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指导英国Strategy management module term paper:Strategy analysis

论文价格: 免费 时间:2019-08-01 11:10:48 来源:www.ukassignment.org 作者:留学作业网
Introduction介绍
营销策略的定位是一个不断变化的过程。学者EJ McCarthy(2015)指出,营销策略是指确定目标市场并制定相应的营销组合。营销战略定位实质上是一个规划、制定企业发展目标和目标、使企业的资源和能力适应不断变化的市场形势的过程。这一定位是要制定一个长期的方向,在企业营销的整体和动态发展规划中具有重要意义。回顾华为的发展历程,华为从一家只有6名员工、注册资本2万元的国内小型企业成长为一家国际知名企业,现在可以与思科、爱立信等国际巨头竞争(Havenman等,2016)。很明显,战略思维和及时的战略定位对华为非常重要。
Positioning of marketing strategy is a everchanging process. Scholar EJ McCarthy (2015) states that marketing strategy refers to determination of the target market and formulating corresponding marketing mix. The positioning of marketing strategy is essentially a process of planning, formulating the purpose and goals of enterprise development, adapting the resources and capabilities of enterprises to the changing market situation. This positioning is to develop a long-term directional,important-in-overall and dynamic developmental plan of corporate marketing. Looking back at the development of Huawei, it grew from a domesticallynamed small business with only 6 employees and a registered capital of 20,000 yuan to an internationally renowned company that can now compete with international giants such as Cisco and Ericsson (Haveman & et. al, 2016). It is clear thatstrategic thinking and timely strategic positioning is very important to Huawei.
 
Positioning of Huawei in the competitive market华为在竞争市场中的定位
不同时期,华为的战略定位不同。在华为成长之初,华为坚持专业战略。当时,华为坚持只开发信息技术设备,而忽略了便携式终端(如小灵通、CDMA等)。以公司专业为重点,华为相应外包部分非关键业务(如基础设施建设、工具维修、维护、数据救援等技术水平较低的任务)。正是因为华为在专业化生产战略上坚持了自己的常规路线,使企业能够积累大、小项目的经验,一路向前,一路成长,尽可能地把人力、财力、物力集中到专业化生产上。在通信市场上实现规模化,从而实现技术突破,击败竞争对手(李,2009年),1990年以前,中国电信设备市场88%以上由海外公司主导。在这一点上,华为清醒地意识到,要在激烈的竞争中坚持下去,就必须为公司创造可识别的品牌。这就需要公司自身在技术进步方面的竞争力。因此,华为相信技术创新,坚持自主研发,同时也注意到跨国和本土市场的生存状态。成熟的国家清楚地认识到欧洲和美国的尖端技术。作为一家来自发展中国家的公司,华为进入更强大国家的跨国市场有许多障碍。
At different times, Huawei's strategic positioning was different. At the beginning of Huawei's growth, Huawei insisted on a professional strategy. At that time, Huawei insisted on only developinginformation technologyequipment and neglectedportable terminals (the likes of PHS, CDMA and etc.). With the intention of focusing on the majorprofession of the firm, Huawei correspondingly outsources part of itsless crucial businesses (such as infrastructureset-up, repairing of tools, maintenance, datarescue and other tasks of lower technological level). It is precisely for the reason that Huawei has adhered to its usual line in strategyof specialized production, so that the enterprise canaccumulate experiences with projects big and small, go forward and grow along the way, and focus as much as possible on people, finances, and materials to specialize in the communication market, thus achieving technological breakthroughs and defeating competitors (Li , 2009).Prior to 1990, over88% of China's telecom equipment market was dominated by overseas firms. At that point, Huawei was soberly aware that to persistamidst fierce competition, it is essentialfor the company to create its identifiable brand. This entailsthe company’s own competitivestrength in technological advancement. Therefore, Huawei believesinnovations in technology and insists on self-directedR&D. Simultaneously, Huawei is mindful of the existingstate of the transnational and local markets. The well-established countries clearlyrecognizecutting-edge technologies from Europe and the US. As a company from a developing country, there are a lot of hurdles for Huawei to go into the transnational market of stronger countries.
First, Huawei took advantage of the low price advantage to aggressively enter the large developing countries, which allowed Huawei to evade the high entry barriers of developed countries and restrictions, and it is difficult for large foreign telecommunications companies to contend with Huawei in low prices in developing countries. Huawei first paved the pathway to some rising-starnationsin the Asia-Pacific region, Africa, and Latin America.Huawei has been very independent in research and development, and has investedquite a lot in high-tech research and development. Even though it is likely that it will fail, Huawei still took the challenge in face of the possibility ofjeopardy. For example, the development of Huawei's integrated chip (A-SIC) is an ostensibly classiccase. Close to 2000, Huawei sought to develop WCDMA and ASIC. This is a rather uncharted areafordevelopment of technical solution, except for a foreign company that has announced it in the industry. They will officially launch ASICs in 2002, and no other company has industrialized this technology in their products. At that moment, some companies wanted to purchase the expertise of thatforeign company directly in an attempt toevade the risk involved in independent development. Huawei does not think so (Haveman & et. al, 2016). Huawei still insists on its own ASIC R&D. Huawei have confidence that the key to increasing the competitiveness of WCDMA in the global market is core technology that must not be subjected to other people. It turns out that Huawei’s insistence is right. When Huawei had a huge step forward in ASIC know-how, thisforeign company still had not released the product of their development of the chip, and finally the company chose to completely give up the development of the chip. Reality hasshown that Huawei's determination is right. The accomplishment of ASIC research and development has had a remarkablebearing on Huawei's latterprogress.
In the periodsafter 1999, Huawei developed markets acrosscountries of Southeast Asia like Thailand and Malaysia. At the threshold of the new epoch, Huawei started to concentrate on the European regions. Since 2001, Huawei has entered the German market with 10GSDH optical network products. Then, Huawei's goods have efficaciouslygone into Germany, France, Spain, UK and farthertechnologically advancednations and areas. In December 2003, the cooperation agreement with Siemens has helped the company to establish its own branch in Europe in 2004. In 2006, it joined hands with Vodafone witha strategic cooperation agreement (3G)and became Ericsson's chief competitor. In July 2006, with Huawei's president forming alliance with eMobile to set up a 3G network in Japan, it became promising for Huawei to attract the Japanese high-end consumers(Simmons, 2008). After understanding the positioning of Huawei's enterprises, products and rivalry, Huawei's market positioning is very distinct. From a product perspective, Huawei's global market positioning at the time was played as a challenger. Although Huawei has obvious advantages in China as it is the market front-runner, it is a different case in the North American market. Huawei has been repelled by other societalfactors and the local market protection policies againsttransnational competitors.
 
