Huawei's weapon for market development

Huawei's rapid growth has its fortuitousness and inevitability. Chance is that it can combine all kinds of weapons. The inevitability is that with these weapons, Huawei will be able to overcome the difficulties and become the leader of China's private enterprises.

According to the news on July 9, 2007, Yu Chengdong, president of Huawei wireless products, said in an interview with Reuters recently that Huawei is striving to win 30% of the global GSM network equipment market within 1 to 2 years. At present, Ericsson is the leader in the global GSM network equipment market, with a market share of 30% last year. Nokia and Siemens followed closely, with a market share of 15%. If Huawei can win 30% of the market, it will threaten the sales of Ericsson and other giants.

The announcement made by Huawei executives has a solid foundation. In June 2007, Huawei successfully defeated many major international groups and became the biggest black horse winner of China Mobile's 35 billion yuan GSM bidding. The large order of China Mobile reflects the formation of a new competitive pattern in the global GSM industry. China's emerging equipment enterprises, represented by Huawei, are rising rapidly, while Motorola, Nokia, Ericsson, Siemens, and Shanghai Bell Alcatel are shrinking in succession, and some old telecom giants such as Nortel Network are beginning to fade away.

Huawei has grown rapidly from a small company starting from a simple house to a world-class communication company. Why did Huawei succeed? Its weapons deserve special attention.

Local R&D to seize the strategic highland

One characteristic of the communication industry is that whoever has mastered the core technology will master the strategic highland of market competition. Only by standing on the core technology can we be unstoppable. When the annual revenue was 20000 yuan, Huawei invested a large amount of money in research and development without hesitation. For 20 years, Huawei has finally become the pride of Chinese technology.

Generally, companies consider China, while Huawei considers the world. Generally, companies will consider expanding the market with products, while Huawei will drive the market with research and development.

Huawei has established many research institutes at home and abroad: the American Silicon Valley Institute, the American Dallas Institute, the Swedish Institute, the Indian Institute, the Russian Institute and other overseas institutions; Huawei Technologies (headquartered in Shenzhen), the Beijing Institute, the Shanghai Institute, the Xi'an Institute, the Chengdu Institute, the Hangzhou Institute, the Nanjing Institute and other domestic institutions.

Developing Huawei's global layout with the localization of technology research and development is Huawei's strategic feature, and also reflects the essence of the industry. A technical design that is not suitable for the aesthetic, thinking and working habits of local people is difficult to win customers. A product and technology that has not been fully localized is more difficult to gain the feelings and loyalty of customers. Based on its deep understanding of the nature of the industry, Huawei has formed a global strategy led by localized research and development.

The indirect strategy of going to sea by boat wins the world

The focus on strategic industries is a powerful force. Huawei sticks to the supply of communication equipment, laying the foundation for forming more strategic alliances.

Commercial competition is sometimes strange. In order to eliminate potential competitors, it doesn't matter how much money you spend. In the monopoly industry of communication operation, enterprises may gain a small part of profits in one region, but in more places, operators will close the channels that can be accessed. Ren Zhengfei understands the weakness of human nature and adheres to Huawei's long-term strategic interests.

Few customers in developed countries know Huawei, but no one doesn't know Nokia, Ericsson, Siemens, GE, Microsoft, IBM, Sony, Alcatel, 3COM, etc. Huawei's strategic alliance with these giants is undoubtedly an indirect strategy of sailing by boat. Customers also have a certain understanding of Huawei's brand through these giants.

The general creed of Chinese enterprises is to strive to create the most perfect products, create brands and conquer the world. Huawei further recognized the value of indirect strategy and achieved extensive cooperation with multinational companies. By virtue of its own products and technologies, and by means of equity participation or holding, Huawei is technology-oriented, relying on well-known brands and channels to achieve the expansion of Huawei's global technology landscape, which is the essence of its indirect strategy.

Strengthen the process and system

In the practice of globalization, Ren Zhengfei deeply understood the significance of the replicability and predictability of enterprise organizations, which is reflected in the standardization of a series of internal processes and internal and external environments of enterprises, and has become the basis of modern scale management.

In the process of introducing western management, Huawei has experienced the painful process of cutting the feet to fit the shoes. In 1998, Huawei paid a large price to invite IBM to guide the internal optimization of the enterprise. The customer-centered market growth gene was transplanted to Huawei's terminal R&D by IBM using the integrated management model, and solidified through the process, resulting in direct economic benefits. Ren Zhengfei made a decisive decision to reengineer the whole process of Huawei and put forward the slogans of "ossification, optimization, and solidification" and "to wear American shoes, you must cut your feet to fit your shoes", which expressed Ren Zhengfei's will and determination.

