华为的国际化战略分析

论文题目TheAnalysisofHuawei’sInternationalizationStrategy

Abstract

SinceChina'sreformandopening-uppolicyin1978,theeconomyhasgrownrapidlyaswellasthecommunicationmarket.Afteralongperiodofcontinuoustechnologicalinnovationandindependentresearchanddevelopment,manycommunicationequipmentmanufacturersinChinahaveinternationalized.Asweallknow,Huawei,oneofthecompaniesthatjointheinternationalizationprocessearly,hasachievedastagedvictoryafterdecadesofefforts,notonlyintheChinesetelecommunicationsmarket,butalsointheglobaltelecomworld.

Huaweihasabout180,000employeesallovertheworld,servingmorethanone-thirdoftheworld'spopulation.Thecompany'smarkethascoveredmorethan170countriesaroundtheworld.Huaweiisatypicalrepresentativeenterpriseof"goingout"inthefieldofcommunication.Thesuccessfactorsofitsinternationalcanbeexplainedinmanyaspects.StudyingthesuccessfulexperienceofHuawei'sinternationalbusinessstrategyisofgreatsignificanceforsomeChineseprivateenterprisestogrowandfortheinternationalizationofChineseenterprises.

Keywords:Huawei;Internationalization;Strategy

Content

TOC\o"1-3"\h\u

Abstract

1.CompanyBackground

1.1BriefIntroduction

1.2CurrentOccasions(SWOTAnalysis)

1.2.1Strength

1.2.2Weakness

1.2.3OpportunitiesandThreats

2.ReasonsforInternationalization

2.1TheNecessityforInternationalization

2.2TheOpportunitiesforInternationalization

2.3TheAbilitiesforInternationalization

2.4Entrepreneurship

2.5CompanyCulture

3.InternationalizationProcessandStrategy

3.1InternationalizationProcess

3.2InternationalizationStrategy

3.3SuccessFactors

4.ImplicationsforChineseTechCompanies

5.Conclusions

6.References

CompanyBackground

BriefIntroduction

Foundedin1987,Huaweiistheworld'sleadingproviderofICT(informationandcommunication)infrastructureandintelligentterminals,bringingthedigitalworldtoeveryone,everyfamily,everyorganization,andbuildingasmartworldofInternetofEverything.Atpresent,Huaweihas194,000employeesandoperatesinmorethan170countriesandregions,servingmorethan3billionpeople.Huaweiprovidescustomerswithcompetitive,secureandreliableproducts,solutionsandservicesinthefieldsofcommunicationnetworks.Itcooperateswithpartnerstocreatevalueforcustomers,releasepersonalpotential,enrichfamiliesandstimulateorganizationalinnovation.Huaweiinsistsoncontinuousinnovationaroundcustomerneeds,increasesbasicresearchinvestment,andaccumulatestheworld'sprogress.

Huaweiimplementsaglobalbusinessstrategy.Productsandsolutionshavebeenusedinmorethan100countriesandregionsaroundtheworld.TheinternationalmarkethasbecomethemainsourceofHuaweisales.Aftermorethan10yearsofhardwork,Huaweihasgrownintoaglobalcompany.Itestablished22regionaldepartmentsandmorethan100branchesoverseas,whichcanbeclosertocustomers,listentocustomerneedsandrespondquickly.Huaweihasestablished17researchinstitutesintheUnitedStates,India,Sweden,RussiaandChina.TheresearchfocusanddirectionofeachR&Dcenteraredifferent.AdoptinganinternationalizedglobalsynchronousR&Dsystem,wegatherglobaltechnology,experienceandtalentstoconductproductresearchanddevelopment,sothatoncetheproductsareonthemarket,thetechnologywillbesynchronizedwiththeworld.Huaweihasalsosetup36trainingcentersaroundtheworldtotrainlocaltechniciansandpromotethelocalizationofemployees.Localizedoperationsaroundtheworldhavenotonlydeepenedtheunderstandingofthelocalmarket,butalsocontributedtothesocio-economicdevelopmentofthecountriesandregionsinwhichitislocated.

Huawei2014GlobalMarket(Source:HuaweiWebsite)

Internationalizationisnottheultimategoal.Therealpurposeistocompetewiththegiantcompaniesofmultinationalcorporationsforglobalmarketshareandestablishinternationalcorecompetitiveness.Thecommunicationequipmentmanufacturingindustryisahigh-value-addedtechnologyindustrywithhighinputandhigh-techentrybarriers.Theenlargementandinternationalizationofsuchindustriesrepresentthedevelopmentdirectionofhigh-techindustries.Withthedevelopmentofitsinternationalizationroad,thecompanyhasgrownrapidlywiththehelpofinternationalization,whichhaspositiveenlightenmentandreferenceforChineseenterprises.

CurrentOccasions(SWOTAnalysis)

Strength

First,theoverallcostadvantage.Comparedwithforeigncommunicationmanufacturers,Chinesemanufacturershavegreatadvantagesintermsoflaborcost,R&Dcost,productproductioncost,managementcost,marketingcostandafter-salesservicecost.Inaddition,ChinahasalsoprovidedexportpoliciesandsubsidypoliciesthatareconducivetoHuawei.Underthecomprehensiveconditions,Huaweihasalargecostadvantage.

Second,theadvantagesoftechnologicalinnovation.Technologicaladvantagesmakeitsproductsandservicesdifferentiate,anddifferentiationultimatelymanifestsitselfinthecompany'sresearchanddevelopmentcapabilities.Inthepast20years,Huawei'sR&Dinvestmenthasexceeded10%ofitssalesrevenue,andithascontinuouslyincreaseditsinnovationandresearchednewfieldsandtechnologies.Bytheendof2016,Huaweihadobtainedatotalof62,519patents.Inthepasttenyears,itsaccumulatedR&DinvestmentexceededUS$25billion.Ithasestablished16researchinstitutesand28innovationcentersinEurope,theUnitedStates,India,JapanandSingapore.

Third,serviceingoodquality.Bytheendof2016,Huaweihas45productservicecentersaroundtheworld,setupbranchofficesorrepresentativeofficesin168countries,andconductbusinessdevelopmentaccordingtotheneedsofdifferentregions.Themarketingservicenetworkcoversthewholeworldwithrichproductlinesandproductsforcustomersprovidingqualityproductsandfastservice.

Fourth,corporatecultureadvantages.Atthebeginningofthecompany'sestablishment,thefounderRenZhengfei'sthoughtwasHuawei'svalues.Forexample,"CoyoteCulture"and"MilitaryManagement"enabledHuaweitogrowrapidly.Laterintheearlydaysofinternationalization,theChinesecultureandinternationalstandards"HuaweiBasicLaw"werecombinedtoshowcasethecompany'spurpose,managementpolicy,organizationalstructure,andmanagementsystem.HuaweialsoregularlytrainsitsemployeestomakeHuaweiculturedeeplyrootedintheheartsofthepeopleandimprovethecompany'scohesiveness.

Weakness

First,thebrandvalueneedstobeimproved.Firstofall,Huawei'sEnglishHUAWEIisaChinesepinyin.Manyforeignersthinkitdifficulttopronounce,whichbringsdifficultiesinbrandpromotion.ItisnotaspopularasGREE.Also,sinceChineseproductshavealwaysbeenalow-costandlow-endimage,Huaweiinitiallyadoptedalow-pricestrategytooccupythemarket.Therefore,Huawei'sbrandvaluestillhasmuchroomforimprovement.

Second,thereisalackofinternationalmanagementtalent.AlthoughHuaweiisapproachinginternationalstandardsandhiresinternationalconsultingcompaniesandlearnsfromcompaniessuchasIBM,HuaweistilllacksinternationalmanagementexperienceandtalentstodealwithoverseasissuestoavoidsproblemssuchastheresurgenceoftheCiscolawsuit.

