FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY ii

Factors Affecting Huawei’s International Market Entry

by

Name of the Class

Professor

Name of the School

City and State

Date
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 1

CHAPTER ONE

INTRODUCTION

There are three basic categories of foreign market access modes: export, contractual, and
investment-based. Direct or indirect exporting; franchising; licensing; joint-venture; partly
or completely owned foreign subsidiary; management contracting; and contract
manufacturing are all examples of market entrance approaches. As part of a larger decision
process category known as market servicing choices, market entrance mode selection is a
specific example (Barker & Kaynak, 2002; Benito & Welch, 2004).

There are three basic approaches to selecting an entry mode that Root (2004) identifies:
selection in the absence of any market entry strategy, or "the sales approach," characterized
by short time horizons, few product adaptations, and no effort to control overseas
distribution; selection in accordance with an existing market entry strategy (naive or
pragmatic rules), and selection which considers some strategy rule.

All business interactions between two or more areas, countries, and nations outside their
political borders, including private and governmental, sales, investments, logistics, and
transportation transactions are referred to as International Business (IB). Governments, on
the other hand, often engage in such transactions for both economic and political gain. The
term "International Commercial" refers to business activity that take place between two or
more countries. A wide range of economic resources may be exchanged for the creation of
physical products and services such as financial and insurance services and building (Joshi,
2009).

Problem Statement

In keeping with the trajectory of the US−China trade war, the US Department of
Commerce imposed regulations that effectively banned the Chinese high-tech companies
Huawei and ZTE from trading with US companies for security reasons. The Entity List,
which effectively bans export to US companies, contains many manufacturing and ICT
firms, including Huawei. The reason for the ban was security concerns that Huawei’s ICT
equipment may be connected to critical information leakage. Huawei and the affiliated
companies that are its R&D bases have been also included in the Entity List in order to
weaken R&D activities that are Huawei’s strength. Consequently, the US has essentially
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 2

declared that it will not import Huawei equipment for 5G, the next-generation
communication standard, and there is a growing movement to exclude Huawei from
Japanese companies as well. Regarding smartphones that have been a mainstay of the
company’s profits in recent years, it is expected that the main software (email, maps, and
so on) provided by the US firm Google will no longer be usable on any Huawei devices
sold overseas, which will be a major pain point for selling smartphones in overseas
markets.

Research Objective
1. Telecommunications marketing mix effects on entrance strategies will be examined in
this study.
2. To determine how the environment influenced Huawei Kenya's decision to enter the
market in this manner.

Scope of the study

In all, 88 managers from 49 Huawei stores will be surveyed. Questionnaires were used to
gather data, and the researcher herself administered them. Due to a lack of participation
from respondents, researchers will seek help from the institution's top management to
ensure that the surveys are completed.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 3

CHAPTER TWO

LITERATURE REVIEW

The Impact of Marketing Mix on Entry Strategies in the Telecommunication

The marketing mix, as defined by Doyle (2002), consists of four components: product,
pricing, promotion, and location. In order to accomplish their goals, retail establishments
make use of it. According to Baker (2005), marketing mix, is the only approach to provide
complete customer happiness while both increasing revenue and market share.

Figure 2.1: The promotional mix.

Source: Crosier (2003)

 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 4

Product

For Kotler (2008), a product is anything that can be advertised, acquired, or used, or that
meets a consumer's need or desire. Products may be anything from a tangible item to an
organization or even just a concept. The goal of a product is to meet the demands or
desires of the consumer. A product may be categorized as either a consumer good or a
business good, depending on whether it's intended for personal use, pleasure, or both
(Ferrell & Hartline, 2007). Products and services that are differentiated from those of their
rivals by virtue of their distinctive features and benefits are called "products" Svatopluk
and Ljuba (2006). Design, brand image, technology, features, customer service, and dealer
network may all be used to differentiate products (Arthur., Lennoe, & John, 2006).