Huawei once hired IBM experts to give management scores (TPM) to its various departments. Based on the full score of 5, Huawei's average score in 2003 was only 1.8 and reached 2.3 in 2004, while the target for that year was 2.7. According to IBM experts, a truly efficient and standardized multinational company should have a TPM score of 3.5. According to the evaluation of IBM experts, Huawei's per capita work efficiency is only 1/2.5 of that of world-class companies. Before Huawei reorganized its supply chain, its management level was far behind that of other companies in the industry. Huawei's order timely delivery rate is only 50%, while the average level of other telecom equipment manufacturers in the world is 94%; Huawei's inventory turnover rate is only 3.6 times per year, compared with the international average of 9.4 times per year; Huawei's order fulfillment cycle is 20 to 25 days, and the average level of international telecom equipment manufacturers is about 10 days. The purpose of Huawei's restructuring of the supply chain is to design and establish a customer-centric, low-cost integrated supply chain, and lay a good foundation for becoming a world-class enterprise at an early date.

Interestingly, Huawei once hired Mercer Management Consulting twice to integrate the highly centralized IBM matrix management model. For the first time, Mercer developed a centralized plan to comprehensively learn from IBM, but it was not adopted by Huawei. Because the "centralized mode" has very high requirements for senior managers, Ren Zhengfei may be worried that Huawei's managers can not meet the requirements, so he decided to hold still temporarily. In 2004, Huawei hired Mercer again for the second organizational restructuring of enterprise management. There are two purposes: one is to change the organizational structure of the enterprise from the linear functional organization established by departments to the process organization; The second is to establish a marketing system (including company-level, regional, product and key customer subsystems) that is in line with international standards to meet the increasingly obvious consulting marketing needs of customers in the local and international markets.

Establish the overall solution aggregator meticulously

Huawei sticks to the field of equipment suppliers, but its philosophy is to continue to create long-term value and potential growth for customers. Therefore, Huawei's products and services have deeply penetrated into all nerve endings of operators, including the system construction, maintenance and management of all operators, including base station systems, process operations, and information management, as well as all spare parts and associated products, and various software and chips.

This deep extension of the supply chain makes Huawei know all the problems and links in the operator's system. In the overall solution, the operator becomes a shell, while Huawei becomes a content provider. Any extension and expansion of operators has actually created a new market for Huawei. In some cases, Huawei is more able to provide operators with new ways to add value and take the initiative to create new value for them.

Huawei's integrated solution aggregator, while creating value for customers and themselves, also forms a strong competitive barrier. Huawei's meticulous care has cultivated the habit of customers, so that once they enter Huawei's aggregator, they will never leave again.

At the same time, the personalized needs of customers are endless, and the integrated overall solution is bound to be broken through by the actual needs. Ren Zhengfei is very clear about this, so he has always emphasized the alliance, and all participants are allies. Once the alliance reaches its scale, an agile supply chain alliance will take shape, and Huawei will go a step further.

Only by managing with heart and not vulgar can we achieve first-class

Huawei has been aiming to create long-term value and potential growth for customers for more than ten years. For Ren Zhengfei, being a company is not for grandstanding, nor is it for shining rankings; Not to be a social spiritual leader, let alone a government bureaucrat.

Being an enterprise is not only a survival state, but also a kind of obedience. He must faithfully obey every call from customers, markets and employees. There will always be countless crises and the critical point of falling down. To be an enterprise requires constant humility, remember the role of time, and always be alert to the nature of things that are ephemeral.

Many entrepreneurs' behavior and thinking come from fear, while Ren Zhengfei comes from love. The return of Li Yinan was Ren Zhengfei's happiest thing in 2006. The Chinese sometimes tolerate the enemy, but hate the "traitor" to the bone. Ren Zhengfei can tolerate it. Li Yinan took a detour and started his own business from Huawei, and took Huawei as his rival everywhere. But in Ren Zhengfei's eyes, Li Yinan who has experienced this experience is more precious. Because Ren Zhengfei knows that Li Yinan is Huawei's wealth.

When Chinese companies pass on the pressure of multinational companies to every employee, the creativity of all employees is stimulated, and the depression of employees begins to occur frequently. Ren Zhengfei, who praises the management with his heart, has put forth a series of policies and written articles in person to care for and comfort the employees' body and mind from the spiritual level.

