Chapter 34 Chapter 6 Everything is customer-centric

Ren Zhengfei said: "Serving customers is the only reason for Huawei's existence, and customer needs are the driving force behind Huawei's development. If we don't serve customers, who else can we serve? Customers are the only reason for our existence! Since customers determine the survival of an enterprise, It is customers who provide the survival value of enterprises, and enterprises must serve customers. From the fundamental point of view of the survival of enterprises, enterprises must make profits, but profits can only come from customers. Huawei's survival itself depends on meeting customer needs and providing customers with The required products and services should be supported by reasonable returns; employees should be paid wages, shareholders should be rewarded, and the only people in the world who give money to Huawei are customers." Huawei wrote this guiding ideology into " Huawei Basic Law".

"Serving customers is the only reason for Huawei's existence" has become Huawei's most basic value.Huawei people believe that an enterprise should not only maximize the interests of shareholders, nor should it focus on employees. The task of management is to strive for opportunities to serve customers, because customers are the source of corporate value. Without customers, the enterprise will lose its foothold. Book. Huawei has the most complete communications product series in the industry, covering mobile, broadband, core network, transport network, data communications, telecom value-added services, terminals, and services. Demand" comprehensive advantages, continue to provide customers with competitive products and services.

Ren Zhengfei warned employees: Modern enterprise competition is no longer competition among individual enterprises, but competition among supply chains.The supply chain of an enterprise is an ecological chain, and the fate of customers, partners, suppliers, and manufacturers is tied on the same boat.Only by strengthening cooperation, paying attention to the interests of customers and partners, and pursuing win-win results can enterprises survive for a long time.Because, only by helping customers realize their interests, can Huawei find its place in the interest chain.Only by truly understanding customer needs, pressures and challenges, and providing satisfactory services to enhance competitiveness, can customers grow and cooperate with your company for a long time, and you can live longer.Therefore, Huawei needs to focus on the challenges and pressures that customers are concerned about, and provide competitive communication solutions and services.

Therefore, Huawei has carried out bold explorations in services, and finally regards "customer satisfaction" as the core competence of the enterprise.Throughout the whole process, Huawei's services have generally experienced three development stages: establishment, standardization, and productization. In 1998, Huawei defined it as the "Huawei Service Year", and the service was raised to an unprecedented height; in 2000, Huawei showed its own banner in the wind - "Huawei for service, value-added network".At this time, Huawei is still in the standardization stage in the construction of after-sales service system, mainly in a series of combing and standardization of after-sales service system and after-sales service process.

During the Spring Festival of 2000, a local network switch in Heilongjiang was interrupted, but it was not known which manufacturer's equipment the problem was.When Huawei found out, it immediately sent technicians from Shenzhen to Heilongjiang within one day.But the problem is not with Huawei, but the manufacturer that has the problem has not responded for a long time.At this time, the concept of customer first came into play. Regardless of gains and losses, Huawei first changed its access network to another route, resumed the call, and made users overjoyed. In 2001, Huawei put forward the new service thinking of "you win, I win", which means that the strategic thinking of achieving a win-win situation with customers and establishing a service chain of common interests has begun to take shape; in 2003, the new "three major transfers" of service The strategy (transfer of engineering to partners, maintenance to users, and service centers to technical support) was officially implemented with the help of IBM consultants, marking that Huawei has reached a new level in the construction of after-sales service system and entered stage of product development.

To adapt to changes in customer needs at different stages, Huawei's service model has been continuously developed and improved.Service has become an important factor for Huawei to win customer satisfaction. In the practice of serving customers, there are many problems facing Huawei, such as how to ensure the stable operation of customer networks, how to realize the potential value-added of customer networks, how to cultivate customer maintenance teams, how to manage customer problems, and its own service system. How to optimize, how to build your own team.There are no ready-made answers for such things, and they need to be explored and developed in active practice.

So in this regard, how does Huawei do it? Service strategy transformation.In view of the fact that service innovation and service value-added have become the general trend of the current industry development, in order to better meet customer needs, better promote the value-added of customer networks, and better realize the comprehensive interests of customers, Huawei started a new service strategy in 2003 Transformation: pay attention to, guide and quickly respond to customer needs, create maximum customer value, realize the transfer of technical support to service innovation and service value-added, gradually realize the transformation from technical functional organization to product service-oriented organization, and service projects to professional and Product transfer, transfer of non-value-added services to the outside.

Productization of after-sales service.Huawei not only provides overall service solutions, but also has several special service products for customers to choose from. "Overall service solutions" are divided into three levels: platinum, gold and silver, to meet the different needs of customers and reflect the standardization, specialization and differentiation of services.Many special services are designed to ensure the continuous security of customer networks, reduce business operation risks, maintain good expansion capabilities of telecom value-added services, and realize network optimization and network value-added service strategies at a higher level.Customers can enjoy the high-quality treatment of the corresponding level according to the type and level of service they purchase.

Establish a qualification system to guide the transformation of service personnel.In this regard, Huawei has established a qualification system for service personnel to guide the professional behavior of service personnel.Currently, Huawei has nearly 3,400 service personnel.Among them, there are more than 20 senior experts of level 5, more than 240 experts of level 4, and thousands of experts of level 3 and below. Huawei has also extensively formed alliances with the outside world, which has enabled Huawei to have more abundant human resources, and also enabled Huawei to withdraw from traditional basic services and concentrate resources and energy on high-end services such as network value-added and service innovation.

There are three main points in Huawei's customer value chain: good quality, good service and low overall cost. Good quality is a key determinant of Huawei's competitive advantage.Huawei's rapid development in the 1990s was due to its excellent products. Especially in recent years, Huawei has continuously researched and worked hard, developed and applied various design specifications and methods, and under the unified guidance of the integrated product development process, The overall quality and reliability of the product has been continuously improved. Good service comes from the sincerity of Huawei. "You win, I win—Huawei for services, value-added network", this is Huawei's commitment to customers.At the same time, users can not only choose different levels of services, but also customize service packages according to users' needs to meet their various needs.

Comprehensive low cost is to provide customers with cheap and high-quality products.In order to reduce the cost of customers' lifetime use of products, Huawei has launched an integrated supply chain, integrated product development, and carried out IT system changes to reduce costs during the development process.In the design of some products and projects, Huawei also tries to reduce the overall cost of users as much as possible.