Place

According to Pitta (2008), a company must be able to attract clients to a retail location by
making it easy for them, conveniently accessible, and safe for them to enter and depart.
Convenience is a key factor for customers when making purchases (Sohel., Abdullah., &
Aminul., 2014). A retail business's location is regarded a significant part of its overall mix
since it takes time and money to select the ideal site (Kotler 2008). Choosing the right site
for a retail store means finding a spot with easy access to parking, loading docks, and other
support services like banking. Since customers may visit smaller, more convenient retail
shops for quick stopovers and bigger, more convenient stores for regular shopping visits or
24-hour malls, the location of the business influences the time of shopping journeys.
According to the sort of clientele, Huawei outlets are strategically placed (Business Day
2002).

Promotion

A variety of promotional actions aimed towards the eventual client are included in the use
of promotion. TV, radio, printed materials, in-store advertising, and in-store navigation are
examples of promotional activities (Doole & Lowe, (2008); Burt, (2007)). (2011).
Customers' purchase decisions are influenced through promotions, which are short-term
marketing events designed to influence consumer behavior. The ultimate goal is to help the
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 5

merchant or manufacturer meet its marketing goals (Kotler, 2000). The retail marketer uses
in-house promotional activities such as customized displays, in-store promotions, and
appealing and inventive packaging, according to Will (2005).

Price

Pricing is an important part of the marketing mix since it indicates the revenue a business
obtains per unit of sale of the product or service being sold, according to Jobber (2001). To
put it another way, income comes from the pricing, while costs come from the other
factors. According to Thuo (2008), pricing encompasses more than just the money spent by
the customer. It also contains any financing programs, discounts, special offers, and
delivery modifications for manufacturers and retailers utilize pricing methods including
cheap pricing, high low pricing, and hybrid pricing (combination of high low and low price
techniques) according to Hosken (2000), Hosken and Reiffen (2001), Hansen (2006), and
Ellickson, and Misra (2008). Pricing strategies in the retail sector are further subdivided
into three main categories: demand, cost-oriented pricing, and competition-oriented
pricing. Retailers nowadays are experimenting with a variety of pricing models in an effort
to find the one that leads to the most sales and improves their overall retail mix. (Grewal,
Roggeveen & Nordfalt 2014). Profitability has become a major concern in the retail
business due to the razor-thin margins that merchants operate on (Bolton, Shankar &
Montoya 2007).

Environment Factors affecting Market Entry Mode Adopted

Economic and Social Factors

Businesses must be aware of external developments in order to have a competitive edge,

according to Isik (2013). The macroeconomic climate may influence a company's strategy
and direction (Thompson, 2008). Lawmaking by the government often has the potential to
have an impact on business practices, for better or for worse. Social concerns and lifestyle
shifts have an effect on the telecommunications business. Social and cultural elements that
influence the success of Kenya's telecommunications business include attitudes toward
work, safety, and the distribution of money (Smith-Hillman, 2007).

Competition

Researchers concluded that the performance and entrance of new multinational businesses,
suppliers, customers, product replacements, as well as a rise in rivalry among existing
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 6

firms are all at risk due to a set of characteristics identified by Sheehan (2005) as affecting
the industry's attractiveness. The capacity of other firms to compete effectively and to alter
their performance in the industry is harmed by the existence of anti-competitive actions in
that industry (Okoth, 2012). There will always be an acquisition plan in place for emerging
international corporations, according to Kwama (2010a). Customers are drawn to their
items because they are priced cheaper than their rivals', allowing them to compete better in
the market.

Cost of Licensing

Class licenses and exemptions have been included in the Electronic Communications Act
to make the licensing procedure easier for new entrants in specific categories as well as for
the regulator to manage, according to a study conducted by Esselaar, Gillwald, Moyo and
Naidoo (2010). The issuing of permits for a new entry is often a barrier since the procedure
is sometimes long. Separate government agencies and regulatory organizations provide
authorized status, which comes at a hefty cost. These new international firms are forced to
revise their rollout plans because of government delays
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 7

CHAPTER THREE

RESEARCH METHODOLOGY

Research Design
This study employed a descriptive research approach. In order to discover the fundamental
concepts, the researchers used content analysis as a study approach (Denscombe, 2006).
Researchers employed descriptive study approaches to acquire information to synthesize,
present, and evaluate data with the aim of clarifying the findings (Maylor & Blackmon,
2005).

