Chapter 36 Discover and meet customer needs

Discovering and meeting customer needs with heart is the starting point of Huawei's services, and meeting customer needs is the goal of Huawei's services. In addition, technology, brand, market share, and profit maximization are not fundamental goals for Huawei.For Huawei, only service always comes first. Ren Zhengfei believes that only by paying close attention to customer needs can we create value for users and satisfy customers.Huawei often conducts customer satisfaction surveys, collects information, and takes users' opinions as the direction of efforts.In order to get closer to customers, Huawei also specifically put forward six misunderstandings that must be prevented: high above the ground, unable to hear the voice of customers; They failed to grasp the essence; they were colorful and colorful without analyzing them, but accepted them in their entirety; they ignored the potential growth points by focusing on the large and letting go of the small; in the face of changing environments, they stuck to the previous rules and concepts.It can be seen that while Huawei is attentive to customers, it also puts the work of caring about customers into practice.

The key to creating value for users lies in how to quickly and accurately discover and meet the diverse and ever-changing needs of users.Enterprises adopting traditional organizational structure have some problems in coping with this challenge.First of all, in the organizational structure of the "positive triangle" (pyramid) of traditional enterprises, market information and decision-making power are separated.Although the front-line employees have the most accurate and timely market information, they cannot make decisions, and the leaders at the top of the "pyramid" have decision-making power, but they are far away from the market. "Bottom-up" information feedback and "top-down" decision-making transfer, on the one hand, prolong the time for organizational decision-making, and on the other hand, cause deviations in information and decision-making during the transfer process.Secondly, in the traditional organizational structure, each process link is independent, the information flow between each other is not smooth, and the responsibility is difficult to distinguish, which increases the coordination cost of the enterprise and reduces the response speed to market demand.

In order to solve these problems, Ren Zhengfei proposed to establish an "inverted triangle" organizational structure, trying to change the information flow and decision-making methods within the enterprise, and enhance the enterprise's ability to respond to user needs.The "self-management body" is the concentrated expression of this organizational structure. At Huawei, no matter when, whether it is providing network equipment to operators, exploring a new technology, developing a new product, communicating with customers, or optimizing internal workflow, Huawei just keeps returning. To the most fundamental question: what is the customer's demand?

In 2008, Huawei Services was delivering a concept to customers—"New Operation and Maintenance, New Value". This concept first came from Huawei's customers, and then returned to customers through the understanding, experience and practice of Huawei Services .Huawei's customers have discovered that technological progress brings not only greater bandwidth, richer services, and lower implementation costs, but also a change in the mission of operation and maintenance: to support new profit models and markets through the improvement of operation and maintenance efficiency Competitive advantage; through the optimization of the operation and maintenance model, it is necessary to reduce the overall cost, not just the reduction of the operation cost; it is necessary to establish the operation and maintenance capability for new technologies and new services to achieve excellent operation and maintenance.Huawei's customers are increasingly aware that O&M should not be a passive cost center driven by strategy, marketing, sales, customer care and other modules, but these key modules should be driven by each other to become a profit center and core competitiveness One of the contributors.Is this what Huawei calls "new operation and maintenance".

Ye Changlin, Director of Technical Service Department of Huawei China, said in an exclusive interview with reporters: "'New Operation and Maintenance' has two key features-concentration and excellence. Concentration strengthens sharing to improve efficiency and reduce costs; excellence means surpassing excellence and surpassing oneself. , and then establish new business capabilities and enhance value. In terms of specific operations, we recommend that operators focus on unified operation and maintenance, service outsourcing, user perception (QoE) improvement, visualized/intelligent operation and maintenance, and network operation center (NOC) strategic cooperation, etc. set about."

"In the process of realizing 'new operation and maintenance', we emphasize in-depth collaboration and complementary advantages with customers. Huawei not only has the most complete product line in the industry, but also can fully cover operators' needs for 'device, pipe, and cloud', helping customers Continue to create the "golden pipeline", and be able to apply these technical advantages to help customers optimize operation and maintenance processes, improve operation and maintenance efficiency, and continuously evolve operation and maintenance capabilities; at the same time, with the help of sharing and inheritance of our global successful experience, based on China's powerful resources and R&D support system help customers realize their value propositions in terms of professional service platforms and mechanisms, and realize the centralization of their own operation and maintenance." Minister Ye Changlin said.

Taking user perception improvement as an example, Huawei can integrate capabilities in basic networks, business applications, and terminals through professional services, and help operators establish a set of end-to-end, from network-based key indicators (KPI) to performance (KQI, Key quality indicators) and finally an indicator system that runs through user perception (QoE).Through end-user-based perception management, customers can monitor and optimize service quality in a visual, measurable, measurable, and manageable way, allowing operators' operation and maintenance departments to systematically and proactively manage the experience of valued users and help customers The marketing department improves user loyalty and sales output, and drives customers to achieve sustained business success.

