Thesis title: Research on the development strategy of Huawei's mobile phone international market.
1 literature review
1. 1 Preface:
The mobile phone industry has a history of more than 20 years in China, and now it has formed a complete industrial chain, accounting for an increasing proportion of GDP and exports, and playing an increasingly important role in the national economy. At present, China's mobile phone export output accounts for 50% of the world's total, but most of them are contributed by foreign brands, and most of them belong to processing trade. Therefore, the overall situation of the development of China's mobile phone industry is not optimistic. The weak strength of R&D, the lack of core technologies in the industrial chain and the lack of brand influence constitute the disadvantages of the development of China's mobile phone industry. Local brand mobile phone enterprises have experienced roller coaster development. Since 2007, some domestic traditional brand mobile phone manufacturers have been losing money continuously, but at the same time, a number of new domestic brands have risen rapidly, cottage mobile phones have also developed rapidly, and chip core technologies have made breakthroughs. All these show the tenacious vitality and growth of the mobile phone industry in China. At present, the domestic research on the mobile phone industry is mostly focused on the micro-level such as region, enterprise and export, while the related research on the international competitiveness of the medium-level industry is still less. Based on the above two points, this paper has certain practical significance by studying the international market development of Huawei mobile phones.
Summary of 1.2 Theory
1 summary of international market entry mode
Anderson and Gatington (20 1 1) believe that the international market entry mode refers to the way an enterprise successfully expands its business activities and business activities to overseas markets. Hin, Huang and Kim (20 10) show that the entry mode refers to the mode choice made by enterprises after weighing their own operating conditions and many external environmental variables. Sharma and Errimilli(20 1 1) point out that the choice of market entry mode includes two levels of strategic decision-making, namely, the location of manufacturing and marketing activities and their shareholding modes (zero equity, joint venture and sole proprietorship). The market entry mode is a strategic structure in which an enterprise produces or sells products in the host country in the form of sole proprietorship or joint venture with other enterprises, and then arranges its product market. Zhang Yichi and Ou Zhi (20 1 1) believe that there are many ways for enterprises to enter the external market, such as exporting existing products, or transferring the technology, human resources or other capital of enterprises abroad, or even transferring the enterprises themselves.
2 Overview of strategic positioning of the international market
Li Fuhai, Xie Xiaowen, Zhang Liming, (20 1 1) think that strategy refers to the idea, goal, overall deployment and planning of enterprise resources and strength based on overall business activities in a certain period of time in the future. Gatignon and Xuereb(20 10) both conceptually define strategic orientation as a specific method for enterprises to achieve sustained and efficient performance. The development and growth of enterprises are based on strategic orientation and rely on strategic orientation to improve enterprise performance. Hitt(20 10) and others pointed out that strategic orientation shows the management's perception and response to the environment and environmental conditions. Abdl( 1999) and others think that the enterprise strategy focuses not on the current business situation of the enterprise but on the future situation of the enterprise, and the future positioning of the enterprise itself is the first concern of the enterprise strategy, that is, the strategic positioning problem. Luo Mian (20 1 1) discussed the essence of strategic choice from a new angle. Comparing strategic choice with natural selection, he pointed out that strategic choice is related to organizational performance, and organizational strategic choice will also be influenced by organizational environment, internal power structure, system and political culture. Based on a new perspective, his research has broken through the original framework and is highly innovative.
3 Overview of enterprise resources
Judges and lawyers. Douglas (20 1 1) studied the role of natural environment in enterprise strategy from the perspective of resource theory. They choose the integration of functional scope and environmental issues as resource variables, and environmental performance and financial performance as performance variables. To prove
Assuming that the ability to integrate the environment into the formal strategic planning process is positively related to the performance of enterprises, they collected data by questionnaire. The results show that the ability of environmental management integration with strategic planning as the core is positively related to financial performance and environmental performance. At the same time, the wider the functions, the more resources provided and the stronger the integration ability. In other words, as the resource theory says, paying attention to the environment can also bring competitive advantage.
Powell(20 10) deeply studied the total quality management based on resource theory. On the basis of original literature research, Powell (20 1 1) made an empirical study on TQM and enterprise competitive advantage. He took an enterprise with more than 50 employees in the eastern United States as a sample and collected data through letters. According to the collected data, he analyzed the relationship between the elements of total quality management and enterprise performance, and thought that the improvement of most characteristics associated with total quality management is difficult to produce competitive advantage, while those hidden characteristics that cannot be completely imitated, such as management loyalty and corporate culture, can bring competitive advantage to enterprises. Finally, he came to the conclusion that these hidden resources that can't be completely imitated have promoted the success of the enterprise.
3 China enterprise international market development strategy overview
Although China has been open to the outside world for a short time, the strategy of "going out" is also in progress, and the related research on international market development strategy has also appeared one after another. Although it started late compared with international research, with the rapid emergence of international market development enterprises, domestic scholars have still done a lot of theoretical and empirical research on related aspects of international market development strategies, such as international market development strategies, market entry models and business models. The specific research is as follows:
20 1 1 Lutong conducted an empirical study on more than 200 manufacturing enterprises (mostly private enterprises) with international business in Guangdong, Zhejiang, Hunan and Beijing in the past few years. It is found that because most private enterprises in China are in the initial stage of international market development, the way enterprises enter the international market is only simple commodity trade, and more than half choose direct export. This shows that the comparative advantages of China enterprises and products are mainly reflected in the production process, and the international operation of related enterprises is only to choose a suitable overseas market for finished products.
Xu Hui (20 10) conducted a field survey and evaluation of Chinese-funded enterprises in the Netherlands by using key factor analysis, and explored their international market entry mode and international business strategic decision. The results show that the market environment of the host country is often more important than the domestic market environment among the factors that affect these Chinese-funded companies to choose international business models. For enterprises, their own international business experience, organizational decisions and strategies will be more important than the resource endowment available in the target market. In fact, this also shows that China enterprises are still in the small-scale stage and the initial stage of international expansion in the process of overseas operation, and there is not enough international resource input.
Also on 20 10, Zhang Yichi made a detailed analysis of China enterprises' direct investment in the United States in the specific period of 1970- 1990, based on the relevant theories of international investment and organizational strategy and authoritative statistical data of the US Department of Commerce. Research shows that in different periods and stages, the investment and entry methods of China enterprises in the US market may change greatly, but M&A (often technology acquisition) is still the most important way. This not only reveals the motives of China's direct investment in the United States, but also shows the singleness of its international business model.
1.3 summary
According to the above, we can easily find that:
1, enterprise strategic orientation. Strategic orientation means that all business management activities of an enterprise must be consistent with the development strategy of the enterprise, that is, the business objectives and business philosophy formulated by the enterprise in the future, as well as the overall deployment and planning of resources and strength. Based on different strategic choices, enterprises will choose different market entry strategies, opportunities and ways. All the behaviors of an enterprise stem from the requirements of its strategic positioning.
2. Organizational resources. In the choice of international market entry mode, in addition to the strategic positioning of enterprises, another important factor that must be considered is organizational resources, that is, what kind of organizational resources, their types, nature and quality. Only by choosing the appropriate entry mode can enterprises rationally allocate and use organizational resources and make them play the greatest role. Therefore, organizational resources have a very important influence on the choice of entry mode.
3. The choice of international market entry mode is a dynamic multi-objective decision-making problem, which needs to determine multiple optional strategies and choose the optimal or suboptimal strategy. The process of entering the international market is a process of gradually learning and constantly changing strategies. Therefore, the choice of international market entry mode should also be a dynamic process.
4. Research on international market development of Chinese-funded enterprises. (20 1 1), Wu (20 10) and Yang (20 12) also made relevant empirical studies on China's foreign direct investment or other business models, and put forward concrete and feasible suggestions and countermeasures for Chinese-funded enterprises respectively. In addition, in 20 1 1, Gao Guifu made a more detailed strategic analysis on the international market entry of private enterprises in China, and creatively put forward some new international market development strategy selection methods and international market entry methods, such as export-oriented, investment-oriented and contract mode selection types.
Based on the above understanding, combined with the company and its products selected in this paper, I think it is necessary to analyze the characteristics of Huawei's case products, further subdivide the market, choose the market entry, and choose the international marketing strategy suitable for its development in combination with the development strategy of the international market and the characteristics of the company.
Huawei opening report
Enterprise strategic design
Curriculum research report
Research on Huawei Company's Strategy
Thesis proposal
Class: Business Administration 090 1
Name: Wang Hengyi.
Wei Yuqiang
Jie Wang
Li xinxin
Achievements:
Instructor: Professor Gu Tianhui
(A) the background of the topic
Huawei is the world's leading telecom solution provider. Based on the continuous innovation of customer demand, it has established an end-to-end leading position in four major fields: telecom basic network, business and software, professional services and terminals. With its comprehensive advantages in the fields of fixed network, mobile network and IP data communication, Huawei has become a leader in the era of all-IP convergence. At present, Huawei's products and solutions have been applied in more than 100 countries around the world, serving 45 of the world's top 50 operators and13 of the global population.
Today, Huawei's overseas strategy is successful. This is not only because Huawei's overseas sales revenue has exceeded US$ 2 billion, accounting for 40% of the total sales revenue. What's more gratifying is that all Huawei's export products are high-tech products and are Huawei's own brands. In other words, Huawei's overseas strategy has chosen the most difficult road from the beginning-independent brand output.
