Marketing In China a PCR ea! emerging quickly as one of the active participants RUC cnt Se Cree ate a tee? Sot mone en Cae a a a Cee oreo Rema ener) benchmark of Chinese companies (see Chapter 18 "Marketing in China: Huawei's Internationalization of Management"), Pci etic eat acat hac) Ot a eo ee tes The Competing Strategy and Image Pe react a eee eC ee ae at market which has been controlled by strong multi-national ae ee ee eee rear eget aes always advocated since Huawei's infancy, a "Wolf Cultur Caan ce ee ee uN ecm ce Wad intensity, rigid management system, the cruel “survival of ‘The Company Value of Huawei Ceca eure id CeCe oe eee Re eee ee eee Crs Pearman ee ad ee a eee ee ue aC era’ eee ee ete em eet Ce ee sa a ey explore markets all around. This "Hitech, low price” approach Pe eerie! anda steady increase in market share. lite through com leg series in od maxim Sn a Re ec en SE reste et Maret SORE Cae ete Ai Rn ae meee ect Platine Me Meee Res amcry Se ee tee ke oe er Oe RW Mer Re erate De ee er eT ee eRe ai a home and abroad. In January 2003, Cisco officially filed an intellectual property litigation against China's Huawei, who © Continual performing management ee ee et econ ack) snaffle Eitent ots Ethemet and hardware technology, and router software based organization operation fore technology. This lawsuit ended with bilateral reconciliation, high quality end-to-end ¢ Res ane ce ace cur customers i the ony exists; Customer demand is undamental driving force of our development ‘High quality, excellent servic, low operating costs, and giving top priority to meeting customer requirements. to enhance thet competitiveness and prota aa * Developing with aur pees in the indus Through penetrative, exhaustive low pricing and aggressive 3th competitors and partners to j Ree aN mead create a favorable environment and. diligence and striving, Huawei quickly emerged from China he benefits ofthe value chain, {and ventured into the global market, earning a “Chinese Coe COR RM ee ort eae ca Psy sySee eke mie meet gee ted hinese companies starting out on the global stage, it is eae een CCR Tour m cuttin Ue Ce nee eee oe mts er eon ee man eter Ce ema ree een hea acest but it also resulted in the American market's boycott of ee Cm g ce ce eas Ru Re a eee eet is low pricing strategy had sacrificed profits, and the ‘aardwolf” image which attacked rivals with a low pricing was hardly winning investor's affections, and that this Oru ae et ees The Huawei Corporate Vision DS er ne eee ety Se ee ae ey Ce ueke Lea ek eames Tania cs eee ae oe ee Huawei began to renounce its “aardwolf culture” and wa: determined to rebuild its corporate brand from a “aardwol Prone eg COE an nO eee cae met eek ee et ery Ce ean Leu et eee eaten Cee ee Ee eee Cae et a eee erat up a new brand value proposition and new company vision. SR Cea eee es Ce Re Lc eee the world. Since 2006, 31 of the world’s top 50 telecom Cac RO eae Male a aewera DC een amet eee) chosen Huawei as their partner. Today, Huawei’s products Se er set ate 4s Britain, France, Germany, Spain, and Netherlands. Huawei eur Sumit nN Suen ea ee See eee eet ae 2. What are the differences in brand image and value proposition Du eae Tee ed tre eee a ee ere nT ST ene ee GT) oy