IBM - Jones Day€¦ · 16 IBM !"#$ 40 Dickie, et al. "Review of 2005: FT writers...

Preview:

Citation preview

IBM�� !"�#�$� IBM�� !"#$%&'()IBM�� !"�#$%�&'()*+,-.

�� !"#�� !$%&'()*+,-./0�� !"#$ IBM�� !

�� !"#$%&'()*+�IBM�� !"#$%&'()*+,-./01

�� IBM�� !"�#$%&'(#)*+(,-.�� !"#$%&'(

�� !"#$%&'()*+�� !"#$�� !"#$%&'()*+,

ibvchina@cn.ibm.com

�� !"#!$�� !"#$ !%&'()*+,-./012!34�1929�� !"#$

���� !"#$%&'()*+,-�./012!34�1985�� !"#

�� � IBM�� !"#$%&'()*+,�� !"#$%&'��� !

��� �� !"�� !"#$%&'()*+,-./01"23456�

�� !"#$%&�� !"#$%&'()*�� !"#$%&'()*+,

1

��

�� !"#$%&'()�� !"#$%&'(

�� !"#$%&'()�� !"#$25��

�� !"�� !"#$%&2001�� !"#$

�� !(WTO)�� !"#$%&'()*+��

�� !"#$%&'2035�� !"#$%&'(

�� !" 1�

�� !"#$%&'()"*+�,-.*/��

�� !"#$%&'(�� !"#$%&��

����� !"#$%�� !"#$%&'()

�� !"#$�� !"�� !"#$%&'(

�� !"#�� !"#$%&'()*+,-.

�� !"#�� !"#$%&'()*+,&-

���� !"�� !"�� �� !"��

�� !�� !"#$%&'()*+,-.

���� ! IBM�� !"#$�� !"#$%

�� !"#$%&'()(PetroKazakhstan Inc.)�

�� !"#$%(Maytag)�� !!"#$%&'

�� !"#$%&'()*+,-./�� !"

�� !"#$%&'()*+,-./012�3

�� !"#$%&

�� !"#$%#&'()*+�,-./0��1

�� !"#$%&'()*+,-./01"234

�� !"#$%&'()*+,-./-.0'"#

�� !"#$%&'()*+#,-./01234

�� !"#$%&'()*+,-./012

� IBM�� !"#$%&'()*+,-./01

�� !�� !"#$%&'()*+,-./0

�� !"#�� !"#$%&'()�� ��

�� !"#$%&'(�)*+�� 40�� !"

�� !"#"$%&'()$*+,�� !"�

�� !"#$%&'()*+,-./0

�� !"#$%&'()*+,�� !"#$%

�� !"#$%&'()*+,-!./0��

�� !"#$%�� !"#$%&'()*+,

�� !"#$%&'()*+�,-./�� �

�� !"#$%&'()*+,-./0(�� !

�� )�� !"#

�� !"#$%&'(

�� !"#$%&'()*+,-./012��

�� !"#$�� !"#�� !"#$%&�

�� !"#

�� !"#$%&

�� !25�� �� !"#$%&'7�� GDP

�� !"#$%9.6%2� 2005�GDP�� 2.35

�� !3��� !"#$%&'()*+,-./

���� !"#$%&'()*+�� !GDP�

�� !"#$% 7%4��� !"#$�� !"

�� !"#$%&''()*+,-./012

1960��1985��25�� !"6���� !1930

� 1970 �� 60�� !"#$%&' 3.5 � 5�

�� !"#$% -�� �� !"

2

IBM�� !"�#�$

�� !"#$%

�� !"#$%&'()� 6�2005�� !"#

�� !"#5.8%���7620�� !�2004��

��28.4%7,8��� �� !"�� !�� !"

�� !"#$%&'()*+,-. 43%9���

��2004�� !"#$ %&'()*+,-./

�� !"#�� �� !"#$%&'()*

�� !"#�� !"#$%&'!"#(2005�

�� !�� !"#$%&'()*+,'(-)

�57%��� 43%�� !"�� !"#$%&

�� !" 10�

�� !"#

�� !"#$% !&'()*+,-./0#�

�� !"�#$%&(FDI)��� 2005�� ��

�� !"#$%&'(6210�� !�2005��

�� !" #$%&' 603.3�� !�� !"

�� !" FDI�� 11��� !"#$%(WTO)

� FDI�� !"#$%&'�� !"#$%&'

�� !"#$%&'()*+,-.�� !"#

�� !"#$%&'()*+,-./01��

�� !"#$%&'()*+,-./01234

�� !"#$�� !"#$%&'()*+,

�� !"#

�� !"#$%�� !"#$%&(ODI)�� !

