Transcript: History as a leading information and communication technologies (ICT) firm Where the firm is and how it has gotten there Suggestions for the future Future Plans http://news.cnet.com/8301-1035_3-57580985-94/huawei-exec-were-not-interested-in-the-u.s/ http://micgadget.com/31191/305-huawei-honor-ii-challenges-the-worlds-cheapest-quadcore-phone-videos/ http://www.bloomberg.com/news/2012-07-19/huawei-s-cheap-deals-pressure-samsung-in-smartphone-arena.html http://www.huawei.com/en/products/fixed-access/multi-service/ http://www.businessinsider.com/a-rare-look-inside-huawei-2012-10?op=1#ixzz2QRVY6I9H http://www.economics/case-study-of-huaweis-internationalization/-economics/ http://www.huawei.com/en/about-huawei/corporate-info/ https://maps.google.com/huawei&ap http://www.huawei.com/en/about-huawei/corporate-info/coporate-governance/index.htm Enter the US Market Telecom services and consumer goods Problems and resistance Create more expensive smart phones Turn partnerships into wholly owned subsidiaries • On the international level Huawei is bridging the digital divide by providing opportunities to enjoy broadband services, regardless of geographic location. • Began 1996 • Huawei has risen to become one of the most competitive companies in the domestic and global market. • Huawei seeks to be a mainstream vendor of products in six principal areas: o wireless networking, o fixed networking, o optical networking, o software and services, o data communications, o and terminals. • Competitive edge o Huawei has invested heavily alternative energy technologies and solutions. Huawei Pricing competitive advantage (low labor cost and economies of scales). Able to sign partnerships with foreign companies to enter new markets. Spend less money than other companies in its R&D but is able to use differentiation tools Sources World's third top seller of smart phones Less expensive smart phone Global standardization of products and services Industry is defined by standardized formats, protocols, form/fit/function Huawei has become a major league player in the forums that determine global standards of protocols and connectivity Success of product lines depend upon perfect integration into infrastructures Nuanced differentiation “Greener” “Smarter” “Cheaper” Technologies which enable a user to access, store, transmit, and manipulate information. A very dynamic sector, it benefits and creates economic growth Because of liberalization the markets become more and more competitive. History Technology: Consumer Durables Considering the services and products Huawei provides, there is not a lot of room for customization. Electronics are the same everywhere in the world with the exception of language preference. In terms of the telemarketing industry and other services they provide, there is customization based on what geographic region they are in. Business practices differ from country to country Integrating mechanisms Organizational Structure Localization Pressures Huawei was the first vendor to launch end-to-end (E2E) 100G solutions, enabling operators to establish enhanced ultra-broadband networks, improving their service and simplifying their network architecture. According to the World Bank, China has a Doing Business ranking of 91 out of 183 countries. Cost and Responsiveness Pressures Government Regulations Introduction Preferred mode of internationalization (servicing of markets) Core Missions Global standardization of products and services Industry is defined by standardized formats, protocols, form/fit/function Huawei has become a major league player in the forums that determine global standards of protocols and connectivity Success of product lines depend upon perfect integration into infrastructures Nuanced differentiation “Greener” “Smarter” “Cheaper” Different lines of business Overview of Presentation Centralized decision-making Vertical differentiation Horizontal differentiation – the formal division of the organization Along product/service lines Countries it has operations in Cost Pressures o Building telecommunications networks o providing operational o consulting services o equipment to enterprises inside and outside of China o manufacturing communications devices for the consumer market. • Huawei is reshaping mobile in the digital revolution. o cloud computing o traditional telecom operations, such as radio access, fixed access, core network, and other systems. o mobile devices, including smartphones and tablets. The ICT sector Team China Competitors and Competitive Position Very own website dedicated to consumer devices Products range from mobile phones tablets digital photo frames broadband modems data cards Global Standardization Strategy Low-cost strategy on a global scale primarily enabled by less expensive labor for product manufacturing R&D strategically geo-diverse Global standardization of connectivity and functionality transitioning this industry to a provider of a commodities which strengthens the business