Population and Sampling Design.

Population.

To pick a sample from a population, the researchers must know what they're looking for
and what they're studying (Booth, Roberts & Sikes, 2011). According to the director of
human resources, the study's target population was 88 managers at 49 Huawei outlets in
Nairobi. It was possible to get a representative sample of the various competing strategies
from this population. They were chosen as responders because of their expertise of the
company's overall operations and their in-depth knowledge of specific choices made by the
company's management.

Sampling Design.

Taking a representative sample from a larger group, such as the complete study population,
is known as sampling (Denscombe, 2006). Using a smaller sample size minimizes time and
money required to finish the research; the results are almost identical to those of the
population being studied. Maylor and Blackmon (2005a) argue that sampling is more
accurate than a census since it allows for a smaller sample size. In addition, by focusing on
a smaller number of instances, you will be able to gather more precise information.

Sampling Frame.

A sampling frame is a list of all the elements in the population from which the sample is
drawn (Maylor & Blackmon et al, 2005). It is a complete list of everyone or everything to
be studied. The sample of the study will involve managers from Huawei Outlets in
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 8

Nairobi. Based on Huawei data base there are around 49 outlets located in Nairobi and
each outlet has two managers hence giving us a total population of 88 respondents

Sampling Technique.

The survey's expenses were cut by addressing the various groups independently via the use
of random sampling (Cooper & Schindler, 2006). As a result, the researcher was able to do
in-depth study on an issue with high precision and suitability for a diverse group of people
(Cooper & Schindler, 2003). The overall population of 88 managers necessitated a
thorough census since the population was small and diverse.

Sample Size.

A sample is a subset of a larger population that is intended to be studied (Kothari, 2008).

According to Booth et al. (2011), a representative sample should include at least 10% of
the target population in order to provide reliable findings. According to Kombo and Tromp
(2006), a descriptive study's sample size must include at least 30 participants in order to
provide reliable findings. It is the amount of observations from a sample that determines
the sample size from the original 88 managers, the overall population was fewer than 100,
and a sample comprised all of the responders. A hardcopy and a softcopy questionnaire
were used to conduct an exhaustive count. Employees and particularly supervisors were
the primary targets since they were knowledgeable of Huawei's strategy.

Data Collection Methods

Respondents were asked to complete open- and closed-ended questionnaires in order to

gather primary data. questionnaires were preferred because they were less expensive, and
their use of structured questions ensured that all respondents provided consistent data.

As part of the evaluation process, each responder was provided with a rating scale of one to
five on a range of 1 (Greatly Agree), 2 (Agree) to 3 (Neutral), 4 (Disagree) to 5 (Strongly
Disagree) (Greatly Disagree). Demographic questions included things like age, gender,
marital status, education level, management position, and length of time employed by the
business in the first phase of the survey.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 9

To answer the particular goals of the study, Huawei's market entrance strategy was
examined in the second, third, and fourth sections of the report. While the dependent
variable was the focus of the previous section.

Research Procedures

In order to eliminate interviewer bias, the questionnaire was conducted using a drop-and-
pick approach. To check the impartiality and clarity of the items, a prototype questionnaire
was constructed and delivered to five respondents. The final questionnaire incorporates any
and all feedback and recommendations received during this process.

