| In the end of 20th century, with the implementation of China's Open-door policy, domestic telecommunication infrastructure enterprises developed fast, although this market was always monopolized by overseas companies. At that time, many Chinese companies started their business with SPC exchanges, such as Huawei, ZTE, Datang Telecom and Julong. But now these companies have different strategic development processes. Through the study and comparison of the strategy of these four companies, this paper wants to summarize the successful experiences, analyze the trend of telecom industry, and propose advice to the future development of telecom infrastructure enterprises.Preface introduced the background, purpose, quoted theory, methods and frame.Chapter two started with the technical terms related to telecom industry, introduced the development history, characteristics, leading enterprises both home and aboard of telecom infrastructure industry.Guided by the "product-market" development strategic theory of Ansoff, Chapter three analyzed the strategic development history of the four companies, namely Huawei, ZTE, Datang Telecom, and Julong. From this chapter you can see different strategic choices led to different performances.Chapter four compared the development strategy adopted by the four companies in five levels. Firstly, overall evaluation is analyzed. Secondly, the commonness and otherness of Huawei and ZTE was compared; Thirdly, it summarized the successful experience and failure lesson of Datang Telecom; Fourthly, it demonstrated that the bankruptcy of Julong attributed to their having no long-term strategy. Finally, the paper compared the four companies together and summarized the suggestions leading to success.Chapter five analyzed the development trend of telecommunication industry, and used SWOT model to analyze the strength, weakness, opportunities and threats of China's Telecom infrastructure enterprises. Finally, some advice for this industry's development was proposed. |
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