Marketing Plan for the Internationalisation Project of Huawei Technologies Ltd

Executive Summary Huawei Technologies is the arch Chinese bunch telecommunications accessories and casework close and it has consistently abiding an internationalisation drive – accepting accomplished cogent success in its calm operations. In advocacy of its all-embracing amplification project, it sets out to analyze new markets area it can do business successfully, aggrandize its chump base, and access its revenues. The present cardboard identifies India as a potentially advantageous bazaar for Huawei, and suggests that the aggregation needs to accept a artefact and promotions based business action to ability the opportunities in the Indian bazaar ambiance and adverse the challenges and threats. With able accomplishing of the business plan and constant ecology and evaluation, it is projected that Huawei would accretion aggressive advantages in bazaar share, artefact offerings, and sales revenues aural three years of entering the market. Overview The affiliation of all-around economies and aperture up of opportunities beyond borders fabricated accessible by globalisation has enabled abounding companies to analyze new markets in all-embracing locations in adjustment to aggrandize their business (Alli et al, 2007). Although the motives for internalisation alter from one organisation to the other, abounding businesses that seek absolute advance in size, scale, and ambit acquisition it all-important to accede amplification into adopted markets at some point in their evolution. While for some firms, the calm bazaar is bare to bout the assembly achievement or supply, others realise the charge to accompany internationalisation to accomplish economies of calibration and to ability new opportunities and assets (Hill, 2009). Indeed, abounding organisations realise that they charge to devise strategies that not alone advice them absorb their chump base, but additionally to abound and aggrandize their chump abject and enhance their aggressive advantage in this age of globalisation. Accordingly, adopted bazaar access and all-embracing business are axial to the strategies that abounding avant-garde business organisations accept to abide aggressive (Dess et al., 2004; Parker, 1998). This provides the abject for all-embracing marketing, which refers to the acceptance and accomplishing of business practices beyond the border, decidedly in agreement of bazaar identification and targeting, access approach selection, as able-bodied as cardinal decisions that helps a aggregation do business and attack in adopted markets (Joshi, 2005). This accomplishments provides the ambience for this report, which attempts to actualize an all-embracing business plan for the internationalisation affairs of Huawei Technologies, a Chinese technology and ICT solutions company Objectives for Huawei’s Internationalisation Plan Huawei Technologies has accomplished ample success in its calm bazaar in China. However, the aggregation was not annoyed with its calm success, and this explains why it progressively explored and entered several all-embracing markets to aggrandize its chump abject and economies of calibration (Nakai and Tanaka, 2010). In gluttonous to access new all-embracing markets, Huawei’s key objectives are constant with the motivations that drive abounding companies to internationalise. In this regard, Bartlett and Ghoshal (2005) adapted three capital objectives of all-embracing expansion: bazaar seeking, accepting key supplies, and accessing low bulk factors (e.g. cheaper raw materials, labour, etc.). Put differently, Johnson and Turner (2003) advance that companies internationalise based on the objectives of bazaar seeking, adeptness seeking, adeptness seeking, or cardinal asset seeking. The cold of bazaar gluttonous is abnormally able in firms that accept some affectionate of built-in advantage – in agreement of their above technology, resources, or cast name that may facilitate aggressive advantage for them in across markets. In Huawei’s case, bazaar gluttonous is a actual able cold for all-embracing expansion, accustomed that the aggregation prides itself as a arch provider of ICT solutions and has accomplished cast acceptance for avant-garde technology ability in the markets area it already operates. On addition level, it is additionally accessible to ascertain Huawei’s adopted bazaar access objectives in agreement of the artefact aeon theory, which suggests that the action of internationalisation about begins with an addition created by a close in its home country (Vernon, 1996). When such an addition or artefact matures absolutely in the calm market, the close begins to analyze the achievability to activity across with it to acquisition new markets (Ibid). Following this theory, Huawei’s all-embracing action is arguably triggered by a abstruse advantage that can potentially enhance its aggressive advantage by scanning for opportunities and absorption in adopted markets in adjustment to authorize a all-around arrangement of operations. Additional cold for Huawei’s adopted bazaar access affairs are to ability the opportunities of adopting the company’s all-embracing contour and accompaniment its calm bulk advantages with the adverse advantages that are adapted abroad. These objectives are additionally aggregate by abounding growing companies in China that are more exploring opportunities for internationalisation (Child and Rodrigues, 2005). Assessment of the Bazaar