Group to Explore the UK Market [J] . Yuanyuan Yin, Ray Holland, Shengfeng Qin, Design Management Review . 2008,第0期

机译：为联想集团开发基于客户体验的品牌战略，以开拓英国市场
2. Effect of brand extension strategies on brand image A comparative study of the UK and Spanish markets [J] . Eva Martinez, Yolanda Polo, Leslie de Chernatony International marketing review . 2008,第1期

机译：品牌延伸策略对品牌形象的影响英国和西班牙市场的比较研究
3. Exploring the Use of Online Marketing Strategies and Digital Media to Improve the Brand Loyalty and Customer Retention [J] . Mohammed T. Nuseir International Journal of Business and Management . 2016,第4期

机译：探索使用在线营销策略和数字媒体来提高品牌忠诚度和客户保留率
4. Market Development Strategy for PT A from the Side of Capabilities and Potential Customers [C] . Desy Alfa Irianti, Hanrozan Haznam Asia-Pacific Research in Social Sciences and Humanities Universitas Indonesia Conference . 2019

机译：来自能力和潜在客户的PT A的市场发展战略
5. Integrating customer-based brand equity with brand market performance: An empirical investigation of the United States automotive industry. [D] . Tolba, Ahmed H. 2006

机译：将基于客户的品牌资产与品牌市场绩效相结合：对美国汽车业的实证研究。
6. Examining the Relationship of Online Social Networking Sites’ Activities Customers’ Brand Choice and Brand Perception in Health-Related Businesses [O] . Mehrab Nazir, Jian Tian, Iftikhar Hussain, 2020

机译：检查在线社交网站活动客户品牌选择的关系与健康有关的业务的品牌认知
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

Development of a customer experience-based brand strategy for the Lenovo Group to explore the UK market

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