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The wolf is a frightening and annoying animal. Few people want to compare with it, but Huawei calls itself a wolf. Ren led Huawei's wolves to fight against leopards and lions in the market, which showed the wolf nature of the enterprise incisively and vividly and made great achievements. In the industry, Huawei is well-known, and even its competitors must be awed by three points. Especially Huawei's low-key personality and crazy behavior make this strange hyena even more mysterious. More than a decade ago, it was a small private enterprise with a registered capital of only 20,000 yuan, but in 200 1 year, its sales reached 25.5 billion yuan, ranking among the top 100 electronics companies and becoming a world-class communication equipment supplier. This success is thought-provoking. What kind of competitive magic does the unique wolf corporate culture have?
Huawei is not the first enterprise to enter the communication field in China. At that time, other enterprises that fought side by side with it had already disappeared, but with the tenacious survival ability of wolves, it quickly developed into a strong player in this field with aggressive momentum. Some people compare all kinds of enterprises in the communication manufacturing industry to three kinds of animals on the grassland: multinational companies like lions, multinational joint ventures in China like leopards, and authentic local enterprises in China like hyenas. If this metaphor is appropriate, then Huawei is the most outstanding hyena.
Huawei advocates wolf culture, and Ren Zheng Fei, the boss of Huawei, summed up three characteristics of wolves:
One is a keen sense of smell;
Second, the indomitable and selfless offensive spirit;
The third is group struggle. These three points are the characteristics of the success of wolf killing, which will also form incredible power when applied to the competition of enterprises, so enterprises need a little wolf to develop. Keenly aware of the opponent's movements and changes in the market, you can seize the opportunity and take the initiative. There are bound to be setbacks in the process of competition, so if you want to win in the future, you must have the spirit of not being afraid of losing and endless faith. In the market competition, it is meaningless to retreat and wait. Enterprise is a collective organization, and its success is everyone's efforts, so only through all efforts can the enterprise be brilliant.
In the battle with lions, wolves have terrible survival ability, eager to win, persistent pursuit of their own goals, using any available methods, launching crazy attacks, and making lions exhausted by collective fighting at all costs. Although the multinational company is the only one, Huawei continues to grow, because it has more desire for success, more persistent pursuit of development, and adopts the most effective tactics in the market. Often, with the development of collective warfare, it fights several times more powerful opponents and finds a way to survive. In the competition to share their prey, both lions and leopards are afraid of deadly wolves and dare not take it lightly. Huawei's wolves play a deadly role in the market, using various competitive means to scare parked lions and leopards. In just a few years, the number of wolves has doubled from a few hundred to tens of thousands, realizing the growth of wolves. For Huawei, its main business is sales. The most distinctive aspect of sales shows the wolf nature, that is, it attacks outward with overall strength, and uses various means to achieve its goals and compete for the market. It pursues victory crazily, and it
Endless patience with failure. In the competition, Huawei's weapon is not necessarily the best, but it must be the most effective, so its competitiveness is rooted in its wolf nature. In research and development, it also shows the wolf nature of perseverance and hard work. Researchers work hard, not afraid? Ten years on the bench? , insist? Start with bits and pieces? Don't study the problem extensively, but study it deeply. Therefore, Huawei's technology can always lead in China, which is a sharp weapon for technology products to seize the market.
Wolf nature is the concentration of corporate culture characteristics. Huawei attaches great importance to corporate culture, and Ren has an incisive exposition on it. Resources will be exhausted, and only culture will be endless. All industrial products are created by human wisdom. Huawei has no natural resources to rely on. Only dig out the big oil fields, big forests and big coal mines in people's minds? Spirit can be transformed into matter, and material civilization is conducive to consolidating spiritual civilization. We adhere to the policy of promoting material civilization with spiritual civilization. The culture here includes not only knowledge, technology, management and sentiment? It also contains all intangible factors that promote the development of productive forces. ? Although the wolf has a cruel side in the competition, its loyalty is the foundation of its perseverance, so Huawei advocates it? Love the motherland, the people and the company? As the dominant corporate culture, it includes four important aspects:
1, national culture, political and cultural enterprises. Corporate culture is the representation of national culture and political culture. Huawei introduced China's socialist culture into enterprises, calling on enterprises to learn from Lei Feng and Jiao, and never let these model figures suffer. Adhere to material civilization and consolidate spiritual civilization, which in turn promotes material civilization and combines socialist dedication with personal interests.
2. Driven by dual interests. Working hard for the prosperity of the motherland, the rejuvenation of the nation and the happiness of the family is driven by dual interests, and national interests and personal goals stimulate work enthusiasm.
3. Share weal and woe, share weal and woe. Everyone in Huawei is equal and does not engage in privileges; Success is shared by the collective, and failure is shared by the collective. Unity, cooperation and collective struggle are the soul of Huawei's corporate culture, similar to the collective action of wolves.
