Huawei’s Pricing Strategies in Global Marketing

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Nowadays, various telecommunication equipment is following the trend of technological and scientific development while continuing to provide a steady power stream for information and economic globalization. Huawei Technologies Co., Ltd. provides telecom operators with different network solutions, and its mobile phones and other products have gradually achieved the international level (Dmitrijevs 1138). The purpose of this paper is to discuss Huawei’s pricing strategies in global marketing.

The fact that Huawei is a rather prosperous company that is known all over the world proves that its leaders know and use various successful marketing strategies. First of all, “Huawei often adopts a fast-penetrating new product pricing strategy, uses low prices and strong promotional efforts” (Dmitrijevs 1138). Moreover, the company determines the characteristics of the competitors’ goods and releases its own unique product that can be more attractive and profitable for buyers. It helps Huawei quickly occupy the market and its increasing share as well as allows foreign customers to get domestic products with the shortest time and the fastest speed.

Though the company has a good pricing strategy, there are some disadvantages in it that are not letting it increase its performance. People’s financial ability is improving, and high-quality and high-priced products are getting recognized. However, Huawei is trying to gain a share of the European mobile phone market through the low-price penetration, and then increase the prices (Dmitrijevs 1140). Since European consumers are more interested in the products’ quality, it is better for the company to reconsider its development plan. Though adopting a new pricing strategy is unnecessary, it is better to review its steps and either introduce a number of completely unique products or reduce the prices.

Work Cited

Dmitrijevs, R. “Research on Marketing Strategy of Huawei Mobile Phone in European Market.” Open Journal of Business and Management, vol. 8, no. 3, 2020, pp. 1138-1150.

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