华为为何难进美国市场.docVIP

华为为何难进美国市场？ 打印 字体大小: tT 下载 (31.77 KB) 昨天?09:47 In December 1997, Ren Zhengfei and his management team gathered by the fireplace in a Silicon Valley hotel to discuss their recent meetings with a clutch of US technology firms. While their American counterparts headed home for Christmas, the boss of Huawei, the Chinese telecommunications equipment maker, and his team remained at work, analysing what they had seen and heard. In Mr Ren’s vision for global expansion, the US was to be the role model.　　1997年12月，华为总裁任正非和他的管理团队围拢在硅谷一家酒店的壁炉前，讨论最近与一些美国技术企业会面的情形。虽然美国企业的负责人们都已经回家过圣诞，这家中国电信设备制造商的老板和他的团队却仍在工作，对所见所闻展开分析。在任正非全球扩张的愿景中，美国是一个榜样。　　“We must respect them, learn from them, critically carry on [their work],” he concluded in an article praising companies such as IBM and Bell Labs for their innovative power, speed of movement and scale. Ever since, his company has paid up to 3 per cent of its revenue each year to consultancies including IBM, Accenture and Hay Group to model its management systems on US multinationals. “This has helped us develop a common language with customers all over the world,” says a Huawei board member.　　他曾撰文赞赏IBM和贝尔实验室(Bell Labs)等企业的创新能力、行动速度和规模，在那篇文章中他总结道：“我们应尊重他们，学习他们，批判地继承他们。”从那时起，他的公司每年都会投入高达3%的收入聘请IBM、埃森哲(Accenture)以及合益集团(Hay Group)等咨询机构，按照美国跨国公司的模式塑造管理体系。华为公司的一位董事表示：“这帮助我们发展出了一套能与全球客户交流的共同语言。”　　But 14 years on, its love affair with America is on the rocks. While the lessons from Silicon Valley have helped the Chinese company storm markets in Africa, the Middle East, Latin America and Europe – and elevated it to the global number two slot – it has hit a brick wall in the US. Despite $28bn in global revenues, $4.4bn in operating profit and a world market share of 14.2 per cent last year, it has yet to win a single network contract with a leading telecoms carrier in the US.　　然而14年后，该公司与美国的恋情却遭遇坎坷。虽然从硅谷学到的经验帮助这家中国公司在非洲、中东、拉丁美洲乃至欧洲市场攻城掠地，并成长为全球第二，但在美国还是碰了壁。虽然华为去年的全球营收达280亿美元，经营利润44亿美元，在全球市场占据了14.2%的份额，但在美国却仍未从任何一家主要电信运营商赢得一单网络合同。　　 Huawei’s