The Four Stages Of Huawei's Internationalization Strategy

At present, Huawei's products and solutions have been applied to the world 100 A number of countries, service global operations Quotient 50 45 in the strong Home and 1 / 3 of the world Of the population. In the process of globalization, Huawei's overseas strategy learning from the key experience of the success of the Chinese revolution, that is, encircling the cities from the countryside. And this one, from 1995 initially, Huawei launched a long and arduous journey to expand the international market, starting with some third world countries in Africa and Asia. At present, Huawei has set up branches or representative offices in more than 10 countries, including South Africa, Nigeria and Kenya to further close to customers. Since 2008, Huawei’s

Huawei's internationalization strategy can be roughly divided into 4 stages.Huawei's first overseas business came from 1996 Hong Kong in 2005, the same year to enter the CIS countries, the real large-scale overseas development from 2001 From the beginning, to 2006. In 2008, Asia Pacific, Europe, the Middle East, North Africa and the Commonwealth of Independent States have been completed, Latin America, South Africa, North America 8 Regional distribution, including Eastern Europe, the Commonwealth of Independent States, the Middle East, the Asia-Pacific and other places have entered the mainstream operators. Among British Telecom, France Telecom, Deutsche Telekom, KPN, Netherlands and other suppliers in the world's top telecom operators. See Figure 3-6. Huawei's overseas

Among the 24 countries in Central and Western Asia, except Nigeria, Sierra Leone, the Gambia and Ghana, which speak English, the vast majority of the countries were formerly French colonies and were French-speaking. Angola, Mozambique, Cape Verde, Sao Tome and Principe and Guinea are Portuguese-speaking. The language communication inconvenience will greatly affect the expansion of Huawei's business on the African continent. In its French branch Huawei has brought in local executives in developed markets and even foreign telecoms executives at its head office, but that does not apply to Africa .For the telecoms industry, a multinational telecoms company needs employees who are proficient in both telecommunications and English in non-English-speaking countries, so the talent itself is rare in Africa, and finding the right people to manage it can only be more difficult. As a result, African markets still have to receive a large numbers of Chinese employees. However, Chinese employees lag far behind European and American people in language ability. Communication is often done by language description and