Transcript: HUAWEI Unit 2 Business Fundamentals Unit 2 Business Fundamentals -- Wants leads to Demand International Supply International Demand -- SUPPLY SUPPLY Supply Chain Supply Chain https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Global Supply Network Global Supply Network bhttps://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Demand Demand "After the P9’s global launch in London, its popularity in various regions has continuously increased with wide-ranging promotion activities. In Egypt, as the major sponsor of the Fashion Festival in Cairo, branded elements of Huawei and the P9 were seen throughout the event while P9 smartphones were also used to take selfie by celebrities and models on-stage, resulting in massive media attention" Growing popularity in global markets Growing popularity in global markets http://www.legitreviews.com/strong-demand-huaweis-p9-p9-plus-smartphones_182732 "The Huawei P9 has huge popularity globally, achieving significant numbers of pre-orders and sales. In China, over 5 million online pre-orders were made within a week since its global release in London" High demand on Huawei P9 High demand on Huawei P9 http://www.legitreviews.com/strong-demand-huaweis-p9-p9-plus-smartphones_182732 NEED or WANT NEED or WANT - WANT- not somthing that is required for living HIERERCHY OF NEEDS HIERERCHY OF NEEDS High Value & Abundant Uses Social Media International Business & Locations International Business & Locations Global Business Operations Global Business Operations https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Locations Locations https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf TOBO - Type Of Business TOBO - Type Of Business https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Unit1 Functions of Business Unit1 Functions of Business Production Production 6 Factors of Production 6 Factors of Production " Huawei offers a complete suite of software solutions for planning, provisioning, and managing IT infrastructure for the modern enterprise. Systems are designed to keep pace with evolving technologies and user needs, while simplifying work flows with user-friendly, graphical software interfaces." Management Management http://e.huawei.com/en/products/software Information Information https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Capital factors of production includes machinery & warehouses technology (E.g. - Components of an Phone: Harddrive, LCD, RAM, Circuit board with microprocessor, battery pack, audio chip, and video chip) Capital Capital -employs over 177,000 people worldwide -To ensure employees’ health and welfare -To promote the individual value of employees -To enhance the well-being of employees Labour Labour http://www.huawei.com/ca/about-huawei/careers/working-with-huawei Ingredients: Natural resources such as metal and glass. Raw Materials Raw Materials Plastic, Glass, Arsenic, High-grade Aluminum, Strong Polycarbonate etc. Natural Resources Natural Resources Purchasing & Production Purchasing & Production Production Production Purchasing Purchasing https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Accounting & Profit & sales Accounting & Profit & sales https://www.rsaconference.com/writable/presentations/file_upload/eco-w02-addressing-the-global-supply-chain-threat-challenge-huawei-a-case-study.pdf Unit 3 Entrepreneurship Unit 3 Entrepreneurship Inventions & Innovation Inventions & Innovation "Technology innovations, especially 5G innovation, are accelerating our pace towards the better connected world. It is widely anticipated that the near future eventually witness the materialization of new experiences and applications like driverless car, remote surgery, virtual reality, and VR-based immersive entertainment." Innovation Innovation http://www.huawei.com/minisite/5g/en/ -Hot rolled silicon steel producing method -REFRIGERATING APPARATUS -Method for Selecting Precoding Matrix Indication, Apparatus and System -LEAD-FREE EASY-TO-CUT CORROSION-RESISTANT BRASS ALLOY WITH GOOD THERMOFORMING PERFORMANCE etc Invention Invention http://patents.justia.com/inventor/huawei-zhang Company History Company History - Mr Ren Zhengfe started Huawei as a one-man sales agent selling PBXs (Private Branch Exchange) in 1987. - By 1993, Ren had built a Research and Development (R&D) team, and Huawei designed its very own
Transcript: India is a difficult market to take on, but it offers... Team 3: International Expansion Firm Structure Huawei in India Questions? “In the battle with lions, wolves have terrifying abilities. With a strong desire to win and no fear of losing, they stick to the goal firmly, making the lions exhausted in every possible way.” -- Ren Zhengfei The U.S. is another difficult market to take on, but it also offers a large consumer base and great potential. Presentation Topics Heavy R &D Investments The Wolf Culture in 1998 Long-term IPO Competitor Opposition: Allegations of unethical corporate practices Charged with intellectual property right piracy Accused of industrial espionage Political Opposition: Suspicions of CEO's background and ties with the Chinese government Threat to national security CFIUS has blocked several acquisition attempts Huawei is currently subject to a US House Intelligence committee probe A very large consumer base and great potential In Favor: 1. Overview of Huawei 2. Internal Firm Culture 3. International Expansion 4. Conclusion: To IPO or not IPO? To IPO or not to IPO? Commitment to the U.S. Internal Firm Culture Change of the Wolf David Gogel, Li Lei, Peijiu Li, Ruoyi Liu, Joseph Percoco, Chen Wang, and Lulu Xiao 3rd