太帅被逐出国境,北京路况,冒牌设计师
|
Strategic Re-positioning
After experiencing the effectiveness of the specialization strategy in the initialphase of development, Huawei began to look at the transnational market. After 1995, Huawei determined its global strategy and started to cross the threshold of the transnational market. The internationalization of the company not justgraduallyhelped made Huawei's brand acknowledged by international companies, butthe world is also surprised by Huawei. Like the strategy Huawei adopts when targeting domestic market, Huawei still adheres to the marketing strategy of break through obstacles one by one from easy to difficult in the deployment ofstrategy for international market (Haveman & et. al, 2016). Determined to expand its market in global scale, Huawei has come around triumphant in the fightonce more. Huawei’sgoods entered the Russian market and gained recognition from Russian consumers. AfterJuly 1999, Huawei publicly won the auction in Laos and Yemen, leading to Huawei's breakthrough in the transnational market,and the contractual agreement with eMobile to set up a 3G network in Japan. This created a good platform for Huawei to develop 3G, and also made Huawei truly aware of the telecom operation market and terminal market and prospects. During this era, Huawei's strategic positioning began to enter a different adjustment stage. Huawei began to cooperate with telecom operators (Wu, 2007).AfterFebruary 2004, it established a strategic partnership with Ethiopian Telecommunications Corporation (ETC); in December 2004 and establishing a strategic partner in Telfort, the Netherlands; establishing a strategic partner in Teleraar/Oi in Brazil in 2006, etc. (Hoon, 2011) At this time, Huawei cooperates with these mainstream operators in the world, not only to provide equipment for customers, but also to provide customers with Huawei.
The high-quality and low-cost solution provided by Huawei has established a win-win business cooperation model with customers. This is also the face of Huawei. The supply of electrical appliancescould not satisfy the requirements of Huawei’sgrowth. Huawei is advancing to becoming a supplierand solution provider oftelecom equipment.After 2000, Huawei did not manufactureterminal products, which come to be a famouspolicyto Huawei staffs (Low, 2007). After realizing the market prospects of the terminal products, Huawei changed the “national policy” and decided to enter the terminal field. The 3G mobile phone company jointly established by Huawei and Siemens is the beginning of Huawei's entry into the terminal market. Huawei started its business with aprocess of strategic planning extending to the field of terminal products. In 2004, Huawei established itsbusiness ofportablemobile devicesindependently, calling it Huawei Mobile, and set upnumerous R&D centers overseas. AfterJuly 2011, the Huawei-based firmstarted the "Cloud Service" platform and the first cloud mobile phone Vision, and also launched the world's first 7-inch Android 3.2 tablet computer, enablingthe full realizationof Cloud service on these two products (Hoon, 2011). Ren Zhengfei, president of Huawei, made four clear indicators for the terminal business: First, the terminal will become an important part of Huawei's "cloud management" strategy: Second, Huawei terminals must become important players in this field; third, by 2012, their sales will exceeded 10 billion US dollars; fourth, the company strives to achieve the top three mobile phone sales in the world by 2015 (Li& et. al, 2015). From B2B to B2C, Huawei repositioned the mobile terminal, preparing to enter the high-end market and update the design concept. The achievements of 3G are not worth mentioning. Huawei's 4G technology is the focusof Huawei's leader.
Recommendation
Due to the fastgrowth of Huawei's overseas market in recent years, about three fourth of the sales are attributedto overseas markets. If the foreign market continues to develop in this way, then its status in the local market will be progressively weakened to a certain extent, making Huawei's domestic and overseas fronts unbalanced, which will be counter-productive to the latter development of Huawei. Huawei's growth is so quick and so smooth, mainly due to the backing of national policies and the help of the government. Once Huawei loses such favorable protection, it is expected to be less prevalent in the transnational stage, so it is necessary for Huawei to properly grasp the balance between the domestic and overseas fronts so as to not lose sight of one another and lead to failure.Huawei's current rotating CEO system is not favorable to the Huawei's tactical development in the long run. Although Huawei's current implementation of the rotation system has quelled the storm with its last successor. In fact, the CEO rotation system cannot be eliminated. The succession of the successor, a company is likely to be a long-term group of CEOs. The CEO rotation system may be a stopgap measure for Huawei. Therefore, in order to Huawei's long-term strategic development norms, we built early successors to stabilize the military and eliminate suspicions, and Huawei's “successor” problem was a problem that had to be faced after the president Ren Zhengfei retired.
References
Li Sun, S. (2009). Internationalization strategy of MNEs from emerging economies: The case of Huawei. Multinational Business Review, 17(2), 129-156.
Li-Hua, R., & Lu, L. (2013). Technology strategy and sustainability of business: Empirical experiences from Chinese cases. Journal of Technology Management in China, 8(2), 62-82.
Luo, Y., Cacchione, M., Junkunc, M., & Lu, S. C. (2011). Entrepreneurial pioneer of international venturing: The case of Huawei. Organizational Dynamics, 40(1), 67-74.
Perreault, W. D., Cannon, J. P., & McCarthy, E. J. (2015). Essentials of marketing: A marketing strategy planning approach. McGraw-Hill Education.
Haveman, M., & Vochteloo, J. (2016). Huawei: A Case Study on a Telecom Giant on the Rise. In Multinational Management (pp. 75-94). Springer, Cham.
Low, B. (2007). Huawei Technologies Corporation: from local dominance to global challenge?. Journal of Business & Industrial Marketing, 22(2), 138-144.
Simmons, M. S. (2008). Huawei technologies: the internationalization of a Chinese company. Globalization of Chinese Enterprises, Palgrave Macmillan, Houndmill, 94-207.
Wu, F., Hoon, L. S., & Yuzhu, Z. (2011). Dos and don'ts for Chinese companies investing in the United States: Lessons from Huawei and Haier. Thunderbird International Business Review, 53(4), 501-515.
Wu, D., & Zhao, F. (2007). Entry modes for international markets: Case study of Huawei, a Chinese technology enterprise. International Review of Business Research Papers, 3(1), 183-196.
|
