Competition in today’s telecom market has become fiercer than ever. For a Chinese company, who is a new comer and has a high ambition to become a global leading player in the market, the way to get there is unnecessarily easy due to many barriers such as lacking of brand, battling against the perception that Chinese companies produce cheap unreliable good, cultural difference etc. Having good relationships with its customers, partners and others players in the market becomes very crucial. 3G business presents a major opportunity for Huawei to make headway in the global market. However, Huawei's lack of brand resonance is the biggest challenge to breaking into top-tier markets. It is still lacking of a track record in Tier One carriers and in the most advanced markets. What's more, Huawei has lacked the distribution connections to sell network equipment in the U.S. and Europe. The ultimate test for Huawei, will be its ability to sell not only to smaller operators, but also to convince the world's largest mobile and fixed line operators that its products and services are as good as its prices. The objective of this study is to examine the experience of Huawei, the largest Chinese telecom equipment supplier in the global telecom market and analyses its marketing strategies in its global expansion by using Relationship Marketing and Network Approach. The case study method has been implied for this research and massive data collection has been taken via the existing documentations, the interviews and the author’s own working experience in the telecom industry. The study is based on existing theories in Relationship Marketing and Network Approach, which emphasize that the globalisation of modern economics is forcing corporation to take a new approach to competition. Corporations must court allies to promote their own survival and prosperity, which involved in establishing, nurturing, developing and maintaining successful relationships with all the firm’s exchange partners be suppliers, competitors, the firm’s own divisions and employees, even government agencies. It takes an appreciation for the dynamics of these new relationships to achieve marketing success in this era of strategic network competition. The key findings are that the study company does imply its marketing strategies through establishing partnership with it key customers, strategic alliances as well as its financiers in order to strength its competitiveness in track record / showcase of 3G, branding, distribution channel, R&D, global resource sharing and financing, and achieve its global expansion goal of being a leading play in the industry. The thesis has been reviewed by people from the company and the findings have been agreed mostly in terms of Huawei’s marketing strategies in its global expansion.