Surveys were distributed by hand to participants so that they could complete them at their
own pace and not be bothered by other people. The questionnaire's comprehensive
instructions helped the researcher clarify and explain how to answer the questions (Kombo
& Tromp et al, 2006). It was necessary for the researcher to conduct just a few initial
interviews to verify respondents' employment status and to address any questions that
arose during data collection about who should receive the surveys (McNamara, 2009)

Techniques for Analyzing Data

The study's variables were coded to make data input and interpretation easier. For the
purpose of describing the data, SPSS and Excel were employed. Data was analyzed using
descriptive statistics and presented in the form of percentages, means, standard deviations
and frequencies using the Statistical Package for the Social Sciences (SPSS). With the use
of SPSS, we were able to total, compute percentages, describe, and interpret the data in
light of the study's goals and assumptions. For this purpose, the researchers used regression
and correlation analysis to examine the relationships between the variables. Tables, graphs,
and pie charts were used as required to convey the information. When displaying the
gathered data, tables and figures were an excellent choice since they made understanding
and analyzing the information much simpler.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 10

CHAPTER FOUR

RESULTS AND FINDINGS

Response rate

Only 80 managers were selected to participate in the survey, which yielded a response rate
of 91 percent, as shown in figure 4. In order to get a high response rate, the researcher
enlisted the services of a director to distribute the questionnaire.

80

response non response

Figure 4.1: Response Rate

Demographical Attributes
As emphasized in the following sections, the results on demographics are discussed in this
part.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 11

Age

Figure 4.2 shows that 9 percent of respondents were under the age of 25, while those
between the ages of 25-30 accounted for 59 percent, those between the ages of 31-35 stood
for 19 percent, and those above the age of 35 accounted for 14 percent of the total
respondents. This indicates that the company has a group of youthful and enthusiastic
personnel that are capable of leading the company into the future..

59
60
47
50
40
30
19
15 14
20 11
7 9
10
0
Below 25 25-30 31-35 Above 35

frequency percentage

Figure 4.2: Respondent Age

Gender
Male respondents comprised 51% of the sample, while female respondents comprised
49%. Indicating that the organization places a high value on gender equality.

39

41

Male Female

Figure 4.3: Gender

Marital Status
Figure 4.4 shows that 74% of respondents were married, compared to only 21% of those
who were single, based on their marital status.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 12

Figure 4.2 4.4: Marital Status

Education
Figure 4.5 shows that just 14 percent of those surveyed had a diploma, whereas 81 percent
had a degree, and only 5 percent had a postgraduate degree. This indicates that the
respondents had a good level of literacy, and hence were able to understand the questions
in the questionnaire.

5
Percentage 81
14

4
Frequency 65
11

0 10 20 30 40 50 60 70 80 90

Postgraduate Degree Diploma

Figure 4.5: Education

Work experience
Five percent of individuals surveyed had less than a year of work experience, according to
the results of the survey. Those between the ages of 3 and 7 accounted for 33% of the
population, while those between the ages of 8 and 17 accounted for only 4%. Respondents
were able to properly answer the study questions because they have the required expertise.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 13

Figure 4. 6: Work experience

Management Level
Analysis of the management level revealed that those who held top level management
were 8%, those of middle level were 66% and the low level were 26%. This implies that
the respondents had the necessary experience to effectively answer the research questions.

Figure 4. 7: Management Level

4.4.1 Descriptive of Influence Environment in Determining Market Entry Mode

From the analysis, the findings revealed that most of the respondents strongly agreed that
social and cultural issues affected Huawei performance (1.85). It was also agreed that
while economic factors such as inflation and availability of disposable income influence
performance of the company (2.01), it was also agreed that suppliers, buyers, product
substitutes and increase in competition among other companies affects Huawei’s
performance (2.13). It was also noted that heavy taxation on mobile operators has led to
unnecessary excessive cost of services for consumers (2.23) while Huawei has used low
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 14

price strategy to price its products (2.40). The use of bidding process to get a license has
affected entry of new companies into Kenya communication industry (2.60) while
existence of anti-competitive practices has affected Huawei’s competition (2.60), and
corruption and lack of transparency affects the issue of licensing (2.62) as shown in Table
4.2 as follows.

