Once upon a time, Huawei has almost no brand advantage in the international market, and its popularity is not as good as that of those industry giants. Moreover, in this high-tech industry, the product influence of in developing countries is very low. Secondly, although Huawei is a first-class domestic enterprise, in the international competitive environment, its market operations, core technologies, and talent reserves are not as advantageous as its competitors. At that time, the entire domestic market economy was still in its early stages of development. Huawei's business strategy was created in this imperfect mechanism, so it is not applicable abroad. In addition, Huawei has no international talents, which directly leads to its limited experience in developing the international market.
Once again, Huawei faces not only hardships in the process of developing overseas markets, but also war and natural disasters . In addition, cultural differences and separation between the two places are also obstacles that need to be overcome. If employees working hard outside cannot adapt to local life, overseas expansion plans will be hindered. Finally, if other problems can be overcome, Huawei’s own problems will become the biggest obstacle to international competition . After several years of development, Huawei has gradually established its position as a leader in the domestic market. Faced with this situation, the company's management and employees began to have a "small wealth" mentality. For those who are content with the status quo, they are reluctant to take any more risks. Facing overseas competition, lack of fighting spirit is tantamount to suicide.
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