�� 2004���� !"ODI�� !ODI��

0.25% (�� !"#$%&'), �� !" 28 � 12�

�� !"�#$%&'()*+,-.�� !"#

�� !"#$%&'()*+,-./012344

�� !"#$%&'()*50�� !�� !"

�� !"1000�� !"#$%&'()*+13��

�2006�� ��� !"#$%&'()*+!,

�� !"#$%14��� !"#$%&'()*+

�� !"#$%!&'()*+,-.

�� !"#$%&'()*+,-./0�� !

�� !"#$%&'()*+,-./2005��

�� !"#$%&'(10�� !"#$%&'(

�� (Marconi)��� !"70�� !"#$%&

�� !"#(Noranda)15� �� 2005�� !"#

�� !"#$%&'()*+,-./01%&

(Ssangyong)50.6%�� 16��� !"#$%&'

��41.8�� !"#$%&'()*+,����

�� !"#$%�� !"#$%&22%�� !

�� !�2010�� !"#$%&'600�� 17�

�� !"#$%�&'()*+?�� !"#$%&'()*+(,- ./0��

�� !"#$%&'()*�� !"#$%&�

�� !"#$%&'()*+,-./01234

�� !"#$%&'()*+&#,-.�� !

�� !"#$%&'(OEM)�� !�� !"#

�� !"#�� !"#$%&'()�� !"

�� !"# $%&'()*�� !"#$%&

�� �� !"#$%&'()!*+,-./0

�� !"#�� !"#$%&'()*+,-.

�� !"#$�� !"#$%&'()*

�� �� !"#$%&'()*+,$-.��

��� !"#$%!"&'()*�� !"#$

����� �� !"#$%&'()%$*+,�

�� !"�� !"#$%&'()*+,-./

�� !"#�� !"#$%&�'()*��

�� !"#$%�&'()*+,-.�� !"

�� !"#$%&'()*+,�� !"#$%

�� !"�� !"#$%&#'()*+,-.

3

�� !"#$% -�� �� !"

�� �� !"#$%�� !"#�� !WTO

�� ! "#$%&'()*+,-.�� !"

�� �� !"#$%&'()*+,�� !"

�� !"#$%&'()*+,-.'��� ��

���� !"# $%&'()*�� !"#$

�� !"#$%&'()*+,$-./01��

�� !"#�$%&'(�� !"#�� ��

�� !"#$�� !"#$%&'(�� !"

�� !"�� !"#$%�&'(�� !"�

�� !"#$%&'()*+,-./012�3

�� !"#

�� !"#$%&'($%)*+,(-./0123

�� !"#$%&'�()*+,-./01���

�� !"#$%&'(")*+,-./0

�� !"#$%&'()*+)

IBM�� !"#$%&'($%)*+,�-.!/

�� !18�� !"#$%&'()* +,-./

�� !"#$%�&'()�&'*+,-./01

�� !"1�

�� !"#$%& 10�� !"#$%&'()*

�� 500�� !"2004�� !"# 10��

�� !"290���� !"#27���� !263

�19��� !"#$%&'�� !"#$%&'(

�� �� 2004�� �!"#$%150�� !

�� !143�20��� !"#$%&'()14��

�: (1)�� !"#$32�� !"#$%&�'"#$()*+,-."/#$0 (2)�� !"#$%&'()*+,10�� !"#�� !"#$%&'()*+,�-./01"23456�� !: �� !"500�� !"#$%&' !"#()&* IBM�� !"#$%&'(, 2005�

�1. �� !"#$%&'()*+)',-

4

IBM�� !"�#�$

�� !"#$%&'()*+ �� !"#$��

�� !"�� !"#$%�� !"#$%&'

�� !"#$%& '()*+,�� !"#$

�� !"�� !�� !"#�� !"�� �

���� �� !"#$%&�� !"#$%&124

�� !"#�� 105�� !"# 19�� !"#

�� !"#$%&'�� !"#$

�� !"#$%&'()*+,-./�� !"

�� !"#$%&(15% ��)��� !"#$%

�� �� !"#$%&'()*+,�� !"

�� !"#60���� 13�� !"#47��

�� !�� !"#$%&'()*+,-.()

�� �� !�� �� TCL��� �� !"