Third,propertyrightsarrangementsareunreasonable.Huaweiistheonlycompanyintheworld'stop500thathasnotbeenlisted.Atpresent,Huawei'sshareholdersaredividedintotwoparties.OnepartyistheHuaweiInvestmentHoldingCo.,Ltd.TradeUnionCommittee,whichholds98.93%ofHuaweiandtheotherpartyisRenZhengfeiwhoholds1.07%.Employeeshareholdinghasindeedignitedtheenthusiasmofemployeestomakethecompanyexpandrapidly.However,theequitydesignisnotstandardized,andtheinternationalfamousratingagenciesdonotunderstandit,whichisnotconducivetotheimprovementofinternationalimageandtheexpansionofthecompany'sscale.

OpportunitiesandThreats

Inthecurrentinternationalcommunity,opportunitiesandchallengesoftencoexist,mainlyinthefollowingaspects:First,industrycompetitionisbecomingmoreintense.Withthedeepeningofglobalization,thebarrierstoentryintheinternationalmarketaredeclining,thedevelopmentspeedofthecommunicationmarketisgraduallydeclining,thehomogenizationofproductsisserious,andwiththedisappearanceofChina'sdemographicdividend,productioncostsaredifficulttoreduce,andincomegrowthareextremelydifficult.

Second,theenterprisetransformation.Withthedevelopmentofbigdataandcloudcomputing,Huawei'straditionalproductsaredifficulttosupportthegrowthofrevenue,andneedtodevelopnewproductstoincreasetechnologicalinnovationandfindnewprofitgrowthpoints.Huawei'sentryintothesmartphonemarkethassuccessfullyimproveditsbrandimage,expandeditsmarketpresenceandledtoanincreaseinsalesrevenue.

Third,intellectualpropertydisputesandtradebarriers.AlthoughHuawei'snumberofpatentapplicationsisnumberoneinChina,Chinalackslegalsupportforintellectualpropertyprotection.Intheinternationalmarket,Huawei'sintellectualpropertyissueshavebeenconstant.In2016,HuaweicounterattackedSamsungandwonararevictory.Despitethis,Huaweihaslongbeenfacingtheproblemofsofttradebarrierssuchastradediscriminationandtechnicalstandards.

ReasonsforInternationalization

TheNecessityforInternationalization

Inthedomesticmarketwherethetraditionalcommunicationequipmentmarketisdrasticallyreducedandthe3Gmarketprospectsarestillunclear,Huaweimustchangeitspreviousbusinessideasinordertoadapttomarketchangesandopenupnewbattlefields.Huaweialsohopesforspecializationandinternationalwaystomaintainitsleadingpositionintheindustry.RenZhengfeiusedhiskeenmarketinsight.In1995,hepredictedthatthetraditionaldomestictelecommarketwillsoonfacesaturation,andthereisnolarge-scaleconstructionofcommunicationinfrastructureinChina.AlthoughHuaweihasacertainindustrialscale,ifitwantstofurtherdevelopinthedomesticmarket,itmustopenupnewmarkets.Therefore,itisaninevitablechoiceforHuaweitomaintainrapiddevelopmenttoexploreandseizeemergingmarketsoverseas.

TheOpportunitiesforInternationalization

Huawei’sPresidentRenZhengfeispokeonvariousinternationalexhibitionsandforumstopromotethecompany’sreputation.HeactivelycreatesandseizesopportunitiesinoverseasmarketsforHuawei,openingupmarketsinRussia,India,Pakistan,Egyptandothercountriesprovidingavaluableopportunity.

TheAbilitiesforInternationalization

ThestrongabilityisthefoundationforHuaweitowintheinternationalmarket.Huawei'sinternationalizationhasbeenlaunchedsincethebeginningoftheinternationalizationjourneyinthe1990s,anditcombinedexportingandimporting.Importing,thatis,theintroductionofhigh-endtalents,advancedmanagementexperience,world-leadingtechnology.Huaweilearnsfromforeignadvancedcompaniesabouttechnology,researchanddevelopment,productmanufacturing,salesandservices,makingHuawei'sinternationalcompetitivenesssignificantlyincreased.TheadvancedtechnologyandhighperformancepriceratioofnetworkproductsmakeHuaweifullycapableofexploitingoverseasmarkets.