Environment In adjustment to accomplish a acknowledged access into new adopted markets, it is generally important for companies to undertake a absolute appraisal of the bazaar ambiance in their ambition markets. Bazaar ambiance comprises the armament and actors in a accustomed bazaar that are alfresco the organisation and can affect its adeptness to admit and advance acknowledged business relationships with its ambition barter (Kotler and Armstrong, 2006). Market ambiance usually consists of two altered environments: micro ambiance and macro environment. Micro ambiance comprises such factors that can accept absolute furnishings on the organisation’s strategy, and these accommodate suppliers, customers, distributors, and competitors. On the alternative hand, macro ambiance refers to the added armament in the association that ascertain the characteristics of the bazaar and appearance the opportunities and threats the aspirant faces (Kotler and Armstrong, 2006; Svensson, 2002). These may accommodate economic, political, cultural, demographic, and abstruse factors. Accordingly, these factors may acceptable affect Huawei’s activities in the articular all-embracing market, decidedly in agreement of how the aggregation is able to acquisition barter and authorize acknowledged business operations in the market. Market Identification India is a potentially advantageous bazaar for Huawei Technologies to ambition with its internationalisation plan, with accurate focus on the Indian telecoms industry segment. There are abounding factors in the Indian bazaar ambiance that would affect Huawei in its bazaar access attempt. For instance, the Indian telecoms and technology bazaar is abundantly awash and saturated – appropriately authoritative the industry actual competitive. This agency that in adjustment to accomplish advance in this market, Huawei needs to bound actualize a audible character and authorize a able acceptability as a reliable solutions provider and partner. There is additionally the botheration of abrogating acumen of Chinese companies in India, as a cardinal of Indians apperceive Chinese firms not to be abundantly transparent; Chinese companies additionally argue with the abrogating acceptability for bearing articles that are of low affection (Witzel and Goswami, 2012). This agency that Huawei would accept to argue with the claiming of establishing assurance with abeyant Indian ally and customers, and prove that its articles and casework are of aerial affection adverse to prevailing abrogating perceptions of Chinese companies in India. There are additionally infrastructural deficits in abounding allotment of India, abnormally the rural areas, which may affect Huawei’s application of the Indian market. Abounding genitalia of India abridgement not alone key telecom infrastructure, but additionally basal infrastructures such as ability accumulation and anchorage (D&B, 2010). It may accordingly be arduous for new entrants such as Huawei to accomplish auspiciously in such areas. In animosity of the challenges associated with the Indian bazaar ambiance in accepted and the telecom bazaar articulation in particular, this bazaar is acceptable to ambition because of the ample opportunities it offers and the assets available. The arduous admeasurement of the bazaar and the cardinal of telecommunications carriers in the country offers a potentially huge chump abject for Huawei to exploit. The socio-political adherence of India is additionally an advantage, as it would facilitate a accessory business altitude for new entrants into the Indian market. Marketing Objectives Marketing objectives accredit to the measures of ability by which the organisation can admeasurement the bulk of success of its business strategies. Business objectives may accordingly accommodate elements such as retention, bazaar leadership, bulk of new sales growth, and alternative indices (Joshi, 2005). In essence, business objectives analyze what the organisation wants to accomplish through its business activities. In adjustment for business objectives to advice the organisation accomplish the adapted aims and auspiciously apparatus the business plan, they charge to accommodated the SMART criteria, which agency that they should be specific, measurable, attainable, relevant, and time-bound (Doran, 1981). Huawei’s business objectives in gluttonous to access the Indian bazaar can be discussed in agreement of the Ansoff Matrix – a conceptual archetypal and business planning apparatus that describes how the organisation links its business action with its cardinal direction. The Ansoff Matrix suggests four audible advance strategies in business planning, namely bazaar penetration, bazaar development, artefact development, and diversification. Table 1: Ansoff Matrix *Adapted from Ansoff (1967) In band with the accoutrement of the Ansoff Matrix, Huawei’s business objectives are mainly based on bazaar development, which involves gluttonous to accomplish advance by affairs absolute articles or casework in new markets (Ibid). Accordingly, Huawei’s key business objectives are to enlarge its chump abject and access revenues by establishing itself acerb in the Indian bazaar aural the aboriginal three years of bazaar entry. These objectives are specific because they are aboveboard and clear. They are assessable because the absolute revenues and incremental cardinal of barter can be quantified to actuate how abundant advance is actuality made. The objectives are additionally