How Huawei is working to soften its image Video
How Huawei is working to soften its image Video Transcript
I'm -- -- with CNET and I'm here with John rose Janet runs North American operations. By the RD operations -- why waste -- giant. Telecom company that that -- Americans don't know much about. Tell you how while -- -- more inroads with US carriers. Well I think that the biggest way for us to make more inroads with US carriers -- -- actually engage more with the overall US market so. You know the last year we've launched an enterprise business that includes the United States -- consumer business is growing so we're now touching. More of the ecosystem and so carriers while they care about their core infrastructure. They also care about serving their enterprises and so for selling to enterprises there's a reason for carriers to work with us for -- great consumer technologies tablets -- -- Smartphones. That give them an economic and technology advantage again there's a reason -- them to work with us -- ultimately having more comprehensive view of the total ecosystem of ICT. Makes us more relevant to all of the parts of its I think that's really the overall district. If you think on the today. -- there's a lot of this tracks in congress in particular about -- do you think you simply. Addressing -- eight expanding into those markets will actually address that -- those concerns and not by itself obviously being a good corporate citizen and selling more here in less controversial areas that are relevant to more people is a good start. But the most important thing we have to do is engage. We have to basically be very very focused on telling our story. Explaining that this is a massive company that's almost a 100% focused on development of great technology. And when people understand that much of the innovation of the industry much of the new standards of the industry is coming out of -- -- on a global scale. When people in the United States understand that whether politicians are just consumers it changes the tone around the company so yeah it's great -- more stuff. But the same time we -- have to tell the story and engage at all levels which is part of the -- or having now. It is telling the story account -- while it's a Chinese company and I it has humble roots in many ways it is that hard to get the company to actually. Expressed its swelling I think I think you're actually -- the company's very humble well you know it's always been very customer focused want to stay below the radar didn't really focus on telling its story loudly. Because when you sell to carriers -- only customer that really matters is the carrier ignore your story your good. But as you expand and other markets other technology areas it is important to get out of your shell. Now one of the -- always done that it's not necessarily asking the existing people -- -- that we're very comfortable kind of being behind him or her. To do this but by encouraging us to expand our footprint in terms of the talent pull people like myself -- the organizations -- building overseas organizations like the United States. Actually tremendously helps us. Have a better talent pool that speaks the local language that understands the local culture can engage and communicate much more effectively. And without as a part of this whole global company we have a much more effective execution capability of being able to tell that story has always been not -- after -- -- -- So everybody makes mistakes I think -- you know by by focusing inwardly we we we missed an opportunity. To tell the story over the last ten years which is a fantastic story. And special in places like United States and certain hour playing -- catch up. And I think you know you're saying that's much more visible now than you have over the last year two years. And a lot of that is because we were a little too quiet in the past and now -- -- to accelerate this process of in a perfect world if we can -- time you know we would've started this process a lot earlier we were -- the gradual evolution -- -- story over a much longer time frame so people we're not surprised that we just showed up as a 32 billion dollar company and surprise them. You know the reality is we are 32 billion dollar company and we got their one deal of one product -- one person at a time. But most people didn't see that in the western world by the time they realized -- were here. Suddenly grow very large entity and there was a bit of mystery around it and then we had to basically be in the education process maybe a little later than would like to. Japanese -- appreciated my pleasure. -- -- -- -- -- --
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