Consolidation of the market with value-basedsegmentation and demand-basedsegmentation
With the development of the company, Huawei's products have occupied a favorable position in both the rural market and the first-tier cities. Huawei's technology level has steadilybettered itself and reached a certain height in the business field. At the moment, Huawei's segmentation market is based on the market segmentation of differences in customer’s standard and differences in demand to further consolidate its own market position (Perreault & et. al, 2015). For instance, Huawei's technology in 3G, 4G, cloud computing, high-end routers and etc.are at the forefrontin itshome country and areas out of the country; forthesegoods, Huawei uses differences in customers’ standard as basis of market segmentation. It is because in these technical fields, Huawei’s Chinese competitors have no technical skills to attract end users. In general, when Huawei faces foreign competitors, it usually adopts the market segmentation based on demand of customers. For example, Cisco, Ericsson, etc., Huawei may be competitors technically, but Huawei chooses to start with service. It is the advantage of Huawei to respond very quickly to the customer's needs and achieve customer satisfaction. This is also the disadvantage of these foreign companies (Li-Hua & et. al, 2013). Since some foreign companies do not have technical service personnel in the local area, when customers have problems, they cannot send technicians to the site in time, which makes it easy for customers to cause losses. Huawei is applying this advantage to quickly consolidate the market.
 
Developed countries are the mainstay of Huawei's marketing. Whether it is in concern of the objective market demand or about establishing the international brand image of the company, these countries are of substantialimportance to the company. Huawei should capitalize on high-end products and provide excellent servicesalongside theirgreat products. With the wide range of markets in the developing countries, the demand for products is large, and the threshold requirement formarket entry is low (Li & et. al, 2015). Simultaneously, Huawei's low-cost productiveness is in line with the requirements of developing nations, and it is the preferred springboard for Huawei to further develop its status as an international corporation. It is reasonable forHuawei to develop its own market in developing countries. For the marketof third-worldcountries, even though there are objective demand for the products, but the buying power is poor, or there is probably very low objective demand for those goods, so it is essential to adopt flexible approachesin maintaining understanding and evaluationof the change in market demand in these places.#p#分页标题#e#
 
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.
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