INGENIEUR
cut company-level globalisation strategies
and associated processes and technical
specifications, its software products may not be
able to process data in certain languages at the
same time, and hardware products may not satisfy
local environmental, safety, legal, and power
requirements. As a result, the company may fail
to grasp a lot of business opportunities and lose
its competitive edge in certain regional markets.
Huawei is now establishing its own
globalisation strategies and infrastructure by
referring to the globalisation model of some
world-leading enterprises. Huawei is developing
a global enterprise in a systematic manner,
though it is still at the preliminary phase of the
globalisation process. A better understanding of
the current product globalisation status can help
Huawei formulate appropriate strategies and
implementation plans for product globalisation,
and encourage Huawei to develop global products
to meet the demands of the global market and to
maximise value for its customers.
Huawei believes in today's business
environment, where capital, goods, talents and
knowledge move so fast across the globe, where
information technologies are highly advanced,
global companies and local companies are no
longer two different types of business, but are
becoming one unified concept. Huawei's business
practices strive to bring together globalisation
and localisation, integrate best global resources
to build a global value chain while helping local
innovations to maximise their global value.
In order to extend global success to local
markets, Huawei believes that any global company
should understand the unique needs of each
individual market and offer products and services
that are differentiated according to the respective
market needs. On the other hand, in this highlyglobalised economy, local culture, products and
services can also be expanded globally in a
much shorter timeframe. More and more local
companies will have the potential to expand their
businesses globally.
Huawei believes globalisation is not just about
the globalisation of operations and investment. It
is more about building a new business mentality
and the need to treat the global markets as a
single entity. We need to build a global value chain
just as we do in an individual market and integrate
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VOL 55 JUNE 2013
Huawei’s R&D Centre
best resources into the global value chain. This
way, value created at any one point along the
global value chain can be shared globally.
Huawei is collaborating with many outstanding
companies globally, and Huawei's products and
solutions around the world have integrated the
capabilities from these partners. Therefore, when
Huawei's global business grows, the businesses of
Huawei's partners grow as well. This kind of winwin partnership is exactly how Huawei can bring
unique value as a global corporate citizen.
Practicing glocalisation is the way for the
best companies to contribute more, and it is
also the way for a country to better leverage its
comparative advantages and benefit from a strong
global value chain. More importantly, behind these
successful practices, there must be an open
business philosophy that is deeply rooted in a
company, and even in a nation.