Entrepreneurship

Huawei'sentrepreneurialspiritledbyRenZhengfeihasmadeHuaweimoreambitiousandtoexploretheinternationalmarketthanothercompanies,andisconsciouslyandkeentoidentify,exploreandutilizeinternationalopportunities.Asearlyasthebeginningoftheventure,asearlyastheestablishmentofthecompany,RenZhengfeiannouncedthat:thefutureoftheworldtelecommarketwillbedividedintothreeparts,andHuaweiwilloccupyonepoint.InternationalizationisthegoalthatRenZhengfeihasbeendreamingofformanyyears.RenZhengfeiisanentrepreneurwithadventurousspiritandforward-lookingvision.

CompanyCulture

OneofHuawei'smostwell-knowncharacteristics,"Wolf",hasseveralprominentfeatures:akeensenseofsmell;perseverance;neveradmitdefeat,groupstruggle.ThesecharacteristicshaveevolvedintothefactthatHuaweinevergivesuponthetargetmarket,adoptshumantactics,maneuveringstrategies,abandonslowcost,anddoesnotgiveuphighcosts.Inshort,themarketmustbetakendown.ItembodiesthespiritofHuawei's"candoanythingforthemarket"andthespiritofcourage.WhenHuaweiopenedupoverseasmarkets,theinvestmentinfourorfiveyearsdidnotbringconsiderablereturns.Huaweiwasabletowithstandtremendousfinancialpressuresandfinallystayedonthecloud.ItshowsthecharacteristicsoftheHuaweiwolfandalsoshowsgreatpower,determinationandcommitmentofHuawei.

InternationalizationProcessandStrategy

InternationalizationProcess

Itisnecessarytoparticipateininternationalcompetitioninordertogoabroad.Withthisawareness,Huaweiembarkedonaninternationalexplorationpath.Itismainlydividedintothreestages:

theinternationalstart-upphasefrom1996to1999

Before1996,Huaweihadalwaysbeeninthedomesticmarket,andforeigncompaniesdidnotknowHuawei.HuaweidevelopsHongkongasthefirststopintheinternationalmarketwhichisadjacenttoShenzhen.Atthattime,thetelecommunicationsmarketinHongKonghadjustimplementedmonopolycontrol.Hongkonggotabasictelecommunicationsbusinesslicense,anditurgentlyneedatechnologycalledNP,thatis,theuserchangestheoperatorandwillnotchangetheoriginalnumber.Afterlearnedthisinformation,Huaweiattachedgreatimportance.AftermanycontactswithHutchisonTelecom,Huaweidecidedtocooperatewithit.ThisisthelargestorderinthehistoryofHuawei.AftercompletingtheHongKongproject,HuaweiturnedtoforeignmarketsandusedChina’sdiplomaticrelations.ThehiddenbusinessopportunitiesincludedevelopingcountriessuchasRussia,Yugoslavia,Brazil,SouthAfrica,andEthiopia.In1997,HuaweiestablishedajointventurecompanytodevelopRussiamarketinalocalizedmodel.Inthesameyear,HuaweialsoestablishedajointventureinBrazil,andalsoestablishedBrasilia,RiodeJaneiro,andSt.Paul.Luothreerepresentativeoffices.ThroughthedevelopmentofmarketsindevelopingcountriessuchasRussiaandBrazil,Huaweihasaccumulatedvaluableinternationalizationexperiencewhichhaslaidagoodfoundationforinternationalmanagement.

