Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

For a company that had one-third of the global population connected through its telecommunications infrastructure and being the third largest smartphone manufacturer, Huawei Technologies Co Ltd’s (Huawei) brand profile was low. The company was attracting a lot of heat from the US, Australia and other countries for its alleged links with Chinese officialdom. Having roots in the communist China with a reclusive founder Ren Zhengfei helming the affairs, Huawei was considered as a Trojan horse for Chinese intelligence activities. Suspicions surrounding Huawei was unwarranted felt many, as the company was independent and they termed it as the US paranoia for protectionism. But within three decades, the company had grown to a leviathan with 150,000 employees, a presence in 150 countries and revenue of more than $39 billion. Falling behind Huawei were giants like Nokia, Sony, Blackberry and Nortel. The Holy Grail for Huawei was to win over the influential US market and improve its brand image and recognition. Attempting to remake itself, Huawei had launched a long-term multi-channel international branding campaign to become a global brand. Would Huawei, handicapped with issues of security concerns, emerge as a global consumer brand loved and trusted by its consumers? Would its global branding push help the company to take on the world?
Location:
Other setting(s):
2015

About

Abstract

For a company that had one-third of the global population connected through its telecommunications infrastructure and being the third largest smartphone manufacturer, Huawei Technologies Co Ltd’s (Huawei) brand profile was low. The company was attracting a lot of heat from the US, Australia and other countries for its alleged links with Chinese officialdom. Having roots in the communist China with a reclusive founder Ren Zhengfei helming the affairs, Huawei was considered as a Trojan horse for Chinese intelligence activities. Suspicions surrounding Huawei was unwarranted felt many, as the company was independent and they termed it as the US paranoia for protectionism. But within three decades, the company had grown to a leviathan with 150,000 employees, a presence in 150 countries and revenue of more than $39 billion. Falling behind Huawei were giants like Nokia, Sony, Blackberry and Nortel. The Holy Grail for Huawei was to win over the influential US market and improve its brand image and recognition. Attempting to remake itself, Huawei had launched a long-term multi-channel international branding campaign to become a global brand. Would Huawei, handicapped with issues of security concerns, emerge as a global consumer brand loved and trusted by its consumers? Would its global branding push help the company to take on the world?

Settings

Location:
Other setting(s):
2015

Related