From the beginning of expanding overseas markets at the end of the 20th century, to the transformation of professional services in 2006, and the advent of China's 3G era in 2008, Huawei has invested a wealth of resources to build the ability to realize services on a global scale.First of all, Huawei's global management service sales and delivery organization system has been established.So far, Huawei has established 112 service branches around the world, 3 global technical support centers and 8 local technical support centers, 18 regional management service organizations, 3 global resource centers and 22 regional resource centers, two Regional network operation center and two multi-vendor maintenance capability building centers.

Second, the synergistic relationship with strategic partners has been strengthened.For example, we have jointly developed an industry-leading network operation and maintenance process based on eTOM and ITIL together with Oliver Wyman, a first-class consulting partner in the industry, and continuously optimized it based on project practices all over the world.At the same time, Huawei is also working with partners such as IBM and Accenture to design end-to-end operation and maintenance business processes to more effectively support the rapid development of operation and maintenance services. Thirdly, Huawei has established a R&D team of more than 200 people dedicated to supporting the management service business, focusing on the research of network operation and maintenance management OSS system (operation support system) and IT tools, in order to provide industry-leading management processes for Huawei's operation and maintenance business Electronic platforms and tools.A mature global delivery platform guarantees the success of Huawei's systematic and centralized O&M services.

The focus on customer needs has enabled Huawei to win the trust and support of customers.Taking the intelligent network as an example, at the initial stage of its launch, it received support from China Telecom, including China Telecom Corporation, China Telecom's Tianjin and Shandong branches, China Mobile, and China Unicom.Operators provided valuable online test opportunities for Huawei products, and together with Huawei, they proposed creative solutions for network construction and business operations, enabling my country's intelligent network services to reach the world's advanced level in a short period of time.

High-level service capabilities are Huawei's competitive advantage.In terms of providing value-added and tailor-made solutions for Unicom customers and enhancing their competitive advantages, Huawei has always done a solid job.Taking the gateway office as an example, since China Unicom was the only comprehensive telecom operator in China at that time, its business network included GSM mobile network, CDMA mobile network, fixed data network and paging network, which put forward more functional requirements for the construction of the gateway office .Therefore, Huawei tailored the iGATE comprehensive gateway office solution for China Unicom according to the actual needs of China Unicom.Huawei iGATE is built on Huawei's mature iNET platform. It also has gateway office functional modules for GSM, CDMA, and fixed data networks. Already invested.By 2005, Huawei iGATE had been applied in 16 provincial capital cities, occupying 80% of the market share of GMSC's newly added capacity. Huawei's unique service capabilities are also fully reflected in China Unicom's integrated intelligent network.Due to the comprehensive characteristics of China Unicom, it is difficult to fully utilize the advantages of the intelligent network. In order to give full play to the advantages of China Unicom's comprehensive operation, Huawei has cooperated with China Unicom since 2001 on the basis of an accurate understanding of customer needs, in Inner Mongolia, Hainan, Shanghai, and Hubei. Unified account services and comprehensive VPN services have been opened in other places, setting a successful example of comprehensive intelligent business operations. This service style and ability to always bring value to customers has won the understanding and trust of customers. At present, Huawei's five major product areas: fixed network, optical network, mobile communication, data communication, and business and software are all obtained by China Unicom. widely used. Focusing on the future, network convergence technologies (FMC, IT/IC, All-IP) are the direction of future communication network evolution and the basis for business development.As a leader in network convergence technology, Huawei is better able to understand and identify the impact of network convergence on network operation and maintenance (such as operation and maintenance mode, maintenance process, maintenance tools, personnel structure distribution and skill requirements, etc.), so as to quickly find corresponding solutions solutions, and establish matching capabilities to adapt to these changes in network operation and maintenance, and escort customers' smooth network evolution. Ren Zhengfei said: "If Huawei does not want to die, it must have a world-leading service concept. We can only survive if we aim at the best in the industry." The reason why Huawei has become powerful is precisely because the opponents it faces are too powerful , is basically an international giant, "Only the brave survive in a narrow road", not afraid, not evading, not evading, proactively meet challenges, aim at the best in the industry, and expose and correct weaknesses in their own construction without any concealment , learn with an open mind, narrow the gap, pursue tirelessly, do everything possible to find strategies and methods, and be strong enough to participate in international competitions and surpass your opponents. This is Huawei's competitive spirit!