�� !"#$%&'()*+,-.(�� !")�

�� !(��)���� (��)���(��)���

��(�� )���

� 2�� !"#$%&'()*+,-./0*+

�� �� !"#$%&'()*+,-./01

�� !�� !"�� !"#$%&'()*+,

�� !"�� !"#$%&'(�)*+,-./

�� !"#$

�� !"#$%&'()*+&!,-./01�

�� !"#$%&'()*+ 3�� !"#$%

�� !"#$%&'()*�� !"#$%��

�� !"#$%%&'�� !"#$%&&'

* �:�� !"#$%&' IBM PC�� !"#$%&, �� !" 2005� 3-9�� !"# 62�� (�� IBM PC ��)��� !�2004�� !"#; �� !"500���� !"#$%�� !"#$; �� !"#$�IBM�� !"#$%&'(

�2. �� !"#$%&'()*+,-

5

�� !"#$% -�� �� !"

�� !"

�� !"#$%&'()*+,-./012"34

�� !"#$%&'($)*+,-./012034

�� !"#$%&'()*+,-./&01234)

�� !"#$%&'()*"+,-./01234

�� !"#$%&!"#'()*+,-./

�� !"#$%&'()*+,-./012345

�� !"#$%&'()2004�� !"#$%&'

��800�� !"#$%510��21�� 300�� !

�� !"#$%&'()*+,-,./2004��

�� !"#$%&'(9%�� !"#$%22, 23��

�� !"#$%&'()*+,-./01"23$

�� !"#$%&'()*+,-'.*/01

�� !"#$%&'()

��2006� IBM�� CEO�� �� !"CEO

�� !"#$%&�� !"#$%&�� !"

�� !"�� !"#$%&'()*+,-./

�� !"#$%&'()*+,�� !"#$%&

�� !"#$%&'()�� !"#$%&'(

���� !"#$%&'()*+,-./01

�� !�� !"#$%&'() 5%24���

�� !"#$%&'()*+,-.�� !"#$

�� !"#$%&'()*+,-.��� !"

�� !"#$%&'(#)*+,-./0��

�� !"#$%&'()*+,-./$%012

�� !"#$%&'()�� !"#$%&'(

�� !"�� !"#$%&'(

"�� !"#$%&�� !"#$%��

�� !"#$%&�� !"#�$%&

�� !"#$%&"

-�� !"#$%&'(�) 25

�� !: IBM�� !"#$%&'()*+,-./, 2005 (�� ! =25)

�3. �� !"#$%&'()

6

IBM�� !"�#�$

�� !"#$

2000�� !"#$%&'()*'+,*'-./01

�� !"#$%&'()*+,-./0123!4

2006�3�� !"#$%&'()*+,"-.,

�� !"#$%&'()*+,-./01 ()234

�� !"#$%&'()*+,-./0123456

�� !"#$%&'()*+,-"./012�3

�� 26�� !"#$%&'!()*%&'+,!-%

�� !"#$%&'()*+,-./01234

�� !"#$%&'(2004�12�� !"#$%&

�� !"100�� !"#$%&'()*+,

�27�� !"� #"�$%&'()*+,-./0

�� !"#$%&'(28�

�� !"#$%&'(�� !"#$%&'()

�� !"#$%&'()*+,-.�� !"�

�� !"#$�� !"#$%&'(� )*+

�� !"#$�� !"#$%&'()*+,#

�� !"#$%&�� �� !"#$%&'(

�� !"#$%&'()*+,-./012

�� !"�� !"#$%&'()*+,- .

���� !"#$%&'()*�� !"#$%

�� !�� !"#$%&'(()�� !"#

�� !"#$%&'()*+�� !"#$%&

�� �� !"#$%&'()*+,-.��

�� !"#$%&'�� !"#$%&'()�

�� !"#$%&'()*+

"�� !"#$%&'()*+,-��.

�� !"#$%&'()*�� !"��

�� !��� !"#$%&�� !"#

���� !"#$%&'

��� !"#$%&'() 29

�� !"#$%&'

�� !"#$%&'()*+,-./01��

���� !"#$%&'()*+,-./0(�

� 4)�

�� !�IBM�� !"#$%&'(, 2005

�4. �� !"#$%&'()*+,-

7

�� !"#$% -�� �� !"

�� !"#$%

�� !"#$%&'(!")*%&'(!"+,%

�� !"#$�� !"#$%&'()*+,-

�� !"#$%&'()*+,-./01��

�� !"#$%&'()*+,�� !"#$%

�� !"#$%&'(!)*+,-./0��

�� !�� !"#$�� !"#$%&'��

�� �� !"�� !"#$%&'()�*�

�� !"#$%&'()*�� !"#$%&'

�� !"#$%&� 5�� !"#$%&'()

�� !"#$%�� !"#$%&'()*+,

�� !"

