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    Huawei has internationalized for several key reasons: to realize greater value from its capital investments, tap into overseas markets with more room for growth, and leverage its strong capabilities. It began preparing in the late 1980s and early 1990s by developing products, systems, and a marketing approach aligned with international standards. In the mid-1990s it started participating in international telecom exhibitions. By the late 1990s it was entering new markets like Russia, Latin America, and parts of Asia. However, internationalization also brings risks like financial difficulties, competitive threats, operational challenges, and reputational issues that come with a new culture. Huawei's experience shows the importance of prioritizing customers, maintaining high efficiency, and selecting top

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    Huawei has internationalized for several key reasons: to realize greater value from its capital investments, tap into overseas markets with more room for growth, and leverage its strong capabilities. It began preparing in the late 1980s and early 1990s by developing products, systems, and a marketing approach aligned with international standards. In the mid-1990s it started participating in international telecom exhibitions. By the late 1990s it was entering new markets like Russia, Latin America, and parts of Asia. However, internationalization also brings risks like financial difficulties, competitive threats, operational challenges, and reputational issues that come with a new culture. Huawei's experience shows the importance of prioritizing customers, maintaining high efficiency, and selecting top

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    4 views17 pages

    pre商英

    Uploaded by

    Jixin Liu
    Huawei has internationalized for several key reasons: to realize greater value from its capital investments, tap into overseas markets with more room for growth, and leverage its strong capabilities. It began preparing in the late 1980s and early 1990s by developing products, systems, and a marketing approach aligned with international standards. In the mid-1990s it started participating in international telecom exhibitions. By the late 1990s it was entering new markets like Russia, Latin America, and parts of Asia. However, internationalization also brings risks like financial difficulties, competitive threats, operational challenges, and reputational issues that come with a new culture. Huawei's experience shows the importance of prioritizing customers, maintaining high efficiency, and selecting top

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    of 17

    Huawei’s

    internationalization

    ——Group 6
    Gaoxin , Liu Jixin , Zhang Zhihan ,
    Peng Xingyu & Wang Wenxuan
    Contents
    01. Company profile

    02. Reason for internationalization


    03. Development history of the Huawei’s
    internationalization

    04. Risks

    05. Experience and lesson we can learn from HUAWEI


    Part01

    Company profile
    Company profile

    Huawei Technology Co., Ltd


    Founder: Ren Zhengfei
    Establishment time: 1987.09.15
    Business scope: IT, microelectronics, SPC
    exchange and so on
    Achievement: one of the world’s 500, created
    5G
    International market: Russia, Africa
    Latin America, Europe and America
    Part02
    Reasons for Internationalization
    Reasons for Internationalization

    CAPITAL MARKET STRENGT


    H
    The most important production The overseas market has a Strong strength is the basis for
    element requires its greatest broad space for development. enterprises to win the overseas
    value to be realized. market.

    Huawei's internationalization has gradually developed.


    Part 03
    Development history of the
    Huawei’s internationalization
    Development history of the Huawei’s
    internationalization The third stage
    Entering the international market.

    The second stage

    The beginning of internaliazation

    The first stage

    Preparation for internationalization


    The first stage
    Preparation for internationalization

    01 Product R&D is based on IBM.

    Introducing IBM's ISC


    02 (Integrated Supply Chain)
    system and ERP system

    I n t r o d u c i n g H AY ( H e y i ) t o d o
    03 human resource management
    consulting.

    Establishing a marketing
    04 system that is in line with
    international standards
    The second stage
    The beginning of internaliazation

    In 1994, Huawei participated in the


    01 International Communication
    Exhibition in Beijing for the first
    time.

    I n O c t o b e r, 1 9 9 5 , H u a w e i p a r t i c i p a t e d
    02 in the Geneva International
    Te l e c o m m u n i c a t i o n E x p o a g a i n .

    In 1996, Huawei took over the


    03 o r d e r o f H u t c h i s o n Te l e c o m i n
    Hong Kong
    The third stage
    Entering the international market.

    Russia and Latin America are Huawei's


    01
    first choice to enter the international
    market.

    Obtaining an order for the national


    02 optical transmission trunk line (DWDM
    system) from St. Petersburg to Moscow

    Expanding in some Southeast Asian


    03 markets and regional markets.
    Part 04

    Risks
    Risks
    Financial risk ：
    debt crisis ; the control of foreign exchange

    Strategic risk ： competition

    Operational risk ：
    rely on other manufacturers ; the illegal use of
    the intellectual property

    Reputational risk ：
    corporate culture (misunderstanding)
    Part 05

    Experience and limitations


    Experience and lessons we can learn from HUAWEI

    High Select
    Customer-
    centric working outstanding
    talents
    efficiency
    Limitations

    Successor Staff are highly


    unknown stressed
    Thanks for
    listening

    presenter:group6

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