Thesecondphaseofthedevelopmentphaseof1999-2001internationalization

AftermakingbreakthroughsindevelopingcountriessuchasRussiaandBrazil,HuaweifurtheradvancedtotheSoutheastAsianmarket.Becausethenationalstrengthwasnotstrongatthetime,manycountrieswerebiasedagainstChina.Inordertodispeltheworriesofcustomers,Huaweihasspenthugesumsofmoneytoinvitecustomerstovisitthe“NewSilkRoad”,namelyHongKong,Shenzhen,ShanghaiandBeijing.ThemainpurposeistoletcustomersvisitHuawei'stestbaseandletcustomersbelievethatHuaweihasthestrengthtomanufactureHigh-techproducts.Huaweiisalsoactivelyparticipatingininternationalexhibitions,activelypromotingChina,promotingHuawei,andopeninganimplementationbureauonthecarrier'snetworkforfree.

Thethirdphase,2001-untilnow,thestageofinternationaldevelopment

AftertherapiddevelopmentofSoutheastAsiancountries,Huawei'sinternationaltargetmarketquicklymovedtodevelopedcountries.Allalong,sincethedevelopedcountries'marketsarethemain"baseareas"ofWesternmultinationalgiants,andthedevelopmentofdevelopingcountries'marketsisnotin1995,thedomesticandforeigntelecommarketshavechanged.Huawei'sexecutivespredictthatthefuturecompetitionwillbeunprecedented,whichmeansthatHuaweimustcompeteface-to-facewithWesternmultinationalgiants.IfHuaweiwantstoenterthedevelopedcountries,itmustbeabsolutelyadvantageoustosuccessfullyenterthisdevelopedmarket.HuaweifirstchosetheWesternEuropeanmarket.HuaweienteredtheGermanmarketwith10GSDHopticalnetworkproducts.ThroughcooperationwithDeutscheTelekom(DetsTelecom),HuaweisuccessfullybrokethroughtheGermanmarket.In2003,HuaweiwonthebidforthenationaltrunklinetransmissionnetworkprojectofFranceCOMCompanyandtheVOIPlong-distancecommercialnetworkofBritishTelecom.ItopenedthepreludetothescaleofChina'shigh-endopticalnetworkproductsenteringEuropeandotherdevelopedtelecommunicationscountries.Sincethen,HuaweihasbecomeastrategicpartnerwithmultinationaloperatorssuchasBritishTeleeom,FrenehTeleeom,Telefoni(a)andVodafone,andhasfurthersuccessfullyenteredFrance,theNetherlands,Italy,Spainandotherdevelopedcountriestoachievesalesscale.Sincethen,Huawei'sinternationaloperationshavebeenfullyrolledout.

InternationalizationStrategy

Thecapsulehaswonitsownuniquecorecompetitiveadvantage

Inordertoexpandoverseasmarkets,Huaweihasbuiltitsownuniquecorecompetitiveadvantagetoserveasitsstrongbacking.InSaudiArabia,Huaweiandthefivecommunicationsgiantsintheregionhavenegotiatedforayear,eventuallyacquiring3Gnetworkengineeringintheregionwithabsolutesuperiorityinqualityandtechnology,andsuccessfullybreakingHuaweiin2008.Thesehard-wonresultsshowthatHuawei'scorecompetitivenessisthetechnologicalinnovationofitsR&Dteam.

Internationalmanagementsystem

Asearlyas1997,Huaweisignedacontractwiththeworld-famousinternationalmanagementconsultantHAY,andgraduallyestablishedahumanresourcemanagementsystem.Atthebeginningof1999,HuaweiwasoptimisticaboutIBM'scoretechnologywithintegratedproductdevelopmentandintegratedsupplychainasitscore.Thecompanydecidedtointroducetheseadvancedtechnologiestochangeitsbusinessprocessreform.Atthesametime,Huaweihasreformedthesalarysystemof“highsalaryandlowsecurity”,andonthisbasis,developedtheemployeestockownershipsystem.TheseuniquemanagementmodelshaveguaranteedthestrongcompetitiveadvantageofHuaweiproducts.

