Chapter 46 Chapter 8 The Miraculous Huawei Model

No matter how good the management ideas and concept system are, they can only have a real effect if they are implemented in the company's marketing and business development. Huawei's marketing and customer relationship management system has always been unknown to outsiders. Any enterprise attaches great importance to managing customer relationships.But at Huawei, this is already a science that needs to be studied and a product that needs to be operated.Huawei's customer relationship management is summarized as "One Five One Project" within Huawei, that is, one team, five methods (visiting the company, visiting model sites, on-site meetings, technical exchanges, management and business research), and one database.Huawei solidifies these things that other companies disdain to care about into the corporate system and culture, and has profoundly influenced batch after batch of new Huawei people, and has become something in the heart of Huawei.Speaking of Huawei's "unscrupulous", most of the peers do not despise, but awe.

"Sales is an unforgettable experience, and a life without sales is incomplete." Huawei's marketing staff kept saying this.Sales was Huawei's only main business in the coyote era, and the secret of sales was Huawei's biggest secret.Huawei uses a natural way to convince employees that everything it does for market sales growth is not shameful. In terms of marketing, Huawei has a marketing management committee, which consists of marketing planning department, customer relationship management department and other departments. Among them, the customer relationship management department is responsible for researching, evaluating and supervising the establishment and improvement of customer relationship.While other companies still have customer relations at the level of "price cuts, drinking, and rebates", Huawei has carried out "consulting + marketing" in various places to help operators analyze the current situation of the network and provide better services. customers, and develop new business.

Similar to many private companies, Huawei did not have any high-level relationships to rely on when it first started its business, so it had to start from a county that multinational companies had no time to take care of.At that time, Ericsson only had three or four people responsible for monitoring the local network in Heilongjiang, but Huawei sent more than 200 people to station all the year round. Every county telecommunications bureau competed for every inch of the local network project. After years of hard work, its customer relationship has penetrated into every branch of the market, and no multinational company or local company can compete with it.Huawei has more than 200 regional business departments across the country. Some people once suggested that abolishing these business departments can save costs. Anyway, the county bureau no longer has the right to purchase.Ren Zhengfei's reply is: "I believe this is the difference between Huawei and Western companies. We must be close to customers at every level and level, and never give up any votes that are beneficial to us."

Among Huawei's sales staff, students who have just left school are often more successful than those with sales experience and rich life experience.Front-line sales staff are usually limited to 3 years, and perhaps before 3 years, sales staff who have become able to objectively understand the pros and cons of Huawei products have left this position.When the time limit expires, even if you want to continue working, you can't do it. "I want to ensure that the people on the front line will always be full of passion and vitality!" Ren Zhengfei said. Such high requirements for front-line personnel stem from Huawei's philosophy of putting customer relations first.Huawei, which survived in a non-market environment, has carried forward this secret of the survival of the fittest to an unparalleled extreme.Today, the inseparable relationship network between Huawei and users around the world, from high-level to executive level, is woven step by step by raw food.

In the early days of entrepreneurship, the county-level telecommunications bureau at that time had the right to purchase, and Huawei could eat even if it only had the tasteless ribs of multinational companies.Now, the purchasing power of the county bureau has been transferred to the provincial bureau, but Huawei's investment has not been reduced, because the county bureau has the right to suggest and evaluate the selection of equipment.Moreover, when there is a problem with Huawei's equipment, good customer relations will not allow bad news to spread too quickly.Huawei's technicians often rush to the scene day and night to guard the site day and night, and if there is a problem, it will be repaired and replaced immediately. "Even if there is a problem with their product, what else can they do if they keep watch over you all day?" The perfect solution to emergencies has actually enhanced the relationship with customers.

In 2000, China's telecom industry was split again, and China's telecom operators evolved from one to seven.Huawei has taken two measures. One is to set up seven operator system departments. Ren Zhengfei called it "released seven wolves".These system departments have their own branches from the operator's headquarters to each provincial branch, and have their own KPI (key performance indicators).This makes Huawei one year ahead of ZTE in terms of technology, which means that the expansion and development of various operators are relatively balanced.No matter whether it is telecom, mobile, China Unicom, China Netcom and other operators, there is no such phenomenon that one good man can cover one hundred bad things.Each has its own indicators and each has its own pressure.