accessible and astute because Huawei already has cogent experience, accurate capability, and above technologies that acquiesce it achieve bound and accomplish an appulse in the new bazaar aural the projected time frame. They objectives are additionally time-bound, accustomed that the projected three-year aeon for realising the objectives provides acceptable befalling to set timelines, adviser progress, and acclimatize the plan area all-important in adjustment to ensure that the objectives are realised aural the set period. Marketing Strategy In adjustment to actuate the best adapted business strategies best aggregate of the Business Mix to accept for the planned internationalisation project, it is important to agenda that Huawei Technologies would be entering the Indian bazaar as a ‘latecomer’, as against to a pioneer. Pioneers accredit to the firms that are aboriginal to acquaint a artefact or account in a accustomed bazaar and authorize themselves aboriginal on. On the alternative hand, backward comers accredit to afterwards entrants who access a bazaar with articles or casework that are already in actuality or provided by absolute firms (Kalyanaram and Gurumurthy, 1998). Accustomed that actuality a avant-garde can accommodate cogent market-share advantages over latecomers, afterwards entrants generally charge to accept characteristic business strategies and accession in adjustment to attack favourably with the absolute firms (Gao et al., 2007). Based on this reality, the business mix (i.e. price, products, promotion, and place) would accept to be anxiously evaluated to baddest the best able aggregate acceptable for Huawei as a latecomer in the Indian market. As such, the aggregate of artefact and advance is adapted as the adapted aggregate of the business mix that should be acclimated in Huawei’s bazaar access plan. A artefact action should be axial to the business strategy, decidedly in agreement of defining the artefact ambit as able-bodied as artefact standardisation in adjustment to ensure the aforementioned affection articles and casework that the Huawei cast is acclaimed for in the absolute markets in which it operates. This should additionally absorb convalescent artefact and account affection through incremental addition in adjustment to attack favourably with absolute battling articles and services. This artefact action should additionally be accumulated with a promotions action that involves repackaging artefact and account offerings through able announcement and business to access the new market. This is best accomplished by segmenting the bazaar and absorption on specific ambition demographics area aerial appulse promotional activities would accomplish barter gluttonous varieties or added substitutes to absolute articles or casework (see Matthews, 2002). The Action Plan ActionJanuaryFebruaryMarchAprilWho Conduct basic appraisal of adopted operational abject and access acceptable office(s)15th –20th Administrative Agents in affiliation with bounded agents Commence action of recruiting able cadre 15st HR/Recruitment Agency Establish acquaintance with adopted agents, suppliers, and partners20th – 5th Regional Manager/Business development Managers/Logistics Department Profile ambition barter and authorize contacts with them admitting presentations and proposals 20th – 30thBusiness Manager/Marketing Department Commence accession attempts and repackaging of articles and casework to clothing the needs of articular abeyant barter and targets 16th – Business Development Manager/Operations Department Begin promotional activities through focused announcement and accessible relations 20th – Business Department/Marketing Communications Agency/Industry Contacts Marketing Budget The business account for Huawei’s planned bazaar access should be acceptable to ensure the realisation of the business plan objectives, while additionally actuality bulk able at the aforementioned time. Considering that there are aggressive business initiatives and needs in the proposed plan, allocated funds charge be committed to anniversary aspect of the business accomplishment to ensure that objectives are accomplished in a assessable and appropriate address (Luke, 2009). The elements of the business account for Huawei’s bazaar access as able-bodied as the bulk allocated to anniversary class are categorical as follows: ActivityAllocation (US$) Advertising and promotional activities (in telecom and ICT industry-focused journals, amusing media, etc)380,000 Advertising and promotional abstracts (e.g. Brochures, fliers, banners, pens, calendars)55,000 Product Repackaging & Redevelopment550,000 Research & Development400,000 Recurring expenses420,000 Total Budget1,805,000 Monitoring and Evaluation Monitoring and appraisal is a analytical appearance of the business plan, back it helps ensure that the plan is actuality implemented as designed, and affair the projected objectives. It is additionally advantageous in authoritative it accessible to acclimatize or adapt sections of the plan in acknowledgment to empiric shortcomings and alien abrupt contingencies (Tourism NT, 2007). There are a cardinal of approaches that can be acclimated for ecology and evaluation, but for the present purpose, it is acceptable to accept the McKinsey 7S Framework to adviser and appraise the advance actuality fabricated by the organisation appear accomplishing set objectives. The framework comprises strategy, structure, systems, staff, style, skills, and super-ordinate goals (or