�� !

�� !"#$%&'()�� !"#$%&'(

�� !"#!$%&'�� !"#�� ��

���� !"#$%&&'�� �� !"#$%

�� !"#$%&'()*+,-./ 30�

�� !"#$

�� !"#$%&'()*+,�� !"#$%

�� !"#$�� !"#$%&�� !"#$

�� !"#$%&'()*+,�� !"#$%

�� !"#$%&'()*�� �� !"#$

�� !"#$%�� !"#$%&'()*+,

�� !"#$%&'(��� !"#$%&'(

�� !"#$%&'()*+,-#./012�

�� !"#$%&'()*+,--./0123

�� �� !"#$%&'()*+#$%,-.

�� ��� !"#$�� !"#$%&�� !

�� !"#$%&'()�� !!"#$%&'

�� !"#$%&'()*

�� !: IBM�� !"#$%&'()*+,-, 2005

�5. �� !"#$? �� !"#$%&'(

�� !"#$%&'()*�� !"#$

�� !�� !"#$%&'()*+,

�� !�� !"#$�� !"#

��� !"#$%&'"()*�+ 31

8

IBM�� !"�#�$

�6. �� !"#$%&'()*+,-./0123

�� !: �� !2005�� !"�� ��303�� !"#�� !"

�� !"#

�� !"#$%&'()*+,-./01234

�� !�� !"#$%&'()*+,-.*+

�� !"�� !"��� !"#$%&'��

�� !"#$%&'()*+�� !"#$%&

�� !"#�� !"#�� !"#$%&'()

�� !"#$%&'()*+,-.

�� !"#$%&'()*�� !"#$��

�� !"#�� !"#$%&'�� !"��

�� !"#$%&'��� �!"#�� !"��

�� �� !"#$%&'()*!"+,-��

�� �� !"#$%&'())*+,�2005�

�� !"#� Interbrand�� !"#$%100��

�� !"�� !"#$%&'() 32�

�� !"#$%&'()�� !"#$%&'(

�� !"#$%& 33��� !"#$%&'()

�� !�� !"#$%&'$()*+,-��

�� !"#$%&'()*+,-.'/01234

�� !"#$%&' ()�� !�"#$%&

�� !�� !"#$%&'()*�� !"#

�� !"#$%&'()34���6�� �� !

�� !�� 40%�� !�� !"#$%��

�� !35��� !"#$%&'()*+,-".

�� !"#$%&'()*

1996���� !"#$%�� !"#$%&'(�

�� !"#$�� !"#$%&'()&*+,-.

�� !"#$%&'�� !"#$%&'()*+�

�� !"#$%&'()*+

�� !"�� !"#$%&'()*+,-./1999

���� !"#$%&'()*+,-./0�� !

�� !"#$%&'()�� !"#�� !"#�

�� !"�� !"#$%&'�� !"#$%&'(

�� !"#$%&'36���� !"#$%&'()*

�� !"#$%&�'!()*2000�� !"#$%

�� !"#$�� !"#�� !"#$%&'��

�� �!"�#$%�� !"#�� !"#$%&

�� �� !"#$�� !"#$%&'(����

�� ����� !"#$%&'��� !" 37�

�� !"#$%& '()*�� !"#$%&��

���� �� �� !"#$%&'()*�� !

�� 38��� !"#$%&'()*+,-./��

�� !"#$%&'()*+,-��FutureWei���

�� !"#$%�� !"#$%&'()*

�FutureWei��� !"#�Huawei��� !"��

�� !"#$%&'(

�� !"#10�� !"#$%&'()*�� !

���� !"�� !"#�� !"#$%&'(39�

2005 ���� !"#$%&'()*+,%&-"

50%��� !"#$%�21�� !"#$%&'�

�� !"#$%40��� !"#$%&'()*+

�� !"

9

�� !"#$% -�� �� !"

�� !: IBM�� !"#$%&'(, 2005

�7. �� !"#$%&'()*+,-./012

�� !"#$

�� !"#$%&'()*+,-./01'$23

�� !"#$%&'()*+,"-./

�� !"