Ren Zhengfei must have heard a mysterious voice: leave the mercenary business of businessmen, dare to think and do, dare to go lonely, not vulgar, not mediocre, and become a world-class enterprise. Only the strong can declare his happiness as a model. Huawei's model is too soft to speak, only to the clearest soul.

               华为开拓市场的武器

   华为的快速成长，有其偶然性，也有其必然性。偶然性在于，它可以集各种武器于一身。必然性在于，拥有了这些武器，华为自然能够披荆斩棘，成为中国民营企业的佼佼者。
   据2007年7月9日消息，华为无线产品总裁余承东近日在接受路透社采访时表示，华为力争在1～2年内拿下全球GSM网络设备市场30％的份额。目前，爱立信是全球GSM网络设备市场的领头羊，去年的市场份额为30％。诺基亚、西门子紧随其后，市场份额为15％。如果华为能够拿下30％的市场，那么势必将威胁到爱立信等巨头的销售额。

    华为高管对外的宣示，有着坚实的基础。2007年6月，华为成功PK掉许多国际大集团，成为中国移动350亿元GSM招标的最大黑马赢家。中国移动的大单，反映了全球GSM产业此消彼长的新竞争格局正在形成。以华为为代表的中国新兴设备企业正在快速崛起，摩托罗拉、诺基亚、爱立信、西门子、上海贝尔阿尔卡特则纷纷缩水，北电网络等一些老牌电信巨头开始渐行渐远。

    华为已经从简易房起家的一个小公司，快速成长为世界一流的通讯公司。华为为什么成功？它的武器值得特别关注。

    本地研发抢占战略高地

    通讯行业的一个特性是，谁掌握了核心技术，谁就掌握了市场竞争的战略高地。唯有立于核心技术，才能势不可挡。还在年收入2万元时，华为就义无反顾地把大量资金投入研发。二十年如一日，华为最终成为中国技术的骄傲。

    一般公司考虑的是中国区域，而华为考虑的是全球。一般公司会考虑以产品拓展市场，而华为则是以研发带动市场。

    华为在国际与国内建立了诸多研究所：美国硅谷研究所、美国达拉斯研究所、瑞典研究所、印度研究所、俄罗斯研究所等海外机构，华为技术（总部深圳）、北京研究所、上海研究所、西安研究所、成都研究所、杭州研究所、南京研究所等国内机构。

    以技术研发的本地化来开拓华为的全球化布局，是华为公司的战略特色，也深刻反映了这个行业的本质。一个不能适应当地人审美、思维、工作习惯的技术设计，是难以赢得客户的。一个没有充分本地化的产品和技术，更难以获得客户的情感和忠诚。正是基于对行业本质的深刻认识，华为形成了以本地化研发为先导的全球化战略。

    借船出海间接策略赢天下

    对战略产业的专注，是一种很强大的力量。华为固守通讯设备供应，为结成更多战略同盟打下了基础。

    商业竞争有时很奇怪，为了排除潜在的竞争对手，花再大的血本也不在乎。在通讯运营这个垄断行业，企业也许可以在一个地域获得一小部分收益，但在更多地方，运营商会关闭可以切入的通道。任正非洞悉人性的弱点，恪守着华为长远的战略利益。

    发达国家客户知道华为的不多，但是没有人不知道诺基亚、爱立信、西门子、GE、微软、IBM、索尼、阿尔卡特、3COM等。华为与这些巨头们形成战略联盟，无疑是一种借船出海的间接策略，客户也通过这些巨头对华为品牌有了一定的认知。

    中国企业普遍的信条是：全力打造出最完美的产品，创出品牌，征服世界。华为则进一步认识到间接策略的价值，实现了与跨国公司的广泛合作。凭借自己的产品和技术，通过参股或控股的方式，华为以技术为本，借力知名品牌和渠道，实现华为全球技术版图的扩张，这就是间接策略的实质。

  削足适履强化流程与制度

    在全球化实践中，任正非深刻领会到企业组织的可复制能力与可预测性的意义，这体现在企业内部一系列流程和内外环境的模式化，而且已经成为现代规模管理的基础。

    华为在引进西方管理的过程中，经历过削足适履的痛苦过程。1998年，华为花大价钱请IBM来指导企业内部优化。以客户为中心的市场成长基因，被IBM用集成管理的模式移植到华为的终端研发，并通过流程加以固化，产生了直接的经济效益。任正非果断拍板，对华为的全部流程实行再造，提出了“先僵化、后优化、再固化”、“要穿美国鞋，就必须削足适履”的口号，表达了任正非的意志和决心。

