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1988 1995 2000 2005 2010 Embarked on independent research, ini9ated the ﬁrst R&D center, generated sales of RMB 1.5 billion. Interna9onal sales exceeded domes9c sales for the ﬁrst 9me; Selected as a preferred 21Century Network supplier by Bri9sh Telecom Established R&D center in Bangalore and Stockholm. USD 100 million revenue g e n e r a t e d f r o m interna9onal markets . Achieved a USD 28 billion revenue, ranked No.2 in market share only a?er Eriksson. Established in Shenzhen as sales agent for Hong Kong company producing Private Branch Exchange (PBX) switches.
“It is only a problem of 9me that Huawei would surpass Ericsson to become the industrial leader, not only because of Huawei’s growth rate (which has always been higher than Ericsson), but also because Huawei has a much broader product lines ensuring more opportuni9es for business extension and upgrading”. “Huawei is no longer trea9ng Ericsson as the chasing objec9ve and NO.1 compe9tor, because Ericsson is a tradi9onal telecom equipment supplier specializing in mobile services but Huawei is aimed to become a covering-‐all next genera9on ICT company with a huge product por^olio” “Huawei is going to become an informa9on services provider from a telecom equipment supplier”
Huaweis new Quid way routers performed very well in the stringent tes9ng environment we set up”. -‐-‐ Tony Dann, head of IP test and evalua9on at BT Exact “We are delighted that it has everything that customers expect from Vodafone – high l e v e l t e c h n o l o g i e s a n d excep9onal value” -‐-‐ Schulte, Director of Vodafone “This pla^orm allows us to integrate a seamless range of services and help us lead innova9on for the mobile market ” -‐-‐Luis, Director of Mobile Business, Telefonica
Product:Innovation andinvestment in R&DPlaces:Marketing Segmentationa n d A d a p t a t i o nG e o c e n t r i cApproach andStandardizationPromotion:PR Transformation
Half of the employees engaged in R&D, an extraordinary high ra9o comparing with any high-‐tech company. R&D expenditure has grown steadily and has been keeping a 10 percent ra9o of its total revenue every year. 17 research ins9tutes across the world: Silicon v a l l e y , D a l l a s , Stockholm, Moscow, Bangalore, Beijing… 42543 patents issued, ranking NO.2 in terms of patents applica9ons under the WIPO Patent Coopera9on Treaty. “ E x c h a n g e Market with A d v a n c e d Technologies”
§ Interna9onal expansion started from developing coun9res in MENA, South-‐East Asia, La9n America and then sought growth into developed countries including EU na9ons. § Adapta9on appraoch to conquer diﬀerent segmenta9ons. In less developed markets, focuses on infrastructure construc9on and end-‐to-‐end turnkey solu9ons; For developed countries and highly advanced markets, concentrates on bringing excellent and innova9ve next-‐genera9ons products and solu9ons to help clients decrease the costs.
Geocentric Approach Recognizing both similari9es and diﬀerences and developing a global strategy based on similari9es to obtain scale economies whist responding to cost eﬀec9ve diﬀerences. TM TM
-‐-‐-‐Newsweek ZoomA Global Company Without Brand Awareness Huawei started from a strict B2B company and has remained its main business in B2B area 9ll today Clients are limited to a hand of telecom operators without recogni9on from consumer markets CEO is an extremely low proﬁle and media shy person, whose personal style has enormously inﬂuenced the company’s media policies and strategies
New business strategy to branch out to consumer electronics and enterprises products transforms the company from a pure B2B company to a par9ally consumer-‐facing B2C, which users in a new era of leadership communica9on style. In front of the public opinion, Huawei has long been acted as an ostrich that buried its head in the sand. I can personally be an ostrich, but Huawei cannot aﬀord it and the company has to face the public -‐-‐-‐ CEO Ren Zhengfei It is impera9ve for the company to con9nue this PR and corporate communica9on transforma9on and undertake a more open, dynamic and proac9ve PR strategies.