Table 4.2: Descriptive of Influence of Environment in Determining Market Entry

Mean SD
Variable

Has the company's success been affected by issues such as inflation and
2.01 1.227
the availability of discretionary income?
Has Huawei's performance been impacted by social or cultural issues? 1.85 1.092
The problem of licensing is impacted by corruption and a lack of 2.62 .933
openness.
It has been hindered by the usage of the bidding procedure for obtaining
2.60 1.318
a license in communications business.
Anti-competitive practices have harmed Huawei's ability to compete in
2.60 1.186
the market.
Consumers have been hit with inflated prices as a result of excessive 2.23 1.211
taxes.
The question whether or whether Huawei has employed a low-cost 2.40 1.165
pricing strategy for its goods.
Huawei's success is impacted by suppliers, purchasers, product
2.13 1.151
alternatives, and a rise in competition among other businesses.
Performance of Telecommunication Sector
As part of this research, a five-point Likert scale was used to assess the
telecommunications sector's performance, with respondents asked to rank their opinions on
a scale of 1 (greatly agree), 2 (agree), 3 (neutral), and 4 (disagree) (greatly disagree).
Descriptive on Performance of Telecommunication Sector

The survey found that the majority of respondents strongly agreed that the
telecommunications sector's development is negatively impacted by the changing tastes
and preferences of consumers (1.76). (1.78). Telecommunications industry performance is
influenced by technological advancements (1.91).

There are rules in place to restrict inter-firm competition (2.01), as well as a growth in
investment in technology and research and development in the industry (2.26) as indicated
in table 4.4, according to the responses.

Table 4.4: Descriptive on Performance of Telecommunication Sector

Variable Mean SD
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 15

There is a rise in the amount of money being invested in technology

and R&D in the industry. 2.26 1.319

Could there be a rule in place to keep an eye on the level of inter- 2.01 .974
firm competition?
Having a devoted customer base influences the success of the
telecom industry 1.78 .763

The telecommunications industry's expansion is hampered by

shifting consumer preferences. 1.76 .733

The performance of the telecommunications industry is affected by

changes in technology. 1.91 1.009

Inferential Statistics
Reliability test
Reliability was assessed using a Cronbach test. An alpha of at least 0.70 was regarded
acceptable, and the results showed that Cronbach's alpha values for all of the standardized
items were over 0.7 (Entry strategy= 0.982, environment factors= 0.986, Solutions=0.980,
and performance of telephonics=0.976)
Table 4.5: Cronbach Reliability Test
Variable Cronbach's Alpha Based N of Items
on Standardized Items
Entry strategy .982 7
environmental factors .986 8
Solutions .980 8
performance of telecommunication .976 5
4.7.2 Correlation Analysis

The research found that the performance of communications was positively connected to
entrance method (r=0.955, p0.05), environmental elements (r=0.972, p0.05), and solutions
(r=0.965, p0.05). As shown in table 4.6, every positive adjustment in the independent
variables (entrance method, environmental conditions, and solution) resulted in an equal
and opposite increase in telecommunication performance.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 16

Table 4.6: Correlation Analysis

Performance of Entry Environmental Solutions
Variables Telecommunication Strategy Factors
**
Performance of 1 .955 .972** .965**
Telecommunication .000 .000 .000
.955** 1 .993** .971**
Entry Strategy
.000 .000 .000
Environmental .972** .993 **
1 .984**
Factors .000 .000 .000
.965** .971** .984** 1
Solutions
.000 .000 .000

Regression Analysis

The R squared value was 0.952, which showed that 95.2 percent of the difference in
performance of telecommunications was driven by changes in entrance strategy,
environmental variables, and solution as shown in table 4.7.

Table 4.7: Model Fit

Model R R Adjusted Std. Change Statistics
Square R Square Error of
the R F df1 df2 Sig. F
Estimate Square Change Change
Change
1 .976a .952 .950 .20482 .952 504.807 3 76 .000

The performance of telecommunications versus solutions, entrance strategy, and

environmental factors was analyzed. Results showed that the F value was 504.807 yet was
statistically significant, with the p value being (0.000), which indicates that there is a
positive linear connection between the performance of the telephone system and various
elements that impact the entrance of the telephone system.