"Localization"ininternationalization

Asamultinationalbrand,Huaweimustestablishitsfootholdinoverseasmarkets.Itmustcombineitshistoricaloriginsandseektruthfromfactstoexaminetherelationshipbetween“internationalization”and“localization”,andto“internationalize”and“localize”.Throughthiscombination,China’straditionalcultureisconstantlyrubbingagainstthecollisionswithoverseascultures,andthebrandthatHuaweihasdevelopedfromChinaisdeeplyrootedintheheartsoflocalconsumers.GoodtoletHuaweientertheinternationalmarket.

SuccessFactors

Givefullplaytocapitaladvantagesandcarryoutindependentinnovation

ThecommunicationequipmentmanufacturingindustrythatHuaweiisengagedinisahigh-techindustry.Thethicknessofthetechnologyfamilydirectlydeterminestheenterprise's

Competitiveposition.Huaweiknowsthistruthwell,sotheannualinvestmentinresearchanddevelopmentisamazing.Huaweiusesmorethanoneyearofsalesrevenueforresearchanddevelopmenttechnology,andsomeinsidersthinkthatthisnumberisnotlimited,especiallyinthepasttwoorthreeyears,theratiois15%to17%,about3billionyuanperyear,notonlyR&Dfundsarehuge,andthenumberofemployeesengagedinR&Dishuge.Huaweihas65,000employees,84%ofwhomengagedinresearchanddevelopment,andthehighinvestmentoffundsandpersonnelhasenabledHuaweitoachievehigh-speedrevenueincreaseintheglobalmarketinrecentyears.

Relyingonitsownhightechnology,givingfullplaytotheadvantagesofR&Dinternationalization

Theinternationaldevelopmentofanenterprisedependsnotonlyonitsowncompetitiveness,butalsoonitscooperationwithworld-classenterprises.Inparticular,start-upssuchasHuaweishouldcomplementwithothercompanies’technologiesandrelyonthestrengthofthestrongwhichprovidesabetterlivingspace.thisisanecessarypathforHuaweitogoforHuawei'sinternationalsurvival.EarlyIn1997,Huaweicarriedoutextensiveinternationalcooperation.Intermsofmanagement,HuaweicooperateswithIBM,HayGroup,CandFhGworld-classmanagementconsultingcompaniestoestablishamanagementsystemthatisinlinewithHuawei'sinternationalization.Intermsoftechnology,Huaweihascooperatedwithworld-renownedcompaniessuchasInteltoestablishR&Dcooperationorganizationsaroundtheworld.Huaweihasalsocooperatedwithmultinationalcompaniesinotheraspects.IthasestablishedaDreamCompanywithNECandPanasonictodevelop3Gmobilephonetechnology.Ithasreacheda3Gpatentlicenseandcross-licensingagreementwithEricssonandNokiatojointlypromote3G.Huaweialsoestablishedajointventurewith3CGagatoresistthepressureofthecommonrivalCiscotoprovidecompetitivepriceThroughcooperationwithWesternmultinationalcompanies,technologyandcostcomplementeachother,Huaweihasbecomemorecost-effective.Withadvantages,technologicaladvantagesarefurtherenhanced,andtheinternationalizationprocessisfurtheraccelerated.

Goodexternalenvironment

Huawei'ssuccessfulinternationalizationiscloselyrelatedtothehelpoftheChinesegovernment.From1996to2000,thestateadvocatedenterprisesto"walk"out,andeverytimeanationalleadervisitsaforeigncountry,hewillleadahugebusinessdelegation.Huaweiisadelegationofthem.Huaweiactivelyrespondstothestrategyofopeningupoverseasmarkets,followingthenationaldiplomaticroute,andgettingmanyforeignleaders.

People'sinterviewsandunderstandingofHuawei'stechnicalstrengthhavegreatlypromotedHuawei'ssubsequentdevelopmentofthesemarkets.

ImplicationsforChineseTechCompanies

1.Mastertheentryrulesofoverseasmarketsandclarifystrategicinvestmenttargets.Understandingthesurvivalrulesandgamerulesofoverseasmarketsisthefirstconsiderationfortheinternationalizationofeachcompany.Whenopeninguptheinternationalmarket.Intheend,itisagradualstep-by-steppenetration,orboldlybreakingthroughthecourageousbreakthrough.Enterprisesmustchooseaccordingtotheirowninternalconditions,combinedwiththeexternalenvironment,toachieve"time-adaptedconditions."Inaddition,afterthetargetmarketisdetermined,itmustbe“adaptedtolocalconditions”andbrokendowntoavoidthelimitationsofdevelopedcountriesandtheneedsofdevelopingcountries.

2.Identifythepositionoftheenterpriseandtaketheindependentinnovationasthefundamentalstartingpointtoformthecorecompetitivenessoftheenterprise.Huawei'sabilitytostandoutfromthecommunicationsmanufacturingindustryisrootedinitscommitmenttoindependentinnovation.Lowpricesareonlyexpedientmeasures,andinnovationisalong-termstrategy.Onlyrelyingoninnovationtobuildthecorecompetitivenessofthecompanycanrespondquickly,providehigh-qualityproductswithhightechnologycontentanddifferentiatedproducts,meetthechangingneedsofcustomers,andmaintaintheirownindustryauthorityinthefiercecompetitionandunpredictablerisks.

Createcomprehensivecompetitivenessoftalents,brands,technologies,standardsandservices.Innovationisthesourceofenterprisedevelopment,buttoenableenterprisestoachievelong-termflow,itisnecessarytobuildanecosystemofenterprisedevelopment.Eliteenterprisesmustnotonlycommittoinnovation,butalsotakeintoaccounttalents,brands,technologies,standardsandservices,andachieveinnovationandtheseelements.Interaction,toachieveavirtuouscircleofdevelopment,inordertocontinueprovidinghighvalue-addedproductsandservices,andstandingatbothendsoftheglobalvaluechain.

4.Knowtheultimateconnotationoftheinternationalizationofenterprises-localizedmanagement.Whenenterprisesgoout,theymustunderstandthephilosophyofinternationalization.Theinternationalizationistoprotecttheiroriginalintentionsandcorevalues,andthechangeofinternationalizationisthatthecompany'sinternalmanagement,businessprocesses,humanresources,etc.haveachievedinternationalization,andtheyhaveobtainedtheapprovalandsupportofthetargetcountries.

Conclusions

Withthecontinuousdeepeningofeconomicbehaviorandglobalizationoftradeactivities,aglobalproductionnetworkstructuredominatedbylargemultinationalcompanieshasbeenformedworldwide,andHuaweiisoneofthem.AsanoutstandingrepresentativeofChina'sprivateenterprisesandtheinternationalizationofthecommunicationmanufacturingindustry,Huaweihasnaturallybecomeamodelforacademicresearchandahottopicinthebusinesscommunity.Everyonewantstogaininsightintotheimplementationofitsinternationalizationstrategyandcrackitsinternationallysuccessfulpassword.Inordertofurtherenrichthetheoreticalcontentofthecompany'sinternationalization,itisbettertoguidetheinternationalizationofChineseenterprises.Therefore,thispapertakesHuawei'sinternationalizationastheresearchobject,andreviewsthethreestagesofHuawei'sinternationalizationbasedonitsinternationalizationstatus,andthencombinestheinternationalizationtheoryofenterpriseswiththespecificbehaviorsofHuawei'sinternationaldevelopmentstagestoprovidedomesticInternationalexperienceforpeersandothertechnology-basedprivateenterprises.

First,independentinnovationisfundamental.Innovationisthepropellerandcorecompetitivenessofacompany'ssustainabledevelopment.ThefundamentalreasonforachievingHuaweiisitsadherencetoindependentinnovation.Lowpricesareonlyexpedientmeasures,andinnovationisalong-termstrategy.Onlythroughinnovationcanwecreatehigh-qualitypr