How does Huawei leverage the earth?
In October 1987, Ren Zhengfei founded Huawei in a simple house in Shenzhen Bay. At that time, the registered capital of Huawei was only 24000 yuan. But in such a period and company, Ren Zhengfei dared to declare to all Huawei people (only a dozen) that Huawei has one of the three parts of the future telecom market. We have noticed that at the beginning of its establishment, Huawei's business scope is only the development and production of small program-controlled switches, fire alarms, air floaters and related engineering contracting consulting, not the real telecommunications production. Moreover, for a small enterprise that only relies on the knock-on workshop production to make a living, Ren Zhengfei's statement sounds exciting, but this is the other time, At that time, it was a bit dreamy and unreachable. Fortunately, 20 years later, Huawei has become a world-class equipment supplier and a world-class enterprise (although there is still a long way to go from "three parts of the world, Huawei has one"). Facts have proved that Ren Zhengfei is worthy of the evaluation of a great enterprise leader, and his foresight and strategic vision have to be admired. However, if Huawei is not today's Huawei, or it is in decline, or bankrupt, or barely maintained, will Ren Zhengfei's heroic words become extremely funny?
History cannot be assumed. The truth of success and defeat has been repeatedly demonstrated in business history. Huawei has succeeded, so we can say that it has proved a truth: after the enterprise becomes bigger, the vision and realm of entrepreneurs will determine how far the enterprise can go and what level it can achieve. But what if it doesn't succeed? Is it true that entrepreneurs have caused the failure of enterprises? What personality, method, vision and concept should entrepreneurs have? Of course, this also involves the issue of leadership that everyone has something to say and everyone can't speak clearly. People familiar with Huawei know that Huawei has always been famous for its wolf culture, and Ren Zhengfei himself has been paid more attention to by the outside world because of his highly mysterious and low-key behavior. One wolf and one mystery have created Huawei's rapid rise and become the industry benchmark and pioneer. But what if it doesn't succeed? Is it true that some of the personality characteristics of military personnel (Ren Zhengfei changed his job in 1982) are not suitable for entrepreneurship, and enterprises have no time to make publicity. What should be low-key and implicit, and what should be quiet? In any case, Ren Zhengfei led Huawei to break into a vast space and stride into a new future. At this time, people began to study Huawei, learn from Huawei, and even imitate Huawei. This trend occurred in 2003. Since the publication of Huawei Truth, there has been a "Huawei fever" in China. People from all walks of life who have long followed Huawei have published a number of books about Huawei, such as "Going Out of Huawei" and "Huawei's Business and Management Wisdom".
However, as Ren Zhengfei said, there is no time to relax in the management of enterprises, and the crisis is accompanied by the growth of enterprises; Enterprises either mature in the crisis or die in the crisis. In fact, any great company does not make mistakes. The problem is whether the great company can completely change and quickly adjust its strategy after making mistakes. In other words, the great company has strong healing ability, and most of them have the ability to prevent mistakes in advance. Therefore, the real point of view of studying Huawei should be to break Huawei into parts, see how Huawei has come all the way, or see how the international Huawei has moved the world? This actually answers a question that is very important for Huawei to researchers. How far can Huawei go?
Cheng Dongsheng's Ren Zhengfei on International Business continues the questions discussed in his previous works, Huawei Truth and Huawei's Business Management Wisdom - how far can Huawei go? However, this time he told Huawei's internationalization story from a more macro perspective. Cheng Dongsheng, with the unique news sensitivity of his financial reporter and the accurate grasp of the pulse of the business era, combed Huawei's experience of going global. For example, He wrote in the book: "Studying the internationalization of Huawei, we can find that it has several obvious characteristics: the inevitable demand of development drives the internationalization, not the internationalization but the internationalization; there is enough capital strength to support it, which comes from the continuous and large-scale growth of the domestic market over the years, enabling Huawei to overcome the difficulty of the international market's delayed and large-scale start; internationalization is a three-dimensional and comprehensive system engineering, not only including seizing the international market Some international employees, including management system, research and development, cultural construction, capital operation and other development elements of all enterprises must be in line with world-class enterprises. " At the same time, Cheng Dongsheng also pointed out that the domestic market is the firm foundation of Huawei, because "internationalization must balance the domestic and foreign markets". After reading the whole book, we will find that the key to Huawei's success in going global is that it has adopted the strategy of combining "bringing in" and "going out". "To bring in is to introduce advanced management experience, international talents, and world advanced technology; to go out is to participate in various large-scale exhibitions, set up research and development bases and offices overseas, and develop overseas markets." Huawei's internationalization is not similar to that of Western enterprise giants, but with Huawei's own characteristics, and is the combination of Chinese and Western wisdom. This has a great connection with Ren Zhengfei's personality and military background. Of course, this kind of wording inevitably has the meaning of "post incident".
Although Cheng Dongsheng said in his postscript that "the particularity of Huawei's domestic and international environment determines that Huawei cannot be copied", Huawei's experience can still be learned and used for reference by enterprises, especially those who want to go out. Because Huawei has exemplary significance. Huawei has a complete and mature system from corporate culture, talent strategy, financial and capital management, and business strategy. From this point of view, Huawei is not damaged by the title of China's national enterprise benchmark.
Cheng Dongsheng, Liu Lili: Ren Zhengfei on International Business
Commentator: Yang Jie
Attachment: Introduction to Ren Zhengfei's International Business
Mr. Ren Zhengfei, CEO of Huawei, can be regarded as an outstanding leader of the Chinese business community in moving towards internationalization. Huawei under his leadership has grown rapidly from a Chinese company with overseas sales of only US $53 million to a Chinese multinational company with nearly US $10 billion in just 18 years, and has become a benchmark for Chinese enterprises to go global. Ren Zhengfei's unique corporate culture and management ideas under the international framework, such as "small wins in wisdom, big wins in virtue", "entering Huawei is going to the grave", "meeting customer needs is the only reason for Huawei's existence", "group succession", "corporate culture of still water" and so on, have a profound impact on the Chinese business community, and his outstanding leadership and inexhaustible innovation spirit, It has become a learning sample for Chinese entrepreneurs.
The book "Ren Zhengfei Talking about International Business" just published by Zhejiang People's Publishing House clearly combs Ren Zhengfei's thinking and practice on corporate culture, talent strategy, financial and capital management, business strategy, etc. in the implementation of international strategy, and truly discloses Ren Zhengfei's tortuous exploration of Huawei on the road of internationalization for more than ten years, It comprehensively reflects Ren Zhengfei's original strategic thinking of Chinese enterprises towards internationalization. This is also the only essence of Ren Zhengfei's international management thought.
The two authors of Ren Zhengfei on International Business have successively published Huawei Truth, Huawei Business Management Wisdom and other books. They are loyal recorders and three-dimensional researchers of the development history of Chinese enterprises. They explore and sort out the growth process of Chinese business thinkers by studying representative enterprises and entrepreneurs at different stages of social development.
(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)
Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.
(Zhuge Changqing: email@example.com ）
Zhuge Changqing mailbox：
Zhuge Changqing's Chinese Dream
Learn from sages and carry forward virtue
Revitalizing China for the benefit of the world
Zhuge Changqing mailbox：
Selected Articles in Previous Periods
Click the article title to view
1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement
2Zhuge Changqing's Three Golden Keys to Changing Destiny
3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)
3 诸葛长青施食仪轨 （十五步简洁版）
4How to repent: the ritual of repentance and the method of repentance (full version)
5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)
6How to release? The ritual of releasing life
7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny
8Free Life Culture: Free Life Culture in Ancient China
9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene
10Feeding Rite Return: the return is changed to simple return