What Is Huawei's International Strategy

The first supermarket of Sainsbury’s was established in 1869 by John and Mary Ann Sainsbury. Sainsbury’s is a multinational corporation (MNC) located in the UK. Its chain was Britain’s oldest remaining main food retailer and a leading food retailer in the UK and the US. “It also operated in financial service and real estate” (Sebora, T., Rubach, M. and Cantril R., 2014). The group encompassed of Sainsbury’s Supermarkets and Bank in the UK and Shaw’s Supermarkets and Star Markets in the US (Sebora, T., Rubach, M. and Cantril R., 2014).

The chosen company is Lenovo Group Limited which is a multinational technology company that is headquartered in Beijing, China. Established in 1988, Lenovo is the largest information technology enterprise in China, engaged primarily in the sale and manufacturing of personal computers, mobile telephone handsets, computer servers and printers, in China. It has been the market leader for seven consecutive years, commanding a 27 per cent share of the domestic PC market in 2003. It is also the market leader in the Asia Pacific region (excluding Japan), with a market share of 12.6 per cent in 2003. (Fan, Y. 2006)

In technology it is hard to compete with the China in any industry. China is on the top to provide most advance technology equipments to the world at economic prices. So Tesco can have the chance to implement the better and fast technology in the retail supermarket.

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. At last, on August 30, 1994, the company announced going public and listing on the New York Stock Exchange (NYSE) by launching an Initial Public Offering (IPO), decidedly accepting the strong benefits but also risks associated with it.

Increased labor costs in China could take away the cost advantage of some Apple products.

What makes the Apple product so popular that people buy it even though it’s expensive? Is it only because it looks beautiful? Is it because the technology it uses? What makes Apple the best from the rest?

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. Huawei's overseas

A transnational corporation is a very powerful actor with a significant foreign direct investment and physical operations in two or more countries. While these corporations have always existed in the world economy, they have become even larger over the past few decades, leaving many to wonder if they are gaining too much power. As with any powerful entity, people have begun to ponder whether these corporations are villains or heroes in the world economy. For some like consumers, companies, and host-country/world economies, the global corporations are heroes. While for others, like workers in poor countries, the environment, and local businesses, they are villains.

As a company dominated by and mostly of engineers, Nokia always cared about technical excellence. They developed a particular strength in making quality hardware even for the low-priced devices. As the company grew, Nokia also became more and more efficient in manufacturing their devices. Thanks to economies of scale and superb logistics, they were able to produce cheaper and quicker than their competitors and thus had a strong competitive advantage in the production of mobile phones. This wasn't an easy development and they had to go through a severe crisis in logistics and sourcing before to establish their competitive advantage. Their dominance in the mobile phone market was also supported by their network infrastructure. However, Nokia wasn't only a hardware manufacturer and they put a lot of their efforts in software as well and keeping control over the software was seen as crucial. In fact, the company didn't just want to have quality hardware and software which could work together, they wanted to expand the possibilities of mobile telecommunication with a great emphasis on convergence, especially for their high-end devices. Innovation was seen as a priority and was necessary as well in the high tech business they were in. Nokia invested huge sums in R&D and issued

Hennes and Mauritz (H&M) is Sweden based global company in the clothing industry. H&M has over 2600 stores in 43 different countries. H&M is known for their stylish or quality merchandise and its affordable prices. H&M has the aim and goal to provide quality fashion at the best and affordable prices. H&M also has the goal to provide good knowledge and product with good quality of well design, fashion, and textile (Matos, 2012). H&M is also known to be the largest fashion company in the world that employs more than 104 000 employees or workers and H&M has stores over 43 different countries including Asia, North Africa, the Middle East, North America and Europe.

Samsung Electronics focuses in three specific areas; Consumer Electronics, IT & Mobile Communications and Device Solution. Porter’s Five Forces model has been used to analyse Samsung Electronics competitive position within the global market they operate in. By using this model, an evaluation of their current position will highlight which of the five forces are “affecting the intensity of competition in an industry and its profitability level” (Jurevicius, 2013). Nevertheless, when conducting analysis on an international company such as this, studying of market trends is already carried out thoroughly to ensure that they are fully aware of that market, in order to achieve success and maintain within it. With this in mind, it would be considered that Samsung Electronics would have a relatively good competitive advantage against other rival companies.

Samsung Electronics started as one of the biggest suppliers of international high-tech companies producing chip, battery and memory. After a few years of experience, they extended their activities for the public market by producing TV, screens, micro-waves and so on. Samsung takes advantage of their

Political factors include laws and legislations which are of great importance due to the fact that they enclose many aspects of a company policy. Through regulatory bodies, the government implements policies that affect businesses in various ways (Vrontis and Pavlou, 2008). Huawei’s country of origin is china and the Chinese government has various political legislations which impacts on Huawei’s external strategic environment. As a

Competitive strategy is a suit of methods and action sequence deliberately planned and put into place by companies in the face of market competition. This seems to be a clear way of keeping their market shares, expanding sales and managing the product lines to deliver desired results.

The theory of disruptive innovation was introduced by Clayton Christensen, of Harvard Business School, in his book “The Innovator’s Dilemma” (1997). Disruptive innovation describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. Most companies pursue innovations that will help them sustain the higher tiers of their markets, most