The success of Huawei model has changed the world's view of China enterprises and China products to some extent. On April 28th, 2005, BT announced its list of 2 1 century network providers.
As the only manufacturer in China, Huawei was shortlisted with international multinational companies in the "shortlist of eight enterprises". Bt is famous for its harsh choice of suppliers in the industry, especially as the most forward-looking next-generation network solution in the industry. Because BT will invest10 billion pounds in the next five years, it will take two years to produce the "shortlist of eight companies". China, a private high-tech enterprise with a history of less than 20 years, has only 10 years to enter the international market. It is gratifying and thought-provoking to be able to gain a foothold in the highly competitive world communication market.
(b) Review of foreign research in this field
The rapid development of global information economy and Internet industry provides rare opportunities and huge development space for communication equipment manufacturing industry, making it one of the fastest growing industries at present. After the reorganization of the telecommunications industry in China, 3G network construction is gradually launched, especially the construction of TD, CDMA and WCDMA, and the market scale is expected to continue to expand, which brings great opportunities to communication equipment manufacturers, especially those in China. In 2008, the investment in China's communication construction did not decrease at all, and the investment in large-scale network construction alone exceeded 654.38+060 billion yuan. In 2009, this figure reached 340 billion yuan, which brought a rare opportunity to communication equipment manufacturers.
In foreign markets, the financial crisis that began in 2008 led to financial difficulties in western rich countries, which frequently reduced investment in communication equipment, which brought opportunities to Huawei equipment with low product prices. Take the North American market that hit a wall frequently before as an example: Huawei began to expand its business in North America from 200 1. So far, Huawei has been in the North American market.
It has 8 offices and 1000 employees, but the breakthrough in North America business was at the end of 2008. Charlie Martin, then CTO of Huawei North America, said: "The financial turmoil on Wall Street gave Huawei the best market opportunity. We have greatly increased our concentration in the North American market and we are satisfied with the prospects. "
Therefore, on the whole, the whole communication equipment manufacturing industry is in a relatively mature stage. Some products have entered the recession period, such as fixed network, while others are in the mature stage, such as GSM/CDMA products, soft switch products, broadband networks and so on. , while some products are in the growth stage, such as UMTS, optical network and mobile data services, and some products are in the initial stage, such as LTE and 100G G.
(III) Summary of domestic and foreign research in this field
Domestic theoretical research is not as good as foreign research systems. Guo Ying, etc. In "Ways to Realize the Strategy of Small and Medium-sized Pharmaceutical Enterprises in China", it is found that small and medium-sized enterprises can't disperse their business risks through diversified operation because of their small scale and limited resources, but they can choose appropriate target market space to participate in the competition through market segmentation and concentrate limited resources to serve this part of the market, so as to realize the competitive advantage of the target market rather than the comprehensive competitive advantage. By choosing the strategy of "small but specialized, small but refined", enterprises can also combine it with other strategies at different stages of development. For example, in the start-up stage, enterprises can rely on local resources and adopt resource strategy; When an enterprise develops to a certain scale, if it focuses on a certain field, it can choose market concentration strategy, and enterprises with certain R&D capabilities can also choose product development strategy. Due to the limitation of scale and environmental factors, domestic small and medium-sized pharmaceutical enterprises are more suitable to adopt differentiated or centralized strategies; In the mature period, in order to grow into a large enterprise in the future, we often focus on promoting brand strategy.
Wu Linping also emphasized the strategy of "small but specialized, small but refined" in "Strategic Choice of Small and Medium-sized Enterprises". In addition, she believes that the business strategies of small and medium-sized enterprises include: attachment and cooperation strategy, joint competition strategy, business characteristics strategy, and picking up the missing. The formulation strategies of enterprise's technological innovation strategy include independent innovation strategy, technological improvement strategy and technology following strategy.
The strategic management of small and medium-sized enterprises is important to start and develop from four aspects: market, talent, innovation and management, and then promote the implementation and development of other functional strategies such as brand strategy and cultural strategy. Only by persistently implementing strategic management can small and medium-sized enterprises survive and develop in the cruel competition.
(4) The main research purpose and expected research goal of this topic.
Based on the theoretical research of enterprise strategy by some scholars at home and abroad, combined with the current situation of domestic enterprises, this paper makes a thorough analysis of Huawei, and finds out its practice by studying its supply, production, sales, technology, personnel management, financial management, development ideas and direction.
Common phenomena in the process and their solutions.
I hope this research can further enrich the research of enterprise strategy theory and provide reference for the development of other similar enterprises.