4、? Huawei Basic Law? . ? Huawei Basic Law? The drafting of "Second Pioneering" began with 1996, which is a concrete embodiment of Huawei's corporate culture, and defines the concept, strategy, principles and basic policies of Huawei's second pioneering, which has an important guiding and standardizing role for Huawei's development. Huawei can win the competition because it integrates the three characteristics of wolves into the core culture and forms a unique wolf culture. Especially when the strength of China enterprises is far weaker than that of world-class enterprises, and they must survive in the competition of global economic integration, the wolf culture has played a magical role and constituted a practical and effective special competitiveness. Huawei's mission includes four aspects: core values, basic goals, company growth and value distribution.
Core values are the foundation of enterprise's survival and the spiritual power of enterprise's pursuit of success. Huawei's pursuit is to realize customers' dreams in the field of electronic information and become a world-class equipment supplier and a world-class leading enterprise; Huawei's greatest wealth is the serious and responsible management of effective employees; Widely absorb the latest research results in the field of electronic information in the world, so that products can stand on their own feet among the world's communication powers; Love for the motherland, people, career and life is the source of cohesion, responsibility, innovation, professionalism and unity and cooperation are the essence of corporate culture, and seeking truth from facts is the code of conduct; Advocate the formation of interest relationship among customers, employees and partners; Adhere to the policy of promoting material civilization with spiritual civilization; It is our duty to serve the country through industry and rejuvenate the country through science and education? These are Huawei's core values, the spiritual pillar of Huawei's survival and development, the basic characteristics of Huawei, and the guidelines and norms of Huawei's behavior. In the basic goal part, the development goals are set for quality, human capital, core technology and profit, which makes the development direction of the enterprise more clear. In the growth part of the company, the main problems encountered in the development of the company are clarified, and the growth ideas are clarified. In the part of value distribution, the interests of employees are guaranteed by recognizing the value of employees' labor results, adopting appropriate distribution methods, giving priority to efficiency, giving consideration to fairness and sustainable development. These are the core contents that constitute Huawei's core competitiveness, and clearly outline the main line of core competence. The purpose of the company is the most basic and important content of the enterprise.
Huawei's corporate purpose, combined with the reality and social environment of the enterprise, expounds a series of important problems of the company, which has played a guiding and standardizing role in the development of the enterprise. Huawei's corporate purpose is the core of wolf corporate culture and core competitiveness, and its importance is self-evident. Talent incentive system Huawei's technical ability is developing rapidly, and Huawei's sales ability is aggressive. This is because there are a group of hardworking and brave Huawei people whose enterprising spirit comes from Huawei's talent incentive system. Huawei's talent incentive mechanism mainly includes the following aspects:
1. Establish a human resource management system based on free employment instead of lifelong employment.
2. Establish an internal labor market, allow and encourage employees to change jobs, realize internal competition and selection, promote the effective allocation of talents, activate employees, and maximize the potential of employees.
3. The salary is high.
4. Provide sustainable development training.
5. Fair competition, not only academic qualifications, but also practical talents.
6. An objective and fair evaluation.
7, knowledge capitalization, knowledge authority. When the wolf corporate culture showed miraculous effects and Huawei was in full swing, two articles full of anxiety were suddenly thrown out one after another: Winter in Huawei and Spring in the Northland. Huawei has always kept a low profile, and there have been similar arguments before, but this time, when Lucent Empire fell, Huawei's warning was surprisingly shocking. As soon as these two articles appeared, they aroused great concern in the industry, spread widely on the Internet, and were highly praised by the business community. For a thriving enterprise, it is valuable to have such a sense of crisis, which is like a wolf in nature, always vigilant about survival. This sense of crisis is an extension of wolf corporate culture.
Comments on Huawei (Part Two)-After reading Customer-Centered, I feel that Huawei Technologies Co., Ltd. is a private technology company headquartered in Shenzhen, Guangdong Province, China, and owned by employees who produce and sell telecom equipment. Yu Ren was established in Shenzhen, China on 1987 with a registered capital of 2 1 10,000 yuan. The current chairman is Ren, and the chairman is. Huawei is the world's largest supplier of telecom network solutions, the second largest supplier of telecom base station equipment, the world's largest supplier of communication equipment, the world's third largest smartphone manufacturer and the world's leading provider of information and communication solutions. Huawei's products mainly involve switching networks, transmission networks, wireless and wired fixed access networks, data communication networks and wireless terminal products in communication networks, providing hardware equipment, software, services and solutions for global communication operators and professional network owners. Huawei's products and solutions have been applied in more than 70 countries around the world, serving 45 of the world's top 50 operators and the global population of13. In 20 14, China ranked 285th in Fortune Global 500 magazine, up 30 places from the previous year. 20 15 revenue increased by 35.3% over the previous year, reaching 390 billion yuan (about 60 10 billion US dollars). In May of 20 16, Huawei sued Samsung for infringing the intellectual property rights of mobile communication and mobile phones, which fired the first shot for China enterprises to defend their rights from foreign big-name enterprises.