�� !"#$%&'()*+,-�./012#

�� !"#$%IBM�� �� !"#$%&'

�� �� !"#$%&'�� !"#$%&'(

�� !"#$%&'()*+,-.�� !"#

�� !"#$%�� !"#$%&�� !"#

�� �� !"#�� !"#$ !%&'()

� 1-5�� !"(�� 7)

�� !"#$%&'()*+�� !"#$%&

�� !"#$�� !"#$%�� !"#$%&

�� !"#$%&'()*+,-�� !"#$

�� !"#$�� !"�� !"#$%&'()

�� !"#$%&�� !"#$%&'()*'+

�� �� !"#$%&'()*+,-�� !"

�� !"�#$%&�� !"#$%&'()*

�� �� !"#$%&'()*+,-. 41�

�� !"#$%&'�()* !+,-.//01

�� !"#$%&'()*+,-./012345

�� !"#$%&'()*+,-(�� !"#$

�)�� !"#$%&'()*+,-./%(��

�� !)�� !"#$%&'()*+'(,-./

�� !"#$%&'()*!+,-./012345

�� !(ODM)�� !"#$%&'()*+,-./

�� !"#$%&'()*+,-.��/0123

�� !"# $%&'()*+,-)*./!01

�� !"#$%

10

IBM�� !"�#�$

�� !"#

�� !"#$%&'()*+,-��� !"#$

�� !"#$%&'!()*+,-�� !"#$

�� !"�� !"#$%&'()�*+(�� 8

��)��� !"#$%&'()*+(�� !"#

�� !"�� !"#$%&'()��� !"#

�� !"#$%&'()�*+,-./�� !"

�� !"#$%&'()*+,-./01

�� !"#$%&'()(�� !" 61%��

�� !"#$ 50)��� !"#$%&'()*�

�� !"#$%&'�� !"#$%&'()�

�� !"#$%�� IBM�� !"#$%&'(

�� !"#�� !"#$%&' ()*+,-

�� !"#$%&' 2 ���� !"#$��

�� !"�� !�� !"#$%&'()*+

�� !"#$%&'()*+,

�� !(SAMSUNG)1938�� !"#$%&'()*

�� !"#$%&'()*+42�� �!"#$%&'

�� 64�� !"2004�� !"#$%&552.6��

�� !"#$%&78%43�� !"#$%&'()*+

�� !"#

1993�� !"#CEO�� !"#$%&'()*44�

�� !"#$%&'()*+,-./012,3&45

�� !"#$%&'()*+,-./"012345

�� !"#$%&'()*+,-&./01)*23+

�� !"#$%&'()*+,-./01234567

�� !"#$%&'()* +,-./012345

�� 8%�� !"#$%&'()*+'(,-./0

�� !"#$%&45�

�� !"#$%&'()*+,-./0123456

�� !"#$%&'()*+,-./01234,56

�� !"#$%&'(!)*+,-.-/012345

�� !"#$%&'()*+,-./0123456

�� !"#$%&'()10�� !"#$%&'()

�� !" !#46�

�� !"#$%&'()*+�,- ./01234

�� !"#$%&'()*+,-./01234567

�� !"#$%&'()*!"+,-./01234

�� !"#$%&'()*+,-./0123 !4

�� !"#$47� �� !"#$%&'Interbrand�

�� !"#$%���� !"#$%#$&'(2001

��64�� !"#$%2005��150�� 48� 2005

�� !"#$%&'()2005�� 100�� !"#

�� 20�� !"#$%&'()*+,(�28�)49�

�� !: IBM�� !"#$%&'(, 2005

�8. �� !"#$%&'(

11

�� !"#$% -�� �� !"

�� !"#$%&'

2004�12�8���� !"#$17.5�� !" IBM

��PC�� �� !"#$%&'�� !"��

� IBM�� !"#$%&'��� !"#$%&'

� IBM�Think��� !"#$%&�IBM�� !"

3�� !"#$%&'() ibm.com�� �� !"

�� !"#�$%��� IBM�� !"#$%&'

�� !�� !"#$%&'()*+,-51���

�� !"#$%&'()*+,-./012,-3

���� !"#$%�� !"#$%�� !"#$

�� �� !"#$%&'()*

�� !"#$%&'()�� !"#$%&'()*

�(PMO)�� !"#$�� !"#$%�� !"#

�� !"PMO�� � IBM PC�� !"#$%&'

�� �!"#$%&�� !"#$%&�� !"#$

�� !"#$%&'()*+�� !"#$%&'(

�� !"�� !"#$%&'()*+$,-../

�� !"# IBM PC�� !"#$%&'()*��

�� !52�2005�8�10�� !"#$%&'(2005

�� !"#$%&'()*05/06�� !"#$%&

�� !196�� !�� !234%��� !"#$

�� 1.2%��� !"#$%&'()*+,-(.

