华为怎样才能突破海外禁区

    品牌熟悉度也会发挥作用。七年前，曾经收购IBM笔记本电脑业务的联想（Lenovo）生产的产品在美国国家部门较为敏感的网络中也被禁止使用。但随着消费者和公司逐渐爱上联想的产品，而且美国大型供应商也有意看到联想取得成功，于是忧虑渐渐平息。而华为不同，外国消费者还没有对华为表示维护。2012年，华为智能手机出货量为3,200万台，而其韩国竞争对手三星（Samsung）的智能手机出货量却是华为的七倍。

    公司不妨向另外一家规模更小的竞争对手小米（Xiaomi）学习。小米从籍籍无名变成中国最热门的国内智能手机品牌，法宝就是生产价格低廉的手机设备，而且每周更新其自有操作系统，以取悦科技发烧友。这表明，苹果（Apple）和三星不可能垄断消费者的品味。而华为十分之一的收入都投入到了研发工作，同时具有巨大的规模经济效益，因此华为自然可以参与竞争。

    但这些都不是速效药。华为缺乏三星和苹果在几十年时间内积累的终端用户营销理念。改变公司的治理结构，甚至在纽约或香港上市，可能帮助公司在海外赢得好感，但却可能失去国内的盟友。而且从根本上来说，华为在海外能获得多大的成功还是要取决于政治。但如果高层关系有所改善，华为将会发现，现在采取的自救措施未来终会带来回报。（财富中文网）

    译者：刘进龙/汪皓

    Familiarity would also help. Seven years ago, products made by Lenovo -- which bought IBM's laptop computer business -- were barred for use on the U.S. State Department's more sensitive networks. But since consumers and businesses were already hooked on its products, and large U.S. suppliers had an interest in seeing Lenovo succeed, the fear subsided. Foreign consumers aren't yet fighting Huawei's corner. For every one of the 32 million smartphones it shipped in 2012, Korean rival Samsung shipped seven.

    The company could do worse than look to tiny rival Xiaomi for ideas. The Chinese handset maker has come from nowhere to become one of the country's hottest domestic smartphone brands, mostly by creating attractive handsets cheaply and upgrading its own operating system every week to please tech buffs. That shows Apple (AAPL) and Samsung don't have a monopoly on consumer tastes. There's no reason Huawei, which spends a tenth of its revenue on research and has huge economies of scale, shouldn't be able to compete.

    None of this is a quick fix. Huawei lacks the end-user marketing mentality that Samsung and Apple have cultivated over decades. Changing the company's governance structure -- perhaps even listing in New York or Hong Kong -- might win friends overseas, but lose them at home. And ultimately, the extent of the company's success outside of China will be determined by politicians. But if top-level relations improve, Huawei will find that self-help now pays dividends later.