largest market in the world Expected to see 7.2% growth through 2011 65% (65,179 employees) claim 98.58% ownership of the company Extreme resilience in the face of failure Strong willingness to self-sacrifice Sharp predator instincts Challenges: Signed a pledge for increased transparency Mr. Ren wrote an open letter to the US government ...but is it enough? Need to further increase transparency of the firm Need to reform its corporate governance In 1998, Huawei established its largest overseas research and development center in India Huawei Telecommunications India, a marketing and service branch, was established in 2001 in Gurgaon, Haryana Senior executives in India chose Indian names and actively participate in Indian society Access to capital markets: Global ventures / acquisitions require increasingly more cash Stock ownership: Resolve current model of stock ownership dilution Transparency: Transparency would bring confidence to investors, production partners, foreign governors Established Huawei USA in 2001 and subsidiary FutureWei Established JV with 3Com Employs more than 1300 people in the U.S. 14 branch offices and 8 R&D centers Submitted 3100 patents Spends 20% of revenue on R&D, which is double its international average Strategy Control: Loss of management control Market impatience: Short-sighted markets not willing to cope with R&D Can raise sufficient funds from employees Transparency: Are their reasons why Huawei would not want to be transparent? 95,000 employees Leading global telecom solutions provider based in Shenzhen ~ $30 billion in Revenues, 2010Y Products and solutions have been deployed in over 100 countries and have served 45 of the world's top 50 telecom operators, as well as one third of the world's population. Responses Company Profile The Indian government distrusts Chinese telecom companies: Border war with India in the 1960s, worries about a non-transparent corporate structure In 2009, Huawei gained a $2billion contract with BSNL in the Western region of India. Only a month later, BSNL broke the deal 3 times because “it could not accept contractual additional terms” and finally gave the deal to Alcatel In 2010, due to security concerns, the Indian government banned imports of Chinese telecom equipment Wolves vs. Lions Huawei in the U.S. Against: Challenges: Overview of Huawei "The bird which survives the flame becomes the phoenix." "The outcome is not doomed; you've won half the battle if you're willing to fight." "Cheers to each other when we win, and save each other in desperation when it fails." "One should sit to research for ten years." Huawei Slogans Huawei Basic Law In 2010, the number of cell phone subscribers in India reached 618 million Currently, the number increases about 16.3 million a month
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Transcript: Huawei Technologies established an R&D center in Stockholm in 2000. Now it has 17 R&D centers in 8 European countries: Belgium, Finland, France, Germany, Ireland, Italy, Sweden and UK. Founded by Ren Zhengfei in 1987. At first it was focused on manufacturing phone switches, but has now expanded to Telecom networks Operational & consulting services & equipment to enterprises Communications devices for the consumer market According to CEO and founder Ren Zhengfei, they "have good relationships with European governments such as the U.K., France and Germany” and they always "comply with laws and regulations in every country [they] do business in.” 14,2% of this was used for R&D (6,6 billion USD). Huawei Technologies is a Chinese multinational networking and telecommunications equipment and services company. It is the largest telecom equipment manufacturer in the world. History Europe About Us. (2014). Retrieved April 11, 2015, from http://www.huawei.eu/our-company Ahrens, Nathaniel (2013, February). "China’s Competitiveness Myth, Reality, and Lessons for the United States and Japan. Case Study: Huawei". Center for Strategic and International Studies. Retrieved April 11, 2015. Huawei reports CNY288.2 billion revenue for 2014. (2015, March 31). Retrieved April 11, 2015, from http://www.huawei.eu/press-release/huawei-reports-cny2882-billion-revenue-2014 Lococo, E. (2015, January 22). Huawei Eyes Growth in Europe as Entry Into U.S. Remains Elusive. Retrieved April 11, 2015, from http://www.bloomberg.com/news/articles/2015-01-22/huawei-forgave-4-000-workers-for-corruption-falsifying-results Shukla, Anuradha (2011, 18 April). "Huawei maintained steady growth in 2010". Computerworld. Retrieved April 11, 2015. Huawei has over 7 700 staff based in Europe, of whom 850 are working in R&D. It is expected to create an additional 5 500 jobs in Europe by 2017. Expansion to Europe 2014 - $46,5 billion USD an increase of 20% from the previous year. It is cooperating with operators from all over Europe including: In 2011, its European Public affairs and Communications Office was established in Brussels. HUAWEI Revenue Being the largest market for the information industry, Europe is of strategic importance to Huawei. Huawei Technologies was one of six telecom industry companies included in the World's Most Respected 200 Companies list compiled by Forbes magazine in May 2007. Bibliography