�� !"#$%�� !"#$2005�7-12�� !

� 60%��� !"#$%&'()*+

�� �� !"#$%&'()*+,-./0�

�� !"#$%&'(�� !"#$%&��

�� !"#$%&''(�� IBM PC�� !

�� !"#$%&'(

�� !"#

�� !"#$%&'()*+�� !"#$%

�� !"#�� !�� !"#$%OEM�� !

�� !"#$%&OEM�� !"#$%�� !

�� !"�#$%&'�� �� !"#$%&

�� !�� !"#$%&'(

��� !"#$%&'()*+,-./0123

�� !"#$�� !"#$%&'()*+,�

���� !"#$%&'(�� �� !"#$

�� !"#$%&'()*+,-./012345

�� !"#$�� !"#$%&�� !"#$

�� !"#53��� �� !"#$%&'()*

�� !"#$ 54��� !"#$%&'()*+

�� ! 5�� ! 55�

�� !"#�� !"#$%&�� �� !"

�� !"�� !"#$%&'()*+,��

�� !"#$%�� !"#$%&'()*+"

�� �� !"#$%&'()*+�� !"#

�� !"#$%&�� !"�� !"�� !

�� !"#$%&�� !"#$%&'()��

�� !"#$%&'(

12

IBM�� !"�#�$

�� !"#$%

�� !"#$%&'()*+,- ./01234

�� !"#$%&'()*+, -./01234

�� !"#$%&'()*+%&,-./+%&01

�� !"#$%&'(#$(��9��)�

� �� !"# �� !"#$%&'()*+,�

�� !"#$%&'(���� !�� !"

����� !�� !"#$%&'()*��

�� !�"#$%�� !(������� �

�� )�� !"#$�� !"#$%&'()�

���� !"#$%&'()*+,�� !"#

�� !"#$%&'()*+,-./�TCL �

�� 2004�� ��� !"#$%&'() 56�

��TCL ����� !"#$�� !"#$%

�� �� !"#�� !����� !"#$

�� !"#$%&'()*+,-.()/+0

�� !"#$%�� !"#$%&'()*#$

�� !"#$%&'()*+,-$!

� �� !"# �� !"#$�%&' ()*%

�� !"#$%&�'�� !"#$%&'(

�� !"#$%&'#()*$+%&,-./

�� !"#$�%&'()*+,-./01!

�� !"��� !�� !"#NBA��(��

�� !"#$���)�� !"#$%&'()

NBA�� �� !"#$%&'()*+�� !

�� !"#$%&�� !"#$%&'()$

�� !�� !"#$%&'()*+,-��

�� !"#$%&'()*+,-.�� !"

��� !"#$�� !"#$%&'()*+

�� �� !"#$%&'()*+,-./(

�� !

�� !: IBM�� !"#$%&'(, 2005

�9. �� !"#$%&'()*+,-./

13

�� !"#$% -�� �� !"

� �� !"# �� !"#$%�&'()*+

�� !"# $%&�� !"(�� !)��

�� !"#$%&'(�� !"#$%&'�

�� !"#$%&'()�*+,�� !"#

�� !"#�� !�� !"�� !"#��

�� !"#$%&'()*+,-./�� !

�� !"#$%&'()*+,-�� !"#

�� !"#$%&'()*+,--� ./0

�� !"#$%&'(�� !"#$%&'(

�� !"#�$%&'(�� �� !"#$

�� !"#�� !"#$%&'()���

�� �� !"#$%&'()*+,-./0

�� !"#$%&'(�� �� �� !"#

�� !"#$%&%'()*+,-./0 !

�� !"#$%&�� !"�� !"#$%�

�� !"#$

� �� !"# �� !"#$%&'�� !"#

�� !"#$�� !"#$%&�� !"#

�� !"#$%&'()�� �� !"#$%

�� !"#$%&'()*�� !"#$%&

�� !"#$%&'()*+�� !"#$%

�� !"#$%&$'()*+,-./012

�� !"#$%&�� !"#$%&'()*

�� !"#$�� !"#$%&'($)��

�� !"#$%&'()*+,-./

� �� !"# �� !"#$(�� !"#$�

�� !"�� ��)��� !"(�� !��

�� !)�� IT�� !"�� !"#$%&'

�� !�� !"#$%&'()*+,-.�

�� !"#$%&�� !"#$%&'()*�

�� !"#�� !"#$�� !"#$%&

�� !"�� !"#$%&'�� !"#$

�� !"#�$%&' ()*+,-. /�

�� !"#$%&'()*+�� �� !"

