Huawei Case Study

HTC’s competitive position is not sustainable. In fact, the disappointing financial performance in Q1 2012 and the increasingly decreasing operating margin all points to a slower growth. Besides the statistics, HTC also face several imminent threats, such as the popularity of Samsung and Apple’s smartphone offering, the increase in competitors in the smartphone market, the shift in market, from operator push to brand pull, and the ongoing patent war with Apple. However there are also opportunities HTC can take advantage of to keep its competitive position. The opportunities are presented in the high growth rate of Smartphone Market, 61% in 2011, and the lack of well made Android Tablet.

Soldiers follow clearly-defined tasks and are motivated to move up through the hierarchy. This is the right paradigm for situations where there is an accepted mission and culture, extensive training, and authoritarian direction is needed for large groups of people who cannot all directly communicate with each other. • The architect and builders – This model consists of “creative collaboration among groups of diverse builders that have been recruited by visionary architects to bring a seemingly impossible dream to life,” say Quigley and Baghai. “Their visions are so innovative and ambitious that they can’t be achieved simply by using conventional means, so builders often need to reinvent and rethink ways to achieve them.” This paradigm is great for continuous innovation and pushing people beyond their normal boundaries. • The captain and the sports team – This model has minimal hierarchy and the team has strong camaraderie and trust, acting “like a single cohesive and dynamic organism, adapting to

Selecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources.

Microsoft is a multinational corporation of the United States; It specializes in developing, manufacturing, trading software licenses and supporting a wide range of computer related products and services.. In terms of revenue, Microsoft is the world's largest software maker. It is also called "one of the most valuable companies in the world".

Foxconn has factories in Asia, Europe, Mexico and South America why is it that only China’s Foxoconn was in highlight and not any other country? While the Chinese factories happened to be the

“We always keep on pace with the demand of our end customers, delight them through continuing maintain a close relationship between manufacturing, ongoing Research and Development as well as working closely with supply chain and outsourcing partners, to provide cost-effective, high-quality Smart phone, wireless devices and software to our customers, internationally. Constant Training and Development program and strong culture practices are held to motivate the employees, also, to ensure infinite innovation and creation come out from them. Most importantly, offer attractive

Huawei Technologies is a private high-tech enterprise which specializes in research and development (R&D), production and marketing of communications equipments, and providing customized network solutions for telecom carriers. Huawei is also using high technology including internet based information systems for the production and quality control purpose. We divided Huawei Information Technologies into four parts.

A company’s strengths are found within their own company and members. Depending on how well and to what extent a company uses its resources determines just what its strengths are. These strengths may be what they do better than other companies, what they do different from other

For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive

Through an internal environment analysis, companies can identify and understand their own unique resources, capabilities, and competencies that are required for their sustainable competitive advantage. Resources, capabilities, and core competencies are the foundation of competitive advantage. There is no competitive advantages are permanently sustainable in any companies, so they have to consist on their current advantages and develop new advantages by internally understanding and analyzing their resources and capabilities. Competitors have their own unique resources, capabilities, and core competencies to create values for their customers. Both tangible and intangible resources, which include individual, social and organizational phenomena, are combined to generate capabilities. In turn, company’s capabilities are used to build core competencies. Also, core competencies are as a source of competitive advantage for a company to win in the competitive market.

Another strong point is their management and corporate governance. On top of everything we find Elon Musk who is renewed around the world for its genius and entrepreneurship. Musk leads a team of the best minds in the field. Employees believe in the company and higher management personnel gets stocks.

Cisco System becomes a $12 billion high-technology company with over 47,000 employees in not less than 54 countries of the world due to its strategic management policies and practices among which is diverse

Nokia’s aggressive strategy to dominate mobile communication cluster would be the main reason how Nokia could become a world leader in the sector among other reasons. Nokia’s passion for mobile communication industry was great enough to give up more than 40% of its revenue in is pre-owned communication industry to concentrate only in mobile communications. Nokia was also lucky enough to see the possibility of mobile communication early enough to predominate the industry and prevent any competition from

Huawei also pitched the fact that any Cisco-trained engineer could operate the Quidway router with ease. Cisco’s rise to the leadership in networking equipment and technology was the result of many years of diligent, hard work and creativity. Cisco holds several patents, copyrights, and trade secrets that are critical to its success. Huawei, on the other hand, chose to make shortcuts and had complete disregard for the sanctity and legality of intellectual property. In fact, Huawei’s Vice President confessed that “all the world’s leading equipment suppliers are our learning modules.”[1] Can Huawei’s belief in “learning” from their competitors and Cisco’s belief that Huawei stole and copied intellectual property be attributed to a differing ethical perspective due to culture? We will discuss this in Section 3.

Motorola is a global communications leader that is divided into six business units: semiconductor products sector (SPS), broadband communications sector (BCS), integrated electronic systems sector (IESS), commercial, government and industrial solutions sector (CGISS), global telecom solutions sector (GTS), and the personal communications sector (PCS). Motorola was formed in the late 1920’s by two brothers; Paul and Joseph Galvin, since that time the company has undergone numerous changes. Today they are located in about 70 countries and are still one of the top electronic manufacturers.