Transcript: INTRODUCTION MDU systems (Multi dwelling units) distributes satellite television systems, allowing to connect two or more receivers using only one antenna, trying to have an homogeneous signal level in all of the receivers. This systems are recommended to be installed in hotels, buildings or condominiums. POWER AMPLIFIER Responsable to send the polarization voltage to LNB, horizontal (18v) and vertical (14v). Multiswitch is connected to its output. TAP It is a passive element, used to decreasse the signal power, when it comes with too many intensity comparing with the receiver´s sensibility. MDU MULTISWITCH This device is used to distribute satellite television signals, because having only one antenna it allows to connect two or more digital receivers. It has four outputs for television signals. DISTRIBUTION PHASE NECESSARY MATERIAL This is the material that most of the time are used in order to guarantee an ideal installation. SPECIAL INSTALLATIONS MDU OBJECTIVE The participant will identify the devices, characteristics and procedure to install any satellite television system in a Multi dwelling unit (MDU). MODULATOR This signal modulator recieves compound video and tune that signal into one VHF / UHF specific channel of conventional television. BOOSTER It amplifies the video signals, and distributes the aerial signal (UHF - VHF) to one or more televisions. DIAGRAM COMBINER It allows to combine signals that come from the modulators. It has 1 output port, and many input ports. BUILDING VIEW ¡THANK YOU FOR YOUR ATTENTION! MULTISWITCH It is an active element that allows to combine two signals; the satellite television system and the aerial antenna in order to use only one cable line in each output. It is necessary to diplex the signal before it is connected to one receiver. DEVICES OFFSET ANTENNA The advantage of this antenna is that its surface is not shady by the LNB. The acquired signal level is directly proportional to the reflecting plate´s dimensions. DEVICES Before proceeding with the installation, it is important to evaluate technical conditions of the place, in order to use the ideal devices for the client.
Transcript: Moodboard Customers Huawei Vision Competitor Adverstising Retail Sales Online http://www.huaweidevice.com http://www.facebook.com/huaweidevice http://twitter.com/huaweidevice http://www.youtube.com/user/HuaweiDeviceCo Note: Revenue is calculated by multiplying amount sold phones by estimated average price. Operating System Competitors
Transcript: Performance Management System Overtime Stressful Lower efficiency Background Information Company Background Information 4. Combine Chinese culture and Western culture, training overseas manager and domestic manager to reduce culture conflicts and build a suitable PM system for Chinese and Western. Private but collective 140+ Impacts and Costs Reference List Li F, Lin H C, Liu Y. 2011, Dynamic evolution of china advanced manufacturing model in global view——a case study based on huawei company[J]. Journal of Northeastern University (Social Science), 13(2): 118-123. All parties and employees types are included Parties and employees types involved Brief introduction of Huawei PM system Mathew A. 2014, Huawei Technologies Co. Ltd., success story, viewed 01 May 2017, <https://successstory.com/companies/huawei-technologies-co-ltd>. HUAWEI INVESTMENT & HOLDING CO., LTD. 2016, 2015 Annual Report, viewed 4 May 2017, <http://www-file.huawei.com/-/media/CORPORATE/PDF/annual-report/AnnualReport2015_en.pdf?la=en>. HUAWEI 2017, Huawei 2016 Annual Report: Solid Growth and Sustained Investment in the Future, viewed 4 May 2017, <http://www.huawei.com/en/news/2017/3/Huawei-2016-Annual-Report >. Virtual Contact Center Call Traffic Monitor: Outline 2. All aspects of employee training to improve work efficiency while improving employee awareness of the PM system. PG: sign the PBC & 'SMART' Principles PC: performance diagnosis, process monitoring and data collection PA: three aspects PR: promotion, deployment, and assessment; eliminate the worst Implementation of PM among grassroots employees still needs to be improved Cremer & Tao, D.D.&T. 2015. Huawei: A Case Study of When Profit Sharing Works. 24th September. Harvard Business Review: International Business. [Online]. Viewed 25 April 2017. <https://hbr.org/2015/09/huawei-a-case-study-of-when-profit-sharing-works> Group Members: LI SHA 12810786 CHANG QU 12755926 MENGLEI ZHAO 12178772 YUFEI YANG 11876923 Development Strategies Huawei-Performance Optimization Management . 2017. Huawei-Performance Optimization Management . Viewed 01 May 2017, < http://m.huawei.com/enmobile/enterprise/products/coll-communication/contact-center/cloud-cc-s/hw-195767.htm.> Costs of current practices Culture conflicts Shao K 2012, History is the key to understanding Huawei, The conversation, 01 May 2017, <https://theconversation.com/history-is-the-key-to-understanding-huawei-5994>. Profit sharing HUAWEI people magzine Glocalisation 1. Set up a maximum 30h/month overtime limit, increase employees overtime pay. Development & Strategies Parties and Employees types 3. Implementation of all-round Performance Appraisal, the results of evaluation are open. Recommendation 75% HUAWEI PERFORMANCE MANAGEMENT Agent monitor: 170，000 employees 46% --- R&D Recommendations add logo here
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