    华为曾聘请IBM专家给自己的各个部门做管理评分（TPM），以满分5分计，华为2003年的平均分只有1.8，2004年才达到2.3，而当年的目标是2.7。按照IBM专家意见，一家真正管理高效规范的跨国公司，其TPM分值应达到3.5。根据IBM专家的评测，华为人均工作效率只有国际一流公司的1/2.5。华为在重整供应链之前，其管理水平与业内其他公司相比存在较大的差距。华为的订单及时交货率只有50％，而国际上其他电信设备制造商的平均水平为94％；华为的库存周转率只有3.6次/年，而国际平均水平为9.4次/年；华为的订单履行周期长达20～25天，国际电信设备制造商平均水平为10天左右。华为重整供应链的目的就是为了设计和建立以客户为中心、成本最低的集成供应链，为早日成为世界级企业打下良好的基础。

    有意思的是，华为曾经两次聘请美世管理顾问公司，就实行集中度较高的IBM矩阵管理模式进行整合。第一次，美世制定了全面学习IBM的集中式方案，但并没有被华为采用。因为“集中模式”对高层管理者的要求非常高，任正非也许担心华为的管理者们达不到要求，于是决定暂时按兵不动。2004年，华为重新聘请美世做企业管理的第二次组织结构调整。目的有两个：一是改变企业的组织结构，从以往按照部门设立的直线职能性组织，转变成流程性组织；二是建立一个与国际接轨的营销体系（包括公司级、区域、产品和大客户等子体系），以适应本土和国际市场上，客户越来越明显的咨询式营销需求。

    无微不至建立整体解决集合器

    华为固守设备供应商领域，但是华为的理念却是持续为客户创造长期价值和潜在增长。因此，华为的产品和服务，已经深深地切入了运营商的所有神经末梢，包括基站系统、流程运营、信息化管理在内的所有运营商的系统建设、维护和管理，所有备件和关联产品，各种各样的软件与芯片，华为都在涉足。

    这种供应链的深度延伸，使得华为对运营商系统内的所有问题和环节都了如指掌。在整体解决方案中，运营商成了一个壳，华为则成为内容提供商。运营商的任何一种延伸和扩展，实际上都给华为创造了新的市场。有些时候，华为更能为运营商点拨增值的新途径，主动为他们创造新的价值。

    华为的整体解决集合器，在为客户和自己创造价值的同时，也形成了强大的竞争壁垒。华为的无微不至，培养了客户的习惯，使得客户一旦进入华为的集合器，就别想再离开。

    同时，客户个性化的需求也是无止境的，一体化的整体解决也注定要被现实需求突破。任正非非常清楚这一点，所以他历来强调联盟，所有的参与者都是盟友。一旦联盟成规模，一个敏捷的供应链联盟体也就成型了，华为将会更上一个台阶。

  以心经营不流俗才能成就一流

    华为十几年如一日，始终以能够为客户创造长期价值和潜在增长为目标。对于任正非来说，做公司不是为了哗众取宠，也不是为了光鲜的排名；不是为做社会精神领袖，更不是为了跻身为政府官僚。

    做企业是一种生存状态，更是一种服从，他必须忠诚地服从来自客户、市场、员工的每一个召唤。做企业永远有数不尽的危机，永远面临倒下去的临界点。做企业需要永远的谦卑，牢记时间的作用，时刻警惕事物昙花一现的本质。

    许多企业家的行为和思维出自恐惧，而任正非则出自爱心。李一男的回归是任正非2006年最开心的事。中国人有时对敌人能够宽容，但是对“叛徒”却恨之入骨，任正非却能够包容。李一男走过弯路，自己从华为出走创业，并处处以华为为对手。但在任正非眼里，经历了这一番的李一男却更加珍贵。因为任正非知道，李一男是华为的财富。

    当中国公司把面临的跨国公司的压力传递给每一名员工的时候，全员创造力被激发的同时，员工抑郁症便也开始频繁发生了。推崇以心经营的任正非，为此殚精竭虑，出台了一系列政策，还亲自撰文，从精神层面关照并安抚员工的身心。

    任正非一定听到一种神秘的声音：离开商人的唯利是图，要敢想敢做，要勇于走向孤独，不流俗、不平庸，做世界一流企业。只有强者才能把他的幸福状态宣布为模式。华为之模式，太轻柔地说话，只诉之于最清醒的灵魂。   

(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: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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