aggregate values). It is based on the apriorism that these seven apparatus charge be accumbent and mutually reinforce anniversary alternative in adjustment to advice the organisation actuate area to realign needs to advance performance, or advance alignment in adjustment to sustain achievement (Peters, 2011; Waterman et al, 1980). Figure 1: The McKinsey 7S Framework Source: Peters (2011) The McKinsey 7S framework would be advantageous in ecology and evaluating the accomplishing of Huawei’s business plan, as anniversary of the seven elements in the framework would be advised to actuate area problems may appear forth the line, and area added planning may be necessary. In specific terms, the achievement of Huawei’s business efforts in its all-embracing amplification plan would be based on assessable elements such as admeasurement of chump acquaintance and acknowledgment in acknowledgment to announcement and promotional efforts, sales acknowledgment to portfolio of articles and services, chump achievement with artefact and account quality, and ROI on business investments in affiliation to annual earnings. Keys to Success Targeted artefact redevelopment and repackaging to accommodated the specific needs of high-value ICT and telecom customers Focused promotional and business activities for best acknowledgment to the targeted demographic of abeyant customers Reliable chump account and afterwards sales aliment support Faithful accomplishing of elements of the business plan in band with the time-line Critical Issues The accent of artefact and advance based business action is acute for the success of the business plan. Back the telecom and ICT/telecom industry is awful abased on affection of articles and services, it is important to ensure that Huawei maintains its aerial product/service standard, and accomplish all-important modifications to artefact conception and packaging based on the location-specific requirements of the Indian market. Advance is additionally vital, as the adopted promotional and business activities charge be finer implemented to authorize the company’s attendance bound amid abeyant customers. Lastly, the ecology and appraisal action charge ensure that the business plan facilitates Huawei’s incremental advance to a position of aggressive advantage in agreement of above artefact offering, bazaar share, and revenues aural 3 years of entering the market. References Alli, A.M., Winter, G.S. and May, D.L. (2007) “Globalization: Its Effects”, All-embracing Business & Economics Research Journal, 6(1), 89-96. Ansoff, I. (1967) “Strategies for Diversification”, Harvard Business Review, 35(5), Sep-Oct, 113-124 Bartlett, C. A., and Ghoshal, S. (2005) “Transactional management, text, cases, and readings in cross-border management”, Journal of Management, 69(2), 99–120 Child, J. and Rodrigues, S.B. (2005) “The internationalisation of Chinese firms”, Administration and Organisation Review, 1(3), 381-410 D&B (2010) Issues and Opportunities of the Indian Telecom Industry [online], Accessible at: [Accessed 10 November 2012] Dess, G, Lumpkin, T. and Taylor, M. (2004) Cardinal Management: Creating Aggressive Advantages, New York: McGraw Hill Professional. Doran, G.T. (1981) “There’s a S.M.A.R.T. way to address management’s goals and objectives”, Administration Review, 70(11), 35-36. Gao, X.D, Liu, J.X., Chai, K.H., and Li, J.Z. (2007) “Overcoming ‘latecomer disadvantages’ in baby and medium-sized firms: Evidence from China”, All-embracing Journal of Technology and Globalisation, 3(4), 364-383. Hill, C. (2009) All-embracing Business: Aggressive in the All-around Marketplace, New York: McGraw-Hill/Irwin Johnson, S. and Turner, J. (2003) All-embracing Business: capacity and issues in the avant-garde all-around economy, London: Routledge Joshi, R.M. (2005) All-embracing Marketing, New York: Oxford University Press. Kalyanaram, G. and Gurumurthy, R. (1998) “Market Access Strategies: Pioneers Versus Backward Arrivals”, Best Practice, Third Quarter, 1-11. Kotler, P. and Armstrong, G. (2006) Principles of Marketing, New Jersey: Pearson Education. Luke, K. (2009) How to Construct a Business Plan and Budget, Advisor Perspectives [online], Accessible at: [Accessed 12 November 2012] Mathews, J.A. (2002) “Competitive Advantages of the Latecomer Firm: A Resource-Based Account of Industrial Catch-Up Strategies”, Asia Pacific Journal of Management, 19, 467-488. Nakai, Y. and Tanaka, Y. (2010) Chinese Company’s IPR Strategy: How Huawei Technologies Succeeded in Dominating Across Bazaar by Sideward-Crawl Crab Strategy, Tokyo, Japan: Tokyo Institute of Technology. Parker, B. (1998) Globalization and Business Practice: Managing Beyond Boundaries, London: Sage Publications Peters, T.J. (2011) A Brief History of the 7-S (“McKinsey 7-S”) Model, [online], Accessible at: [Accessed 11 November 2012] Svensson, G. (2002) “Beyond all-around business and the globalisation of business activities”, Administration Decision, 40(6), 574–83 Tourism NT (2007) Ecology and Evaluation, [online], Accessible at: [Accessed 12 November 2012] Vernon, R. (1996) “International advance and all-embracing barter in the artefact cycle”, Annual Journal of Economics, 80, 190-207 Waterman, R.H., Peters, T.J., and Phillips, J.R. (1980) “Structure is not Organisation”, Business Horizons, June, 14-26) Witzel, M. and Goswami, T. (2012) Huawei’s access to India, Financial Times [online], Accessible at: [Accessed 10 November 2012]

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