燕京理工學(xué)院畢業(yè)設(shè)計(jì)（論文）ContentsTOC\o"1-2"\h\u32247Introduction 29892Chapter1RelatedResearchonPapers 435491.1ResearchBackground 433671.2ResearchPurposeandSignificance 5132431.3ResearchStatusatHomeandAbroad 6261381.4ResearchMethodsandTechnicalRoutes 720268Chapter2TheRelatedTheoriesofThesis 893022.14CTheory 82292.2SWOTTheory 8285502.3InternationalMarketPositioningTheory 93433Chapter3SWOTAnalysisofHuawei’sInternationalMarketingEnvironment 10210843.1Huawei’sInternationalMarketingStrength 10214683.2Huawei’sInternationalMarketingWeakness 1365953.3Huawei’sInternationalMarketingOpportunities 14303433.4Huawei’sInternationalMarketingThreats 1627584Chapter4AnalysisofHuawei’sInternationalMarketingBasedonTheory 18257834.1HuaweiTakesAdvantageofCustomersin4C 18159674.2HuaweiTakesAdvantageofCostsin4C 19144464.3HuaweiTakesAdvantageofConveniencein4C 20144464.4HuaweiTakesAdvantageofCommunicatein4C 2030490Conclusion 2211964Bibliography 2432343Acknowledgments 25IntroductionWiththerapiddevelopmentofcommunicationtechnologyinChina,themarketisbecomingwiderandwider,attractingalargenumberofChineseandforeigninvestors,sothecompetitivenessofprivateenterprisesintheinternationalmarketisparticularlysignificant.Atpresent,thetrendofinternationalizationandtheriseanddevelopmentofanewroundoftechnologicalrevolutionhaveahistoricintersection,forChineseprivateenterprisestoentertheworldmarket.Huawei,asoneoftheleaders,isseenasarolemodelintheindustry.Withthedevelopmentofglobalintegration,telecommunicationindustryhasbecomeanimportantforcetopromoteinformationandeconomicglobalizationbyprovidingrapidandfastcommunicationtoolstocomplywiththetrendofdevelopment.AfterChina’sreformandopeninguptotheoutsideworld,therelationshipbetweenChinaandothercountriesiscloser,especiallyafterChina’sentryintoWTO,thistrendismoreandmoreobvious.Moreandmoreenterprisesparticipateintheinternationalcompetition,amongwhichHuaweiistheChineseenterprisethatcarriedoninternationalizationearlier.HuaweiTechnologyCompanyLimitedwasfoundedin1987,headquarteredinLonggangDistrict,ShenzhenCity,China.Itspecializesintheresearch,development,productionanddevelopmentofcommunicationnetworkproductsandtechnologies.Sales,ininformationandcommunicationstechnology(ICT)solutionsistheworld’sleadingsupplier.Themaintheoreticalbasisofthispaperisthe4C,throughthecombinationoftheoryandpractice,quantitativeandqualitativecombination,thein-depthresearchandanalysisofHuawei’sinternationalmarketingstrategy.Inpractice,Huaweiregardsinternationalizationasthemostimportantprincipleforthedevelopmentofthecompany.EveryHuaweiemployeebelievesthataslongasthecompanycansurviveintheinternationalmarket,itiscertainthatwecanbuildauniquedevelopmentroadbelongingtoHuawei.WhatisvaluableaboutHuaweiisthatitprovidesconsumerswithacompletesupplyandservicesystem,acompletesetofsalesandservicesisalsoadoptedinthefieldofmarketing.Theefficiencyandqualityofservicesarealsoamongthehighestinthecountry.WhichhelpsHuaweiintheinternationalmarketwinaverygoodevaluation.Ontheroadtointernationalization,Huaweiisfacingitsownproblems.Atthesametime,thispaperalsostudiestherisksanddisadvantagesofHuawei’soverseasexpansion,andthroughtheuseofHuaweicompany’sadvantagestoresolvetherisksandproblemsofoverseasexpansion.Huawei’ssalesperformanceisvisibletoall,andtheauthenticityofthedatatellstheworldthatHuaweiisaverycompetitivecompanyandisthrivingonthepathofcontinuoustransformation.Thefirstchapterofthethesisistherelatedresearchofthethesis,mainlyintroducesthebackgroundofthechoicequestion,includingthepurposeandsignificanceoftheresearch,thepresentsituationoftheresearchathomezheyizhangandabroad,theresearchmethodandtheroute.Thesecondchapteristheoryofthesis,including4Ctheory,SWOTtheoryandinternationalmarketpositioningtheory.Thethirdchapteristheanalysisoftheinternationalmarketingenvironment,mainlyintroducesitspotentialanddisadvantage,enterprisesystem,R&Dcapability,corporateculture,aswellastheopportunitiesandmarketingthreatsitfaces.ThefourthchapterismainlyaboutHuaweiwith4Ctheory,4Cmeanscustomer,cost,convenience,communication.The4Ctheoreticalframeworkshowsthatcustomerandwhatisimportantislowcost,convenienceandcommunication.Then,Huaweishouldpayfullattentiontotheconvenienceofthecustomerpurchaseprocess,andnotdecidethemarketingchannelstrategyfromtheperspectiveoftheenterprise.Finally,itshouldtaketheconsumerasthecentertoimplementeffectivemarketingcommunication.Chapter1RelatedResearchonPapers1.1ResearchBackgroundIntheprocessofglobaleconomicintegration,moreandmoreChineseenterprisesbegintoexplorethewayofinternationalization.Becauseofthelowlaborcostandthebackwardtechnology,manyenterpriseschoosetotaketherouteoflaborintensiveandlowtechnologycontent.However,Huaweichoseanotherroute-high-techcommunicationsequipmentsupply.In1987,Huawei,specializingincommunicationstechnology,itwasfoundedinShenzhen.After30yearsofdevelopment,Huaweihasgraduallysteppedontotheworldstageandbecomeanindustryleader.Sinceitopenedupoverseasmarketsin1996,Huaweihasbeenfumblingtofinditsownway.Ithassuccessivelyadopted“themarketiseasybeforeitisdifficult”and“anappropriatepricewar”,“attachimportancetotechnologicalinnovationandR&D”and“strengthenbrandbuilding”andothermarketingstrategies,theappropriatestrategyhasmadegreatprogressinoverseasdevelopmentofHuawei.Today,Huaweihasmovedfromaplayerandfollowerontheworldstagetoanindustryleaderandrule-setter,aswellastheworld’slargesttelecomequipmentmaker.Inrecentyears,Huawei’soverallbusinesshasalsomaintainedagoodtrend.Huaweiposted521.6billionyuaninglobalsalesand37.1billionyuaninnetprofitin2016,up32percentand0.4percentfromthepreviousyear,respectively,accordingtoHuawei’s2016annualreport.Fromthebusinesspointofview,Huaweihasnoticedthatthedigitaltransformationwillbeafuturetrendinthecarrierbusiness.In2016,Huaweihasmadeconsiderableprogressincloudcomputing,Internetofthings,operationaltransformation,etc.Revenueincreased24%overthepreviousyear,reaching290.6billionyuan.Inthecorporatesector,ICTinfrastructureisHuawei’smainfocus,withsalesinkeysectorssuchastransportation,financeandmanufacturinggrowingby47percentoverthepreviousyearto40.7billionyuan.Theconstructionof“BeltandRoad”isstandingatanewstartingpoint.Withtheincreasinglycloseexchangesamongthestatesofthe“BeltandRoad”region,interconnectionneedsamorepowerfulinformationsuperhighwayasitssupport.Forthedomesticcommunicationsindustry,thisistheopportunitytogooutofthecountry,containshugebusinessopportunities.ThroughtheresearchofHuawei’sinternationalmarketingstrategy,itishelpfulforHuaweitointegrateinto“BeltandRoad”strategyinthefuturebyfindingproblemsandputtingforwardcountermeasures.1.2ResearchPurposeandSignificanceThisChapteranalyzestheinternationalmarketingenvironmentofHuaweiCompanyindetail,andevaluatesthepresentsituationofinternationalmarketingofHuaweiCompanyonthisbasis.1.2.1ResearchObjectiveSinceitsinception,HuaweihasexperiencedmanydifficultiesinbecomingthelargesttelecommunicationsequipmentmanufacturerinChina.SinceHuaweiopeneditsoverseasmarketin1996,theoverseasmarkethasbecomeanindispensablepartofHuawei’sglobalstrategy.ThispaperfocusesonHuawei’sinternationalmarketingstrategy,using4Ctheory,internationalmarketpositioningtheoryandotherrelevantinternationalmarketingtheoriestoanalyzeHuawei’sinternationalmarketingstrategy.ItishopedthattheanalysisofHuawei’soverseasmarketenvironment,overseasmarketpositioningandrelatedstrategiescanprovidesomesuggestionsforHuawei’sinternationalmarketing.1.2.2ResearchMeaningSinceitsestablishmentin1987,afternearly30yearsofrapiddevelopment,HuaweihasbecomethelargesttelecommunicationsequipmentmanufacturerinChina.Huawei’soverseasbusinessisanindispensablepartofHuawei.InordertounderstandHuawei’sinternationalmarketingsituation,thispaperwillanalyzeHuawei’sinternationalmarketingstrategy.Thesubjectofmarketinghasbeenstudiedmanytimesbymanyscholars,sothesubjectofthispaperwillbesuccessfultoagreatextent.Afterall,therearemanyexperiencesandexamples,andtheobjectofthispaperisveryrepresentative.ThisarticlewillusetheinternationalmarketpositioningtheorytoanalyzeHuawei.Thetheoryofinternationalmarketpositioningisthepositioningofenterprisesinoverseasmarkets,thatis,toseizethepsychologyofusersandproduceproductstotheirsatisfaction.ThispapercombinesmarketingandglobalmarketingtoanalyzeHuawei’sinternationalmarketingtheory.Fromthefouraspectsofconsumer,cost,convenienceandcommunication,Huaweianalyzetheoverseasmarket.1.3ResearchStatusatHomeandAbroadUnderstandingthetwomajorenvironmentsathomeandabroadisbeneficialtothecorrectunderstandthestatusquo.1.3.1GeneralIntroductionoftheResearchonthisTitleAbroadHuaweihasbeenexpandingitsbusinessabroadsince1996,bringingmanyforeignerstotheforefrontofthismobilecommunicationsfield-Huawei.Manyforeignscholarshavegreatinterestinsuchaforeignbrand.ForeignresearchsonHuaweicanbetracedbacktothesuccessfulentryofHUAWEIintotheoverseasmarketin1996.Inrecentyears,thereareseveralfamouspapersontheinternationalmarketingstrategyofHUAWEI.SuchasAnonymous’sHuawei:“HuaweiRanked5thMostInnovativeCompanyintheWorld”andKang’s“TheinnovationprocessofHuaweiandZTE:Patentdataanalysis”.Startingfromdifferententrypoints,theformerdescribesHuawei’simplementationofcustomer-centristinnovationstrategy,focusingonunderstandingtheneedsofoperators,andthelatteranalyzesthedifferencesbetweenHuaweiandZTEbycomparingtheirinnovationprocesses,thussummarizingHuawei’sinternationalmarketingstrategy.1.3.2GeneralIntroductionoftheResearchonthisTitleatHomeDomesticscholarshavestudiedHuaweiforalongtime.Afterall,HuaweiisoneofthefewelectroniccompaniesinChinathatcangooutanditisveryrepresentative.Huaweihasattractedmuchattentionsinceitsbirth,buttheresearchonHuawei’smarketingstrategycanbetracedbacktoHouXiaofei’sthesisonHuawei’scorporateculture.Ofcourse,thispaperonlyexpandedapreliminarydiscussionofHuawei’smarketingstrategy.Huaweibegantotaketheinternationalmarketingroutein1996.Sincethen,domesticresearchershaveexpandedtheirhorizonsfromdomestictoforeigncountries.Inrecentyears,theresearchpapersonHuawei’sinternationalmarketingstrategythataremorerepresentativeareLiXiaojuan’s“TheResearchOnHuawei’sInternationalMarketingStrategy”andWangKui’s“TheResearchAboveInternationalMarketingStrategyOfHW”.TheformerfocusesontheanalysisofHuawei’smarketentrystrategyanditscustomerservicestrategy,whilethelatterfocusesontheanalysisofHuawei’sinternationalmarketingstatusandproblemsintheprocessofinternationalmarketing.SoHuaweineedstobuildamoreeffectivelong-termrelationshipwithitscustomersatahigherlevel.However,fromtheactualapplicationofenterprisesandmarketdevelopmenttrends,marketeconomystillexistscompetition,enterprisesnotonlyneedtoseedemand,butalsoneedtopaymoreattentiontocompetitors.1.4ResearchMethodsandTechnicalRoutesThepaperusestheoreticalanalysis,literatureanalysis,comparativeanalysistoanalyzethesituationofHuawei’sinternationalmarketing.1.4.1ResearchMethodsInordertocompletetheresearchofthissubject,thatisthestudyofHuawei’sinternationalmarketingstrategy,theauthorwillusethefollowingmeans:Thisarticlewillusetheliteratureresearchmethod.ThroughcollectingrelevantinformationandliteratureoninternationalmarketingofHuawei,theauthorwillcollateandanalyzethevaluableinformationforthepaper.Thisarticlewillusecomparativeanalysis.ComparingHuaweiwithothercommunicationcompaniesinallaspects,thispaperanalyzesthestrengthsandweaknessesofHuaweiandputsforwardmoretargeteddevelopmentsuggestionsaccordingtotheexistingmarketingstrategyoftheenterprise.Chapter2TheRelatedTheoriesofThesis2.14CTheory4Creferstocustomer,cost,convenience,communication.4Ctheoryemphasizesthatenterprisesshouldfirstputthepursuitofcustomersatisfactioninthefirstplace,reducethepurchasecostofcustomers,andpayfullattentiontotheconvenienceofcustomersintheprocessofpurchase.Insteadofdecidingthemarketingchannelstrategyfromtheperspectiveoftheenterprise,Huaweishouldimplementtheeffectivemarketingcommunicationwiththeconsumerasthecenter.Theword“Customer”referstotheneedsofcustomers.Enterprisesmustfirstunderstandcustomers,accordingtocustomerneedstoprovideproducts.Atthesametime,Businessesnotonlyofferproductsandservice,italsoprovidestheresultingcustomervalue(customervalue).Theword“Cost”isnotjusttheproductioncostofanenterprise,orPricein4Ps,italsoincludesthepurchasecost,anditalsomeansthattheidealpriceofaproductshouldbelessthanthepsychologicalprice.Alsocanlettheenterprisehaveprofit.Inaddition,thecustomerpurchasecostsincludenotonlytheirmonetaryexpenses,butalsothetime,physicalandenergyconsumption,andpurchaserisk.Theword“Convenience”referstosupplyingcustomerswiththefastestandmostconvenientforshoppingandusing.4Csmarketingtheoryemphasizesthatenterprisesshouldconsidertheconvenienceofcustomersmorethantheconvenienceoftheirownwhenmakingdistributionstrategy.Throughgoodpre-sale,mid-saleandafter-salesservicesothatcustomersintheshopping,butalsoenjoytheconvenience.Convenienceisanintegralpartofcustomervalue.Theword“Communication”isusedtoreplacethecorrespondingPromotion4Cstheoryin4Psthatenterprisesshouldestablishanewtypeofenterprise/customerrelationshipbasedoncommonintereststhroughpositiveandeffectivetwo-waycommunicationwithcustomers.Thisisnolongeraone-waybusinesspromotionandpersuasioncustomers,butinthecommunicationbetweenthetwosidestofindawaytoachievetheirrespectivegoalsatthesametime.2.2SWOTTheory“SWOT”,theinteractionofthesefourfactorshasgreataffect.Undertheinteractionoffourfactors,therearefourdifferentmarketenvironmentsandstrategicsituations,thatis,thedominantsituationof“l(fā)everage”.The“vulnerability”competitionsituationofreducingthestrengthofenterprise’sadvantageabilityandthe“problem”competitivestatewhichismoreharmfulunderthejointactionofexternalthreatandinternalinferiorityPotential.WewillusetheSWOTmodeltoquantifytheactualsituationofHuaweiMobilephoneCompany,objectivelysumuptheinternaladvantagesanddisadvantagesofHuaweihandset,andalsoobjectivelyanalyzetheopportunitiesandthreatsintheexternalenvironmentofHuaweiMobilephoneCompany.Then,thefourelementsofSWOTarecombinedtofindoutthekeyfactorsthataffectingthedevelopmentofHuaweiMobilephoneCompany,toanalyzethememphatically,andtoputconstructiveproposal.InordertoguidethehealthydevelopmentofHuaweimobilephonecompany.Aftercarefulanalysisoftheenvironment.2.3InternationalMarketPositioningTheoryProposedbyAmericanfamousmarketingexpertAlRiesandJackTrauttinthe1970,believethatpositioningstartswithaproduct.Theproductcouldbeacommodity,aservice,anorganizationorevenaperson,perhapsyourself.However,positioningisnotwhatyoudowiththeproduct.Positioningiswhatyoudototheintendedcustomer.Inotherwords,youhavetopositiontheproductinthemindsofprospectivecustomersandmakesurethattheproductoccupiesatrulyvaluablepositioninthemindsofprospectivecustomers.HuaweimustberealisticClearyourownboundaries,andfollowthesefourstepstoestablishaposition.Thepositioningstepconsistsoffoursteps:thefirststep:analysisofthegoodssurroundings;thesecondstep:lookingfortheconceptofpartition;thethirdstep:findingthesupportpoint;thefourthstep:disseminationandapplication.Chapter3SWOTAnalysisofHuawei’sInternationalMarketingEnvironment3.1Huawei’sInternationalMarketingStrengthInthisinternationalenvironment,Huaweihasadvantagesintermsofprice,convenience,andcustomerresources.3.1.1ASoundEnterpriseSystemHuaweiwasofficiallyregisteredin1987andisheadquarteredinLonggangDistrict,ShenzhenCity,GuangdongProvince,China.Huaweiistheworld’sleadingproviderofinformationandcommunicationstechnology(ICT)solutions,focusingontheICTarea.Maintainingrobustoperations,continuousinnovation,opencooperation,andintelecommunicationsoperators,enterprises,Terminalandcloudcomputingandotherareashavebuiltend-to-endsolutionadvantagestoprovideoperatorscustomers,enterprisecustomersandconsumerswithcompetitiveICTsolutions,productsandservices.Andcommittedtothefutureinformationsociety,buildingamorebeautifulIn2013,HuaweiovertookEricsson,theworld’slargesttelecommunicationequipmentmaker,ranking315thintheFortune500.Firstofall,intheprocessofinternationalmarketing,Huaweifollowsthelawofvalue,insistsonseekingtruthfromfacts,introducesexternalmarketpressureandfaircompetitionmechanismwithinHuawei,establishesafairandobjectivevalueevaluationsystemandimprovescontinuously.Inordertomakethesystemofvaluedistributionbasicallyreasonable.TheultimatemeasureoftherationalityofvalueallocationisHuawei’scompetitivenessandachievement,aswellasthemoraleofallitsemployeesanditssenseofbelongingtoHuawei.Secondly,intheprocessofHuawei’sinternationalmarketing,Huaweineedstoadheretotheprincipleofgivingprioritytoefficiency,givingconsiderationtofairnessandsustainabledevelopment,whichisalsothebasicprincipleofourcompany’svaluedistribution.Distributionaccordingtoworkisbasedon:ability,responsibility,contributionandworkattitude.Secondly,intheprocessofHuawei’sinternationalmarketing,Huaweineedstoadheretotheprincipleofgivingprioritytoefficiency,givingconsiderationtofairnessandsustainabledevelopment.Thisisalsothebasicprincipleofourcompany’svaluedistribution.Distributionaccordingtoworkisbasison:capability,liability,offerasatributeandmanner.Distributionshouldbefullywidened,thestateshouldremainconnectedwithoutturningpoints.Finally,Huawei’stopleadersmustbewaryofthefragilityandhiddenshortcomingsofthecompany’sorganizationthatcouldresultfromalongperiodofrapidgrowth,andmusteffectivelymanageHuawei’soverseassalesgrowth.WhilepromotingHuawei’srapidemergenceasalargeinternationalsalescompany,greatermanagementeffortsareneededtomakeHuaweimoreflexibleandeffective.WhilepromotingHuawei’srapidemergenceasalargecompany,greatermanagementeffortsareneededtomakethecompanymoreflexibleandeffective.3.1.2PowerfulR&DCapabilitiesInthecourseofHuawei’sdevelopment,theleadersoftheenterprisehaveadeepunderstandingthatifHuaweiwantstobeaninvincibleplayerinthecompetitionwithWesternCompanies,itshouldhavepatentedandheartskill.So,HuaweihaslongbeenlayingoutglobalR&Dnetworks.Therefore,Huaweihasaveryperfectandsoundenterprisesystem.ItmakesgooduseoflocalskillsuperiorityandtechniquehandsomeappearancetohelpdevelopandupgradeHuawei’sR&Dtechnology.Withthedevelopmentofsociety,Huaweihasbeenraisingtechnologycapital.Globalcorporateresearch2017,accordingtotheEuropeanCommission’swebsiteHuaweispent10.4billioneurosonresearchanddevelopmentin2017,accountingfor19.20percentofrevenues,thesixthintheworld.Inaddition,Huaweiisalsoactivelyinvolvedinthedevelopmentofrelevantinternationalstandards.3.1.3AdvancedMarketingConceptThegrowthanddevelopmentofHuaweioverthepast20yearshasbeenbasedonadynamicbalanceofachievementandprofit,management.Huaweihascontinuouslystrengthenedandenhanceditsmanagementability.SothattheenterprisehasembarkedonabenigndevelopmentofHuaweiCompany20yearsofgrowthanddevelopment.ThesuccessofHuaweiagainshowsthatbalancedmanagementistherealcorecompetitivenessofHuawei.“Equilibriumisthemosteffectiveformofproductiveforces”,continuetoadheretotheideaofbalanceddevelopment,andpromotethereformandimprovementofallwork.Equilibriumisthemosteffectiveformofproductivity.Throughpersistentimprovement,wecancontinuouslyenhancetheorganizationalvitality,enhancetheoverallcompetitivenessoftheenterprise,andconstantlyimprovethepercapitaefficiency.ThisisthecorevaluethatHuaweihasbeenholdingforalongtime.3.1.4ScientificDevelopmentStrategyHuawei’schoiceofscientificdevelopmentstrategyishighlyfocused,focusingonthefollowingaspects:Huawei’sinternationalmarketingisalong-termdevelopmentissueinthefield,soHuaweidoesnotstingilyinvestinmaterialresources,financialandhumanresources.Unlikeotheroverseassalescompanies,theiradvantageshavebecomemoreblurredasthehotspotshavebeensetup,andHuawei’sownbusinesshasbeenopenedupinaspeculativeway,bearinginmindoneanotherandtheother.Huaweiisnowfocusingontheimplementationofitsscientificdevelopmentstrategy,which,bycontrast,isstillinthestrategicstage.Huaweihasbeenadheringtothescientificvaluesofcustomer-centriccontinuousstruggle,linkingstrategies,organizationsandprocessestoprovideproductsandservicesthatmeetconsumerneeds.AnotherfactorthatcannotbeignoredforHuawei’ssuccessisthebalanceddevelopmentmodel,thatis,thedynamicequilibriumofmanagement.Theconceptandfunctionofmanagementaredifferent,butontopofoneenterprise.Theyareunifiedandinterdependent.Throughtheinteractiontorealizethemaximumeffectivenessofthebusiness,thatistosay,“relyonthehighefficiencyofmanagement”.Toachievehighoperatingefficiency.Inreality,manyenterprisesonlyfocusononeaspect,suchasmoreemphasisontheoverallincome,butneglectofinternalmanagement,resultinginloopholesintheenterprisemanagementsystem,overtime.Managementproblemswillaffectthehighlyactiveofmanagement,andfinallythebusinesswillbedifficulttosustain.Huawei,intheformulationofmanagementkeypoints,will“sticktobalanceddevelopment”inthefirstplace.Inthecourseofeachwork,identifyproblems,improveproblems,constantlyimprovemanagementcapabilityandenhancethevitalityoftheorganization.Theresultofthisdevelopmentmodelissmalltoincreasepercapitaefficiency,