The energy challenge

We are facing a global energy challenge: the demand for energy is rising and conventional energy resources are declining. At the same time, the use of fossil fuels threatens the climate. Therefore, the world is re-thinking its energy future. No other source of energy can match wind power – from both financial and environmental perspectives – so there is good reason to believe that wind power will be given a key role to play in the energy mix of the future.

Why Modern Energy?

Wind power is clean, independent, it can be installed very quickly, and the price is both predictable and competitive. In other words, it is the appropriate response to the challenges we are facing. That is why we at Vestas call it Modern Energy.

Vestas – No. 1 in Modern Energy

Vestas is the world leader in delivering Modern Energy. We have already installed over 39,000 wind turbines in 63 countries on five continents. In 2008, Vestas installed a new turbine every three hours worldwide, generating more than 60 million MWh a year, enough power to provide electricity for every household in a country the size of Spain with its population of 45 million. That is why Vestas is No. 1 in Modern Energy.

About Vestas

Vestas installed its first wind turbine in 1979 and has since played an active role in the fast-moving wind power industry. From being a pioneer in the industry with a staff of approximately 60 in 1987, we are today a global, market-leading group with over 20,000 people employed. We are the leading producer of high technological wind power solutions. Vestas’ core business comprises the development, manufacture, sale and maintenance of wind technology that uses the energy of the wind to generate electricity.

Our expertise in Modern Energy covers more than just wind turbines. We specialise in planning, installation, operation and maintenance. Our competencies cover everything from site studies to service and maintenance.

As a strong, independent partner, Vestas can supply guidance to customers in connection with the development, financing and ownership of wind power projects. However, we never participate directly in these activities. On the contrary, Vestas is the independent system supplier.

Vestas is distinguished by a high degree of vertical integration. By manufacturing the principal parts of the turbine itself, we increase the flexibility of our product development, reduce dependence on suppliers, and maintain a high level of manufacturing know-how. At the same time, production and sourcing are carried out as close to the market as possible.

In 2008, Vestas opened the world’s largest research and development centre for wind energy in Aarhus, Denmark which will house more than 900 employees.

Vestas’ vision is Wind, Oil and Gas. With these words, we strive to make wind an energy source on a par with conventional energy sources such as oil and gas.

For further information, refer to the following resources:
Company Website:http://www.vestas.com/en/
Wiki Page: http://en.wikipedia.org/wiki/Vestas

Lenovo: Building brands in emerging markets

From a US$25000 Chinese startup in 1984, Lenovo had grown phenomenally to a US$16 billion global enterprise with customers in over 160 countries. It had an employee base of more than 21000 in over 60 countries and major research centers in US, Japan and China. It also had operational hubs in Beijing, Morrisville and Singapore and manufacturing bases in China, US, Poland, India and Mexico. As of 2008 it was the number one PC manufacturer in Asia Pacific. However, Lenovo was now facing several challenges in its continued expansion.

The financial crisis had resulted in a drop of Lenovo’s 2nd quarter sales by 17.9% in 2009. In the global PC arena, Lenovo was yet to catch up with the global giants such as Dell, HP and Acer. It also faced stiff competition from other players such as Apple, Toshiba and Sony especially in the mature PC markets. Known as ‘Legend’ before 2005, Lenovo itself was merely a four year old brand name and had yet to take strong roots in the minds of the customers. Despite its legacy of the ’ThinkPad’ line, the appeal of its brand was predominantly restricted to the large corporations. Lenovo’s strengths in innovation had also yet to be broadly recognized in the market and by customers.

Amidst the current global turmoil however, Lenovo sees enormous opportunities in the emerging markets. The rapid economic expansion in these markets has resulted in many more customers who now aspire to own their first PC. Increasing literacy rates and internet penetration combined with the declining PC ownership costs is creating an accelerated consumer demand for PCs in these markets. In 2006, emerging markets accounted for half of the sales and 53% of the global PC growth.

The Lenovo management is keen to figure out the branding strategy that would be best suited for Lenovo to tap into these growing markets. But there are many doubts that need to be addressed before it can devise a final strategy. How to balance the global brand positioning and its fit in the emerging markets? What are the appropriate marketing & promotional strategies to be employed in these countries? How to reach out to these new customers innovatively? And finally, how to position Lenovo as a global PC player offering exceptionally engineered PCs. These are only a few of the preliminary concerns to begin with.