Chapter 18 New tricks challenge "lion, leopard"

"Lions and leopards" are all veterans in the arena. They have strong capital and technological advantages, and they are extremely fierce. In the 1980s, they almost occupied the entire country of China's communication market. Huawei, which has just set out to sea, has to face the mighty lions and leopards if it wants to survive.Confronting him head-on with meager strength is tantamount to "hitting an egg against a rock" and hitting his head with blood.Ren Zhengfei is also very smart, and his moves are loud and sound. He not only won the recognition of "lions and leopards" with dignity, but also grabbed a large market.

Ren Zhengfei often makes some actions that are different from ordinary people, which seem to be against the norm.We often talk about "tailoring clothes" and "what size shoes fit your feet", but he prefers to let his feet adapt to the shoes.Ren Zhengfei believes that what Huawei lacks is not innovation, but norms for doing things.he? ? ?Taking advantage of Huawei's youth, the "skeleton" has not yet been finalized, so quickly correct it. To enter a world-class enterprise, one must not only have first-class technology, but also have first-class management.Huawei's "cutting the feet to fit the shoes" is first of all a surgical operation on management, and this reform is very thorough.This is a key step for Huawei to connect with the world and become a world-class enterprise.

He said: "We are now buying a pair of 'American shoes' from Hay. Chinese people may not be able to wear them. In terms of management improvement and learning from advanced Western management, our policy is to 'cut the foot to fit the shoe' and rigidize the system first. Post-optimization, then solidification." People have a process of adapting to internationalized management norms.In order to prevent changes in the process of change, Ren Zhengfei clearly proposed to "cut feet and fit shoes" and resolutely abandon Huawei's characteristics. It is not to adapt advanced international norms to Huawei, but to adapt Huawei to advanced international norms.Only by carrying out radical reforms and getting rid of the shortcomings in the management system can we truly achieve professionalization, internationalization, and reach the best level in the industry.

In order to internationalize, Ren Zhengfei invites world celebrities to contribute their ideas and suggestions.Firstly, we invited the Hong Kong branch of American Hay Consulting Company to help design and guide the implementation of the human resource management system, and gradually established a modern human resource management system based on job qualifications and centered on the performance and salary system. Huawei invited PricewaterhouseCoopers (KPMG) and KPMG (PWC) to help design the financial system and establish a unified financial system and accounts, unified code, unified process, and unified monitoring system.This has created conditions for Huawei to establish a global financial management system.

In the second half of 1998, Huawei Electric launched the "Four Unifications" project and took off its "old shoes". In 1999, part of the financial department of Huawei Electric was reformed, the financial optimization section was implemented, and manual bookkeeping vouchers were cancelled.Finally, Huawei has optimized and unified the system process monitoring code according to the requirements of "America's New Shoes". Huawei invited experts from the German National Institute for Technology Applications (FHG) to help design Huawei's production process and quality control system.Huawei people have personally experienced the rigorous attitude and professionalism of the Germans.

Huawei also invited Mercer (MERCER) to help design a customer-oriented organizational transformation plan.Through this plan, Huawei adjusted its internal management structure. With the tough "cut the foot to fit the shoe", after five years of reform, Huawei has gradually established an internationally advanced enterprise management system.This is another solid step taken by Huawei on the road to internationalization. Now, after being "reborn", Huawei has truly experienced the comfort of wearing "new shoes".Huawei's R&D personnel distributed all over the world can conduct global synchronous R&D and sharing 24/7; employees in office or on business trips can use the online reimbursement system to complete expense settlement and personal capital turnover within 7 days; financial management realizes system, With the "four unifications" of processes, codes, and forms, the global financial sharing center completes financial information collection and settlement within 4 days; Huawei's customers, partners, and employees can freely arrange online learning and training exams 24 hours a day; through the "one card" system, The human resources department can realize accurate assessment management of 30,000 people every day; the EPR system, the end-to-end integrated supply chain, can respond flexibly and quickly to market changes; the global video conference system greatly enhances the timeliness; Customer service engineers can access customer engineering files and related cases online at any time, initiate online and coordinate technology and services in a timely manner.

"The Book of Songs Xiaoya Heming": "Stones from other mountains can attack jade." As early as the pre-Qin period, "Seven Heroes" stood side by side. The power of the country will eventually dominate the world. Ren Zhengfei is well versed in traditional Chinese culture and has a deep understanding of this.At the beginning of exploring overseas markets, Huawei considered using its own brand and OEM to take an indirect route to expand the market. Huawei's competitors are mainly Cisco in data communication, Alcatel in fixed network, and Siemens and Nortel in optical network.

If you want to gain a firm foothold in the fierce international competition, you must not only have strong strength, but also learn to form alliances and use "stones from other mountains" to defeat your opponents.With the help of "stones from other mountains" and the establishment of joint ventures, with a small investment, you can not only learn the strengths of the other party, but also enter the market of the other party, "killing two birds with one stone". In 1997, Huawei entered into the Russian market by forming a joint venture with Beto Konzern and Rostelecom. After 1998, Huawei began to consider looking for partners overseas. In 2001, Huawei, Panasonic and NEC jointly established Yumeng Company, which opened up the Japanese market.

In 2004, a quarter of Huawei's US$100 million sales in the European market was obtained through cooperation with France's second largest operator, Neuf Telecom.Huawei invested 100 million Hong Kong dollars to become a shareholder of Hong Kong telecom operator Sunday, which holds a 3G license, and provided it with a huge loan. Entering the North American market is far less easy than entering the European market.North America is a unified market, and there are only a few valuable large customers, and they have very strict selection conditions for suppliers.Therefore, Huawei also adopted unconventional means. On February 1, 2006, Huawei announced the establishment of a joint venture with Nortel to develop broadband access products.However, it happened that "the sky is not beautiful", and the plan was "aborted" not long after.