Another move that everyone thought was incredible at the time.Because after the separation of telecom companies, the procurement rights of the operators were collected, and the prefecture and city companies basically had no procurement rights, and some of the procurement rights of the provincial companies were also collected, and most projects began to be purchased in a centralized manner.Western companies used to only deal with the relationship between headquarters and provincial companies, and were often eroded by Huawei and other manufacturers.The situation seemed to favor Western companies, and at the time, Huawei's city-wide networks were being challenged.It was natural to think of shrinking the sales and service network of local companies, and at that time expanding the international market also required a large number of experienced sales staff.Ren Zhengfei did the opposite, and proposed to repair the trenches to the place closest to customers, establish customer service centers in each prefecture and city, strengthen the marketing and service network in prefecture-level cities, and transform the former sales manager into a customer representative. , that is, on behalf of customers to supervise and improve Huawei's service level.

Whenever a customer has a problem, they can communicate with the Huawei engineers around them.Whenever centralized procurement, users such as prefectural and city companies will put forward their needs and opinions. Obviously, Huawei will be the first choice of end users. In 1999, Huawei's network analysis and planning for the local network in Zhengzhou was delivered to the high-level desk of the Henan Provincial Bureau, which was highly recognized. The provincial bureau even asked who did it.Huawei hired IBM experts with high salaries to provide training on international telecommunications development trends and business management to Huawei's customers around the world by "airplane". This plan was made by expensive IBM experts.

In order to manage good customer relations, Huawei people are meticulous.Not only is the service in place, but he is also dedicated to customers in life; he is able to receive his opponent's customers from the airport to his own showroom; he is able to learn about his new office address earlier than a new director, and on his first day in office Huawei People News changed its vote to a new unit.These not uncommon "conventional weapons" have been solidified into Huawei's corporate system and culture. This is the universal customer relationship advocated by Huawei.Unlike Western companies that only target decision-makers, Huawei builds a comprehensive customer relationship with decision-makers, technicians, users, business departments, and financial departments.

Huawei's marketing has two lines, one is the product line, and the other is the customer line. The product manager is responsible for pre-sales, product presentations, technical exchanges, bid responses, market strategies, etc.; while the account manager has to pay attention to operator customers and customers' needs. Family members, pay attention to his every move, likes, needs, etc. And the most valuable thing is that Huawei has institutionalized the "151 Project" to form a successful model and solidify it to form a culture. Huawei has also inherited and carried forward this general customer relationship working method when it is in the international market. Whether it is an operator's tester, an ordinary engineer, or a director, chief technology officer, or CEO, Huawei employees are all-round Make contact with customers and make customers feel respected.

The first point of Huawei's leadership quality model is the ability to develop customers. Its definition is: this is a behavior characteristic that is committed to understanding customer needs and actively using various methods to meet customer needs. Ren Zhengfei has repeatedly emphasized: what do managers do?Arranging troops, arranging formations, and inviting customers to dinner. Some people disdain: Isn't this the crowd tactics?In fact, it is really not easy to do this.Foreign companies do not have such a culture.Foreign companies generally recruit famous college students, provide favorable conditions, and are stationed in provincial capitals at most. It is difficult for Huawei people to leave their hometowns, live in two places, and fight in foreign countries for many years. How did Huawei do this?First of all, the principle of Huawei's recruitment is to recruit people with great ambitions and poverty. Therefore, most of Huawei's employees come from rural areas and small towns, and they can only change their lives through struggle.As long as you struggle, you will have good rewards and opportunities for development and growth. In order to prevent sales staff from focusing on short-term gains and ignoring the maintenance of long-term customer relationships, Huawei does not use "sales commission" as an incentive method internally.Huawei also stipulates that locals are not allowed to hold office positions, and only 5% to 10% of the offices are allowed to be locals. Generally, sales staff will rotate between offices on a regular basis. In this way, Huawei has distanced itself from its competitors.