????品牌熟悉度也會(huì)發(fā)揮作用。七年前，曾經(jīng)收購(gòu)IBM筆記本電腦業(yè)務(wù)的聯(lián)想（Lenovo）生產(chǎn)的產(chǎn)品在美國(guó)國(guó)家部門較為敏感的網(wǎng)絡(luò)中也被禁止使用。但隨著消費(fèi)者和公司逐漸愛(ài)上聯(lián)想的產(chǎn)品，而且美國(guó)大型供應(yīng)商也有意看到聯(lián)想取得成功，于是憂慮漸漸平息。而華為不同，外國(guó)消費(fèi)者還沒(méi)有對(duì)華為表示維護(hù)。2012年，華為智能手機(jī)出貨量為3,200萬(wàn)臺(tái)，而其韓國(guó)競(jìng)爭(zhēng)對(duì)手三星（Samsung）的智能手機(jī)出貨量卻是華為的七倍。

????公司不妨向另外一家規(guī)模更小的競(jìng)爭(zhēng)對(duì)手小米（Xiaomi）學(xué)習(xí)。小米從籍籍無(wú)名變成中國(guó)最熱門的國(guó)內(nèi)智能手機(jī)品牌，法寶就是生產(chǎn)價(jià)格低廉的手機(jī)設(shè)備，而且每周更新其自有操作系統(tǒng)，以取悅科技發(fā)燒友。這表明，蘋果（Apple）和三星不可能壟斷消費(fèi)者的品味。而華為十分之一的收入都投入到了研發(fā)工作，同時(shí)具有巨大的規(guī)模經(jīng)濟(jì)效益，因此華為自然可以參與競(jìng)爭(zhēng)。

????但這些都不是速效藥。華為缺乏三星和蘋果在幾十年時(shí)間內(nèi)積累的終端用戶營(yíng)銷理念。改變公司的治理結(jié)構(gòu)，甚至在紐約或香港上市，可能幫助公司在海外贏得好感，但卻可能失去國(guó)內(nèi)的盟友。而且從根本上來(lái)說(shuō)，華為在海外能獲得多大的成功還是要取決于政治。但如果高層關(guān)系有所改善，華為將會(huì)發(fā)現(xiàn)，現(xiàn)在采取的自救措施未來(lái)終會(huì)帶來(lái)回報(bào)。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/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.