�� (�� !"#$�� !"#)�� !"#

�� !"#$%&'()*+,-./01?

��

�� ! 25�� �� !"#$%&'()*+

���� !"#$%&'(#)*+�� !"#

�� !"#$%&�� !"#$%&'()*+,

�� !"#$�� !"#$%&'()*+,-

���� !"#$%&'()*+,!-�� !

�� !"#$%&'()*+,�� �� !"

�� !"#$�� !"#$%&'()*+,-

�� !"#$%&'()*+�� !"#$%&

�� !"#$%&'�� !"#$%&�� !"

�� !"�� !"#$%&'()*$+,-.

�� !"#$%&'()*+,�� �� !"

�� !"#$%&'(!)*+,-./0��

�� !"#$%���� !"

14

IBM�� !"�#�$

�� !

Alan Beebe � IBM�� !"#$%&'(

�� !"#$%�abeebe@cn.ibm.com

�� (Chee Hew) � IBM�� !"#$%&'(

�� !"

�� !"#$%�cheehew@cn.ibm.com

�� ! IBM�� !"#$%&$%'()

�� !"#$%�yqfeng@cn.ibm.com

�� !"#$%&'()'*+,

�� !"#$%�dlshi@fudan.edu.cn

��

Hagen Wenzek �� IBM �� !"#$%&'

�� !"

�� !"#$%&'()'*+,-./01

��

�� !"#$%&'()*+,-�� !"#$

���� !�� !"#$%&'()*+,-.

�� !�� !"#$%&Nigel Knight�� !

�� !"#$%&'()�*+,-.

�� !1 "Analysts� View: China revises up size of GDP by 16.

8%".Reuter News. December 20th, 2005.2 James T. Areddy, "China Boosts GDP Rates to Reflect

Services Gains." The Wall Street Journal. Jan 10, 2006.3 James T. Areddy, "China Sharply Revises GDP Figure.

" The Wall Street Journal. Dec 20, 2005. Note: In De-

cember 2005, the Chinese government announced that

China's total GDP was US$1.98 trillion in 2004 and had

been previously underreported by 16.8 percent. It also

revised the GDP growth rate between 1979 and 2004 to

9.6 percent in January 2006.4 Lee, Forest."China predicted to grow rapidly for another

30 years". October 28, 2002. People's Daily5 Ban, Linda and Stefan Gumbrich. "Inside China: The

Chinese view their automotive future." IBM Institute for

Business Value. 2005. http://www-1.ibm.com/services/

us/index.wss/ibvstudy/imc/a1017907%206 WTO International Trade Statistics. 2005.7 �� !"#�2005�12�� !"#$%&'()2006

� 1 � 12 �8 �� !"#�2005�12�� !"#$%&'()2006

� 1 � 12 �9 China Economic Information Center (CEIC). 2006.10 �� !"#2005�IBM�� !"#$%&11 "World Investment Report." United Nations Conference

on Trade and Development (UNCTAD). 2005, �� !

��2006 � 1 �12 "World Investment Report." United Nations Conference

on Trade and Development (UNCTAD). 2005. Note:

This FDI data does not include M&A investments.

15

�� !"#$% -�� �� !"

13 Oster, Shai. "Chinese Forex regulator signals desire to

diversify holdings." The Wall Street Journal. rattan@ms1.

seeder.netJanuary 5, 2006.14 �� !"# 2006�� !"#$%&'()*+,-

CCTV�2006 � 1� 6 �15 Abe de Ramon, "From Walls to Bridges: How Chinese

Companies are redefining international M&A", CFO

China November 2005. http://www.cfoasia.com/ar-

chives/200511-02.htm16 SAIC: driving growth with Ssangyong, 29 Oct 2004,

www.justauto.com.17 "Chinese companies backed to go global", Xinhua's

China Economic Information Service, March 5, 200618 �� !"#$%&'()*&'#+,-."/��

��(��)�� !"#50%�� ��� ! ��

�� !"#$%&��'()�� !"#$%&'

