Question 2:
Components of brand vision
I believe that setting brand vision correctly leads to customers attraction and make selling process easier. A clear defined brand help to push the business forward and can help people, employees in the organisation and customers to engage in the business. Since brand vision and values help to attract customer personally and emotionally and create loyalty. Brand vision inform the operation and push employees to understand their role and how to overcome the urgent challenges. And help to determine the suitable business strategies to bread required outcomes. It gives the direction for the company.
Cheranatony (2001) mentioned that there are three components of brand vision: brand value, brand future
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It started by setting its great vision to grow globally and build its brand. It aims to be an enabler of digital logistic and build cooperation with industry partners and this is supported by Chong (2013) mention that Huawie's vision “To enrich life through communication”, Huawei has earned a reputation as one of the most dynamic, fastest-growing, innovative multinational technology companies''.
Huawie did hard efforts to become as a global brand by acquiring their customer respect and recognition strategy and this is supported by Chong (2013) mentioned that'' Huwaei has developed capabilities across carrier network, enterprise and consumer fields''. I believe it did different activities to enhance its expansion. Huawie entered the global market and experienced the other brands
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From my point of view the conducting partnership and alliances strategies help Huawei to strengthen its position in Oman and enable it to spread Huawei's products broadly and this is supported by NTS (2015), it mentioned that Huawie products which are marketed by Omantel, such as different type of Modems and Smart Phones and Tabs. For example; Friendi Mobile items are marketed these items by it’s distributors and number of dealers across the Sultanate through network of dealers across. The products supplied to Omantel are: Huawei's USB modem , ADSL modem , Wifi modem , Huawei LTE (4G) modem , Huawei Repeater , Huawei Smart Phones and Huawei Mediapad
It is widely recognized by the customers for introducing a variety of innovative and high-quality products to the market while the competitors could not do the same. “During this period of time, the company grew at a very fast rate and expanded its market to Europe, Asia, and Latin America” (dynacorp case study). However, Dynacorp’s glory did not last long. The company started to face many problems while its competitors began to close the technology gap and gained back the
Introduction Huaneng Power International (HPI) was founded on June 30, 1994, during a time of strong economic growth and development throughout the People’s Republic of China (PRC). The mandate of HPI was to supply power for the PRC’s fastest-growing provinces, because “it became clear that the current industry structure would be insufficient to meet the projected demand” (White, 1998). However, in order for HPI to allocate the needed power supply it needed to expand its current company, i.e. allow for constant technological innovation, improve its transportation network, and acquire rights to more plants; this vast expansion required an estimated RMB34.4 billion (White, 1998). HPI was faced with several obstacles while choosing between different alternatives to obtain capital needed for expansion.
And achieve as a result, the growth for its brand, market share, and sales
One of the hardest fought for attributes of a brand is knowing that customers consider that the brand has value. We learned in our lesson that perceived value is a key attribute towards selling a brand. Writing a value proposition and keeping it current could help these business leaders to determine and clarify the unique characteristics their business will need to identify to better market their brand. In this paper, I desire to convey what a value proposition is and how it can help leaders chart a successful course through changing times.
This agreement opened for Apple a new widow to sell their products to the Chinese market. Instead of making cheaper products for the new market, Apple chose to wait until Chinese disposable income increased to levels where Chinese consumers could afford Apple’s main products. Mobile phones are ubiquitous in China. Not only are they a communications device, but more and more, they are becoming an entertainment device. The App Store provides an endless assortment of new apps to play with.
Because Xiaomi´s products are so much more affordable, the market for high-end phones have changed. With their convenience and affordability, Xiaomi basically created a new mass market for smartphones in the emerging countries they´ve expanded
Huawei's internationalization strategy can be roughly divided into 4 stages. Huawei's first overseas business came from 1996 Hong Kong in 2005, the same year to enter the CIS countries, the real large-scale overseas development from 2001 From the beginning, to 2006. In 2008, Asia Pacific, Europe, the Middle East, North Africa and the Commonwealth of Independent States have been completed, Latin America, South Africa, North America 8 Regional distribution, including Eastern Europe, the Commonwealth of Independent States, the Middle East, the Asia-Pacific and other places have entered the mainstream operators. Among British Telecom, France Telecom, Deutsche Telekom, KPN, Netherlands and other suppliers in the world's top telecom operators. See Figure 3-6.
The external business environment consists of a set of external factors, such as economic factors, social factors, political and legal factors, demographic factors, technical factors amongst others, which are not controllable in nature and affects the business decisions of a firm. The external environment includes opportunities and threats which can impact on the marketing strategy of Huawei. As mentioned, marketers cannot control the factors of the external environment. However, they should try to understand the changes in the external environment and assess the impact of those changes on the target market. In fact, a proper understanding of these factors helps organizations to identify potential business opportunities and threats in the international market (Baines et al., 2011).
Two firms doing similar business in the same industry are Vodafone and Etisalat. Question 1: Structure of the Organization Vodafone: Vodafone first entered the Egyptian telecom market in 1998. Through a series of mergers and acquisitions, in 2011 Vodafone has grown to become the leading mobile operator in Egypt serving more than 36.3 million customers with the highest technology, customer service and communication skills.
Due to high demand for internet users to maximize the data plan, Maxis introduces additional top up for mobile data to surf the internet if the existing data is used up. Besides, customers could share their data with registered family numbers. It is the different package of product that Maxis offer to their customers. In the mean time, the company could boost customer usage and promoting their services by price penetration strategy since there were high accessed of internet network coverage widespread in Malaysia. Moreover, Maxis store could be found in every state and each district in this country.
The core competencies of Nokia evolved significantly between the 1990s and 2010 as Nokia itself was evolving. These core competencies both help explain and portray the rise and decline of the company over time, how they gained and then lost competitive advantage in the mobile industry. In the beginning of the 1990s, The Nokia Corporation was still producing a broad range of products including cables, paper and diverse electronic products for both industries and the general public. This changed in 1992, when Jorma Ollila became CEO.
Brands are complex offerings that are conceived by organisations but ultimately resides in the consumers mind (De Chernatony, 2010). A brand thus signals to the customers the source of the products and services and protects both the competitor who would attempt to provide products and services that appear similar or identical (Aaker, 2004). Brands provides the basis upon which consumer can identify and bond with a product or service or group of products and services (Weilbacher, 1995). A brand is a specific uniqueness associated with a product or services that enables the consumers connect with it by easy identification through the name, slogan, design, logo, symbols, etc. of the organisation that produces the products or
The company is coming up with the wide varities of range and also with a great option. • Demographic Segmentation : In these the micromax mobile are being used by the lower middle class so that they cant afford expensive instruments like Apple and Samsung. The micromax is having wide varities with many features unloaded in them which are there in the expensive cells they cant buy. Many youngster age 16 to 30 are using micromax who cant afford the cell phone which are too expensive.
Today, the company has hundreds of employees in scores of branches in Pakistan as well as abroad. Sheer hard work, dedication
1.0 Introduction The main objectives of this report is to identify and critically evaluate the strategies used by a chosen Multinational Company (MNC) to internationalize. Firstly, this report will clearly analyzed the current internalization strategies that being used by the chosen Multinational Company (MNC) which is Lenovo Group Limited and its relationship with the theory of internalization. Secondly, a relevant of internalization strategies will be proposed in this report which is suitable for the internalization of Lenovo Group Limited.