In the newly emerging 3G technology field, due to the lack of uniform technical standards, neither a rising star nor an established giant can take the lead. Only cooperation is the way out. For this reason, Huawei has made friends all over the world. On August 29, 2003, Huawei and Siemens joined hands to deal with 3G.On September 17th of the same year, cooperated with Infineon Technologies, a famous European semiconductor company, to develop a low-cost WCDMA mobile phone development platform. On July 25, 2006, Motorola and Huawei announced a cooperation plan. The two parties planned to set up a research and development center in Shanghai to work together on the research and development of 3G product solutions and high-speed packet access solutions.With Motorola's strong sales network in North America, Huawei can smoothly enter the North American market. In May 2007, cooperated with Symantec, with the help of Symantec's powerful technology and brand, entered the more profitable overseas space, and obtained the opportunity to enter the US data storage and security market.

With the help of "stones from other mountains", Huawei quickly entered the mainstream markets in Europe, America, and Japan, and was recognized by mainstream operators, avoiding "lions and leopards".With this new trick, Huawei quickly caught up and its reputation gradually became famous both at home and abroad. If you hear a Huawei person introduce a product and say: "The antenna is designed by a research institute in Russia, the chip is developed by a research institute in China, the process is designed by a German engineer, and the software is developed by a research institute in India. It is the culmination of the world's most advanced technology." Don't be confused, Huawei's research and development has been extended overseas and localized. In the new century, trade competition and friction among countries have intensified. In order to avoid trade barriers, many large companies have set up factories overseas and implemented localized production.Huawei has also adopted this method, investing and building factories overseas, and moving its research and development institutions overseas to directly conduct research and development according to the needs of local customers, which not only shortens customer relationships, but also easily captures the market. Huawei has always attached great importance to technology, and has successively established research and development institutions in Beijing, Shenzhen, Shanghai, Nanjing, Xi'an, Chengdu, Wuhan and other places.As it goes global, Huawei has also established research institutes overseas, and the India Research Institute is the earliest research institute established overseas. Since 2000, Huawei has successively established research institutes in Dallas, San Diego, Stockholm, Sweden, Moscow, Russia, Israel, etc., to absorb outstanding talents at home and abroad, grasp the latest developments in the industry, and establish a global synchronous R&D system to reflect customers in a timely manner. Changes in demand to better serve customers. Since 1998, Huawei has successively established joint ventures in Russia, Brazil, Egypt and other countries.In Saudi Arabia, Iran, India and other countries, Huawei has achieved localized production through local partners and quickly occupied the market.For example, in the Russian branch, Huawei employs more than 700 Russians and Chinese students. Among them are public relations experts who have a good relationship with the local government and tax experts who are very familiar with customs and corporate taxes.This not only opens up channels, but also helps develop customer relationships. Through the new approach of localization, Huawei not only avoids trade barriers, effectively expands the market, but also improves Huawei's popularity and builds Huawei's brand. Regardless of the size of the company, the exhibition is a good opportunity. Participating in the exhibition is an effective marketing method. It can contact more customers and learn about the latest market trends. It is also a great opportunity to show the company's competitive advantages.In the eyes of outsiders, Huawei is a mysterious company.If Huawei wants to win more customers, it must take the initiative to show itself at the front desk, let customers know about Huawei, and create a good atmosphere. In order to allow customers to better understand themselves, Ren Zhengfei once opened up the "Oriental New Silk Road", visiting Shenzhen via Hong Kong, Beijing, and Shanghai, but this project cost a lot of money.Not only to save costs, but also to let peers see Huawei's strength, Ren Zhengfei began to choose to participate in international exhibitions.Since Huawei entered the international stage, it has participated in more than 20 international exhibitions every year.From Moscow to Singapore, from Brazil to Geneva, many times Huawei is the only Chinese company participating in the exhibition. In 2005, CeBIT exhibition was held in Hannover, which is the world's highest level and largest computer communication network and technology exposition.Huawei exhibited the latest 3G products at the meeting, as well as tripleplay, telecom value-added services, comprehensive end-to-end equipment and solutions, etc., which proved the "power of China" to the outside world and made European and American leaders who despise Chinese companies Eye-popping.Through this exhibition, Huawei won cooperation orders from IZB and QSC in Germany. In 2006, Telecom World, known as the "Olympic" of the information and communication industry, moved to Hong Kong for the first time, and more than 600 manufacturers from more than 40 countries gathered together.Ericsson, Nortel, Cisco, Microsoft, Motorola, Siemens, etc. joined in one after another. Huawei exhibited a new series of products under the theme of "Customization, Partner, Value", which showed the company's style and attracted great attention from many operators. In 2006, the 3G conference was moved to Barcelona for the first time. Huawei's series of products and end-to-end comprehensive solutions made a high-profile appearance, and conveyed to visitors the business philosophy of "experience, integration, and win-win" and its high regard for business innovation and cooperation. ?Pay attention and become the focus of this exhibition.In June of the same year, at the Singapore International Exhibition, Huawei displayed a variety of industry-leading solutions and series products, which aroused great attention from the participants. By participating in high-level exhibitions, Huawei has demonstrated to the world its strength and heritage as a high-tech enterprise, allowing the industry to see Huawei's international vision and positioning.