�� !"#$�� !"#$%&'() 50%�

19 2004 �� !; �� !" 500 ��, �� !"#$%

�� !"#$,http://www.cec-ceda.org.cn/; IBM��

�� !"#$%& 2005.20 2005 Fortune Global 500 List21 �2004�� !"#$%&'()2005�� !"2005

�3���� !"#$%&'()*+http://www.auto-

stats.org.cn22 �� �� !"2004�� !2005�� !"2005�

4 ���� !"#$%&'()*+http://www.auto-

stats.org.cn23 China Economic Information Network 2005. http://cedb.

cei.gov.cn/24 IBM�� !"#$%&'( 2005

25 IBM�� !"#$%& /�� !"# 2005.26 �� !"#$%&'(��)�, 2006 � 3 � 5 �, http://

www.e-gov.org.cn/ziliaoku/news002/200603/19172.html;27 Huawei and ZTE: Going Forth, Can they Conquer?"

BDA research report. March 2005.28 �� !"#$%&http://www.cdb.com.cn/web/

NewsInfo.asp?NewsId=6729 IBM�� !"#$%& /�� !"# 200530 IBM�� !"#$%& /�� !"# 200531 IBM�� !"#$%& /�� !"# 200532 Berner, Robert, David Kiley, et al. "Special Report: The

Best Global Brands." BusinessWeek /Interbrand. Au-

gust 1, 2005. http://www.businessweek.com/magazine/

content/05_31/b3945098.htm33 Ogilvy & Mather survey of top 50 Chinese large

companies, 2005.34 Ogilvy & Mather survey of 303 consumers in France, U.

K. and U.S. 2005.35 Ogilvy & Mather survey of 303 consumers in France, U.

K. and U.S. 2005.36 �� !�� !�� !�� !" �� !"#��

�� 2005�8�16�http://www.huawei.com/cn/news/

view.do?id=108&cid=5737 �� !"#$%&'( �� !"#$% http://www.

huawei.com/cn/news/view.do?id=180&cid=5738 �� �� !�� !"#$%&'()�IT�� !"#

2004 � 10 � 9 �39 Rhoads, Christopher and Rebecca Buckman. "Trial and

Error: A Chinese Telecom Powerhouse Stumbles on

Road to the U.S." The Wall Street Journal. July 28,

2005.

16

IBM�� !"�#�$

40 Dickie, et al. "Review of 2005: FT writers identify win-

ners and losers in a year when consumer technology

dominated." Financial Times. December 14, 2005.41 �Haier nationwide recognized for technical innovation

for home appliance�. Press release January 20, 2006.

Haier website www.haier.com42 "Samsung Soars Globally, Struggles Locally." Korea

Times. July 23, 2005.43 Samsung Electronics Co. Ltd and Subsidiaries annual

report, 2004.44 Kim Min-hee. "Samsung shows way to global competi-

tiveness-Marketing innovation, quality human resources.

" The Korea Herald. March 24, 2004.45 2005 R&D Scoreboard: Electronic Industry.46 "By the Numbers." Control Engineering. June 1st, 2005.

Volume 52, Issue 647 Guyon, Janet, Richard Tomlinson and Clay Chandler.

"No Innovation Can Replace Direct Discussions." Fea-

tures/FORTUNE Global 5 Hundred/Special: CEOs on

Managing Globally. Fortune. July 26, 2004.48 Kim Min-hee. "Samsung shows way to global competi-

tiveness-Marketing innovation, quality human resources.

" The Korea Herald. March 24, 2004.

49 Berner, Rober, David Kiley, et al. "Special Report: The

Best Global Brands." BusinessWeek/Interbrand, Au-

gust 1, 2005.50 O'Sullivan, Kate. "Secrets of the M&A Masters: Reveal-

ing the paths to a successful deal." CFO magazine.

September 1, 2005.51 ��� !"�� !PC�� !"#2004�12���

�� !", http://www.lenovo.com.cn/about/news/

legend4411.shtml52 IBM �� http://www.pc.ibm.com/ww/lenovo/pdf

Lenovo2005_06_Q1_press_release_Eng_final_web_A.pdf

http://www.lenovo.com.cn/about/news/legend4615.

shtml�� !"# http://www.lenovo.com.cn/about/

news/legend4615.shtml53 "Chinese auto exports to challenge world's big car

makers", BMS. December 10, 2005 . Agence France

Presse54 Latin America: Chinese firms anticipate strong regional

growth. January 23, 2006. Automotive55 Geoff Dyer and James Mackintosh. "Chinese rev up

industrial capacity to assail global vehicle market", Busi-

ness Day (South Africa). June 2, 2005.56 Liu Jie, "Domestic Bliss", China Daily, Feb. 21, 2006

G123-0014-00