Table 4.8: ANOVA of Telecommunication's performance and covariates

Model Sum of df Mean Square F Sig.
Squares
Regression 63.530 3 21.177 504.807 .000b
1 Residual 3.188 76 .042
Total 66.718 79
Telecommunications system performance is a dependent variable.
Constant, solutions, marketing mix, and environmental elements are all constant
predictors.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 17

Telecommunication (Beta 0.006, p >0.05), against solutions (Beta 0.110, p >0.05),

marketing mix (Beta - 0.507, p 0.05), and environmental variables (Beta 1.199, p 0.05)
were found to have the lowest coefficient of variation (Table 4.9).
Table 4.9: Telecom's Coefficient of Performance, as well as other factors
Model Unstandardized SC t Sig. Collinearity
Coefficients Statistics
B Std. Beta Tolerance VIF
Error
(Constant) .006 .072 .084 .933
Market Mix .507 .180 -.606 -2.821 .006 .014 73.439
1 Environmental
1.199 .240 1.446 4.995 .000 .008 133.333
Factors
Solutions .110 .124 .130 .883 .380 .029 34.283

It's now clearer how Table 4.9's equation (Y= β0+ β1X1 + β2X2 + β3X3) may be
reworked: (Y= 0, 0.006 +10.507X1 + 1.199X2+ 0.110X3)

Y is the dependent variable in this scenario. Telecoms sector performance, X1–Entry

Strategy X2–Environment X3–solutions

Telecommunications sector performance was determined using the regression equation in

Table 4.9, which found that only entrance strategy and environmental variables were
relevant.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 18

CHAPTER FIVE
DISCUSSION CONCLUSIONS AND RECOMMENDATIONS

Discussion

Huawei has used product differentiation, according to the results, according to the vast
majority of respondents (1.80). Customers' needs and desires can be met through products
provided by companies. It is important to note that consumer products can be bought for
personal use or enjoyment, as well as business products that can be sold or used in the
workplace. As a result, many businesses have turned to product differentiation to create
goods and services that stand out from the competition and are valued by customers
(Svatopluk & Ljuba, 2006). Differentiation can be achieved in a variety of ways, according
to Arthur, Lennoe, and John (2006). These include design, brand image, technology,
features, customer service, and dealer network, to name just a few. According to the
findings, the use of point of purchase has established a link between consumer and trade
sales promotion (1.96).

Conclusion
In order to gain a leg up on the competition, the company has joined trade associations and
started using marketing intelligence. The business also understands the importance of its
employees, and as a result, it works to motivate and uplift their spirits. Performance can be
improved through the use of best management practices, networking, and market
intelligence.

Recommendations
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 19

In order to remain competitive in today's dynamic market, Huawei must conduct a

thorough situation analysis, build strong relationships with suppliers and buyers, and make
significant investments in R&D. When it comes to pricing its goods, Huawei should not
just rely on a low-cost approach, but also include innovation.

Participation in trade organizations and exhibitions is essential for Huawei to continue to

develop its sales and market share. To stay competitive in the market, the company should
also enhance its usage of marketing information. An increase in employee motivation is
needed in order to maintain a high level of productivity. Market intelligence is an essential
part of Huawei's strategy to grow the market and have a better understanding of the
external environment.

Recommendation for Further Studies

Huawei was the subject of the research, which tried to identify the issues that impeded
Huawei's entrance into the global telecommunications market. As a result of these
discoveries, Huawei as a telecommunications firm has exploited product differentiation in
the world, which has influenced its performance. Corruption and a lack of openness have
also been recognized to have an impact on the problem of licensing. Further research is
needed so that the results may be generalized to different telecommunications-related
organizations.
 FACTORS AFFECTING HUAWEI’S INTERNATIONAL MARKET ENTRY 20

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