“By continuously strengthening cooperation with local partners, Huawei is gradually expanding its visibility and credibility in the US market”, said Shen Jingyang (Victor Shen), CEO of Huawei Enterprise USA.
As one of the world’s leading manufacturers of telecommunications equipment, Huawei has been successful in Europe, India, Japan and emerging markets generally. Its commercial LTE solutions have been deployed in more than 100 capital cities and nine financial centers worldwide, according to Shen.
However, Huawei’s business in the US has been hampered by the “security concerns” of the US government.
But Huawei has not given up the US market. On the contrary, it adopts a series of new strategies to meet the challenges.
“We considered ourselves as a startup in the US,” Shen said in a recent interview with Xinhua.
“We decided to put our advantage and strength on only 10% of the US market,” said Shen, after doing a subtraction on their business area and put aside those hard, non-realistic and sensitive ones.
Huawei now is trying to cultivate clients in retail, education, media & entertainment industries and Chinese companies.
The “subtraction principle” helped Huawei focus on certain part of the big market and build closer connections and partnerships with over 100 customers by providing personalized solutions, and delivering a superior user experience.
Sears, one of the US leading retail enterprises, decided to use Huawei’s technology and equipment when upgrading hundreds of stores’ network. Northern Michigan University, Crowley Independent School District in Texas and Digital Domain, a visual effects and digital production company in Hollywood, accepted storage, internet solutions and other services provided by Huawei.
The US has huge demand for consumer electronics, said Shen, representing about 40%, or US$60 billion, of the world’s annual market, all accessible to Huawei.
In such a well-developed market, Huawei faces tough competition. “Our major local competitors have first-class technology, management experience and tens of thousands of partners,” Shen told Xinhua, “we compare them to giant and leafy trees which cloud sunshine needed for plants growing underneath.”
In order to make a breakthrough, Huawei sought and valued its local partners and employees.
“We now have a lighthouse project, which is to find lighthouse partners in each area,” said Shen. “We’d like to share our market advantage with them and provide them with our training and technical support, so as to gain brand and market influence while ensuring healthy, sustainable, and effective growth for both sides.”
“The success of our partners is like bright lighthouses,” said Shen. “They could help Huawei develop an ecosystem in targeting the market to attract more partners and clients to cooperate with Huawei.”
Shen is confident to lead the company through the difficult situation and to be a healthy “sapling” in the competition with “big trees.”
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