3. 1988
1995
2000
2005
2010
Embarked
on
independent
research,
ini9ated
the
first
R&D
center,
generated
sales
of
RMB
1.5
billion.
Interna9onal
sales
exceeded
domes9c
sales
for
the
first
9me;
Selected
as
a
preferred
21Century
Network
supplier
by
Bri9sh
Telecom
Established
R&D
center
in
Bangalore
and
Stockholm.
USD
100
million
revenue
g e n e r a t e d
f r o m
interna9onal
markets
.
Achieved
a
USD
28
billion
revenue,
ranked
No.2
in
market
share
only
a?er
Eriksson.
Established
in
Shenzhen
as
sales
agent
for
Hong
Kong
company
producing
Private
Branch
Exchange
(PBX)
switches.

4. “It
is
only
a
problem
of
9me
that
Huawei
would
surpass
Ericsson
to
become
the
industrial
leader,
not
only
because
of
Huawei’s
growth
rate
(which
has
always
been
higher
than
Ericsson),
but
also
because
Huawei
has
a
much
broader
product
lines
ensuring
more
opportuni9es
for
business
extension
and
upgrading”.
“Huawei
is
no
longer
trea9ng
Ericsson
as
the
chasing
objec9ve
and
NO.1
compe9tor,
because
Ericsson
is
a
tradi9onal
telecom
equipment
supplier
specializing
in
mobile
services
but
Huawei
is
aimed
to
become
a
covering-­‐all
next
genera9on
ICT
company
with
a
huge
product
por^olio”
“Huawei
is
going
to
become
an
informa9on
services
provider
from
a
telecom
equipment
supplier”

5. 'Huawei's
new
Quid
way
routers
performed
very
well
in
the
stringent
tes9ng
environment
we
set
up”.
-­‐-­‐
Tony
Dann,
head
of
IP
test
and
evalua9on
at
BT
Exact
“We
are
delighted
that
it
has
everything
that
customers
expect
from
Vodafone
–
high
l e v e l
t e c h n o l o g i e s
a n d
excep9onal
value”
-­‐-­‐
Schulte,
Director
of
Vodafone
“This
pla^orm
allows
us
to
integrate
a
seamless
range
of
services
and
help
us
lead
innova9on
for
the
mobile
market
”
-­‐-­‐Luis,
Director
of
Mobile
Business,
Telefonica

6. -­‐-­‐-­‐Fast
Company
-­‐-­‐-­‐Newsweek
Zoom

7. Product:
Innovation and
investment in R&D
Places:
Marketing Segmentation
a n d A d a p t a t i o n
G e o c e n t r i c
Approach and
Standardization
Promotion:
PR Transformation

8. Half
of
the
employees
engaged
in
R&D,
an
extraordinary
high
ra9o
comparing
with
any
high-­‐tech
company.
R&D
expenditure
has
grown
steadily
and
has
been
keeping
a
10
percent
ra9o
of
its
total
revenue
every
year.
17
research
ins9tutes
across
the
world:
Silicon
v a l l e y ,
D a l l a s ,
Stockholm,
Moscow,
Bangalore,
Beijing…
42543
patents
issued,
ranking
NO.2
in
terms
of
patents
applica9ons
under
the
WIPO
Patent
Coopera9on
Treaty.
“ E x c h a n g e
Market
with
A d v a n c e d
Technologies”

9. § Interna9onal
expansion
started
from
developing
coun9res
in
MENA,
South-­‐East
Asia,
La9n
America
and
then
sought
growth
into
developed
countries
including
EU
na9ons.
§ Adapta9on
appraoch
to
conquer
different
segmenta9ons.
In
less
developed
markets,
focuses
on
infrastructure
construc9on
and
end-­‐to-­‐end
turnkey
solu9ons;
For
developed
countries
and
highly
advanced
markets,
concentrates
on
bringing
excellent
and
innova9ve
next-­‐genera9ons
products
and
solu9ons
to
help
clients
decrease
the
costs.

10. Geocentric
Approach
Recognizing
both
similari9es
and
differences
and
developing
a
global
strategy
based
on
similari9es
to
obtain
scale
economies
whist
responding
to
cost
effec9ve
differences.
TM
TM

11. -­‐-­‐-­‐Newsweek
Zoom
A
Global
Company
Without
Brand
Awareness
Huawei
started
from
a
strict
B2B
company
and
has
remained
its
main
business
in
B2B
area
9ll
today
Clients
are
limited
to
a
hand
of
telecom
operators
without
recogni9on
from
consumer
markets
CEO
is
an
extremely
low
profile
and
media
shy
person,
whose
personal
style
has
enormously
influenced
the
company’s
media
policies
and
strategies

12. New
business
strategy
to
branch
out
to
consumer
electronics
and
enterprises
products
transforms
the
company
from
a
pure
B2B
company
to
a
par9ally
consumer-­‐facing
B2C,
which
users
in
a
new
era
of
leadership
communica9on
style.
In
front
of
the
public
opinion,
Huawei
has
long
been
acted
as
an
ostrich
that
buried
its
head
in
the
sand.
I
can
personally
be
an
ostrich,
but
Huawei
cannot
afford
it
and
the
company
has
to
face
the
public
-­‐-­‐-­‐
CEO
Ren
Zhengfei
It
is
impera9ve
for
the
company
to
con9nue
this
PR
and
corporate
communica9on
transforma9on
and
undertake
a
more
open,
dynamic
and
proac9ve
PR
strategies.