Recently, Asia News Agency President Xu Jingbo’s speech at the “15th China Manufacturing International Forum” triggered a wave of public opinion. According to him, "Huawei's mobile phones have developed rapidly in recent years. You must know that Huawei's mobile phones are basically developed in Japan...more than 400 Japanese mobile phone engineers have been recruited to help Huawei develop smartphones. Huawei's mobile phone research and development is so good. It’s because we use Japanese people and Japanese technology.”
On the Internet, these remarks quickly aroused public opinion. In fact, Huawei's Japanese R&D center is only one of its more than ten R&D centers around the world. According to the "2017 Global Enterprise R&D Investment Ranking" released by the European Commission's official website, this ranking survey counted 2,000 global enterprises in the 2017 fiscal year. Among the research and development (R&D) expenses invested by many important companies, Huawei ranks sixth in the world with 10.4 billion euros.
Huawei’s R&D globalization has gone a long way: Over the past thirty years, the path of establishing Huawei’s overseas R&D centers has evolved to become a technology company in China that is building and realizing transnational technology R&D. Up front, Huawei is not only a communications giant, but also the “king” in R&D overseas.
The reason why Huawei is Huawei was not built in a day. Huawei's road to becoming a giant is based on the construction of a global value chain, and the core of this is the global layout of technology.
As a company from a developing country that extends its value chain overseas, Huawei has adopted a different approach from multinational companies in developed countries that spread technology to developing countries. These institutions improve product production and process processes to produce products or services that better meet local needs.
From the perspective of the company's competitive strategy, the purpose of the innovation network established by the company on a global scale is to maximize the use of global advantageous R&D resources, thereby reducing innovation costs and R&D risks, and utilizing innovation The Internet creates new knowledge and technology and improves the core competitive advantages of enterprises.
What is different from these companies in developed countries is that Huawei's global innovation process drives the globalization of production and sales through the globalization of R&D innovation activities, thereby realizing the cooperation and sharing of superior resources.
Huawei's philosophy in the global innovation strategy is to start from R&D activities and continue to improve its innovation capabilities and technical level by learning and sharing the successful experiences of leading companies, ultimately driving the globalization of the company as a whole.
Huawei's global innovation cooperation is to attract the best "things" from one place to apply to the world through the construction of a global industrial chain. This is both localization and globalization. operation.
As Ren Zhengfei once said to the media, "Huawei has always been a global company. Huawei is not a local Chinese company. After hard work and strength, it will then 'internationalize' and then develop globally." Colony. Huawei is a global company. From the beginning, we have integrated global resources to produce the best products to serve people around the world and create value for mankind.”
From this classification we can analyze. , the reasons why Huawei established R&D centers overseas can be attributed to three points:
First, in order to surpass its competitors in technology, Huawei established R&D centers near its competitors Ericsson and Cisco to poach competition. Opponent’s core talents;
The second is to “go global with technology” and use technology to open up the market. In the initial catch-up stage of the market, Huawei only needs to benchmark its competitors and continue to imitate and learn from them. At present, Huawei has changed from a chaser to a leader. The traditional strategy can no longer continue. Huawei must predict and explore future technologies on its own and become a benchmark for the industry;
The third is to control the technological trends in important market locations. and preferences. At a stage when overseas markets are as important as domestic markets, through the establishment of R&D center branches, we can obtain the highest quality and most suitable local talent and technology flow.