Huawei is now well-known at home and abroad. Huawei's success is not only the success of its leadership, but also the joint efforts of all strugglers. The myth created by Huawei surprised all walks of life abroad. How can a self-made private enterprise with no background walk to the door in just over 20 years? Huawei is indeed a successful and promising enterprise in China. It showed the world the success of China's reform and opening up with practical actions, and also infected countless China enterprises and countless aspiring young people with a kind of leadership temperament. Its various spirits are admirable, and its philosophy of existence is even more daunting. As bankers, our philosophy of survival is like a slogan for us who are constantly moving forward, and this slogan should have been deeply imprinted in our own hearts long ago. So what is this slogan? -Serving customers is the only reason the company exists. In today's fierce competition, this sentence is a powerful medicine not only for us, but also for any enterprise. Although the drug effect is fierce, only those who dare to try and innovate themselves can benefit deeply. This is how Huawei came, and it has been constantly verifying this truth with more than 20 years of hard work. Until today ... when it comes to Huawei, we have to mention Huawei's famous victory-? Customer-oriented, struggler-oriented, long-term efforts? This is also the core value of the enterprise that supports Huawei to today. The three complement each other, but at the same time they are all customer-centric. Customer-centered means that enterprises should pay attention to the interests of customers for a long time. Because the customer is always there, you should cherish it as your own soul. The customer is there, the soul is there, and the enterprise lasts forever. All our actions boil down to providing customers with timely, accurate, high-quality and low-cost services. Focusing on customers is like eating when people are hungry. Without customers, enterprises will naturally starve to death. Struggler-oriented, in fact, is also customer-centered. Let hard-working people and well-done people do things for customers, help customers solve problems, contribute outstanding people to do things for enterprises and society, and promote employees who serve customers well. As the backbone of the enterprise, it is to promote the growth of pro-customers. Long-term persistent efforts are also customer-centric. Everything you get and everything you consume comes from customers, and your useless consumption increases the cost of customers, which is unacceptable to customers. You are afraid to work in hard areas, afraid to work in hard posts, and not customer-centered, then customers will not accept and recognize you, and your life will be very hard. Therefore, from large enterprises to small individuals, if you want to achieve something and develop continuously, you must conscientiously implement customer-centered, and spare no effort to persist. Only in this way can they win customers and let enterprises and individuals achieve long-term and sustained progress and development.
When it comes to service, Huawei can be said to have achieved the ultimate. From the beginning, engineers were so tired that their corneas almost fell off in order to make products that customers were satisfied with. Later, when there was an earthquake, they did not retreat but advanced. When there was a war in other countries, they also let the signal cover all the routes of Mount Everest. On the road to solving problems and meeting customers' needs, Huawei people can say that they dare to give everything, sometimes even their lives. This spirit of struggle, which dares to sacrifice, also stems from taking customers as the center and from the real respect of the whole organizational culture for the struggling people. Huawei employees have always ignored it because they always believe that the company will not treat employees badly. In essence, Huawei is sure of the strugglers. As a financial investor, you should get a reasonable return, but let? Normandy landing? People and digging? Panama canal? People get more in return? . Huawei wants people to work harder and get more, that is, not to let Lei Feng suffer. This is also the best footnote for the company to sincerely serve its employees, and then the whole system will do customer-centric things in a virtuous circle.
Speaking of serving customers, I started to work as a teller in Jilin Bank from 20 13, and my understanding of service was further deepened after I came into contact with books about Huawei. Good service is not only good attitude, good tone and good communication. These are the most basic things. As long as you have a stable state, you can do well. However, by studying Huawei, I found that the meaning of service is really broad, not only referring to after-sales, from product research and development, production to product optimization and upgrading, and even to the end of product life, but also including the emergence of companies and managers. All aspects of the entire ecosystem should be based on services. Huawei people speak very well. Service consciousness should run through the whole life cycle of the company. We can only win the trust of users with high-quality services, thus creating resources. The power of this kind of trust is infinite, and it is our inexhaustible source. One day we don't have to serve, that is, we close our doors and go bankrupt. Therefore, service runs through the life of our company and individuals. ?
Then, I will talk about my thinking on service through my understanding of Huawei culture and practical work.
Continuous (small) innovation
Why say innovation, not reform? Because innovation can be soft, it can be improvement, and it can also be endless change. It is gentle, perhaps incomprehensible, but easy to accept, and the reform may be painful, or it may fall like Shang Yang. The innovation I'm talking about here is actually utilitarianism. On the basis of our original quality, if we study and build vigorously, we will learn Huawei's core values, what is customer-centered, what is striver-oriented, and what is long-term persistence.
Strive hard to give every individual in Kyrgyzstan an ideological baptism, and then inject more powerful spiritual strength into our enterprise. Today's Huawei, maybe other companies or enterprises in the future, and even ourselves, can become the model pursued by this world. What we have to do is to constantly learn and absorb other people's nutritious things, so as to achieve the goal of continuous innovation, and then we can continue to develop and survive in this unpredictable world. However, no matter how innovative we are, we can't do without the customer-centered foundation. Otherwise, no matter how fast you develop, you will have arrived. Huaibei? Is it still useful? Orange? Think about the whole thing? Huaibei? The harder you work, the more likely you are to fail. Customer-centered is to remind us who you are serving, what their needs are, analyze specific problems, and always be ready to subvert yourself and achieve customers.
Second, locate customer needs.
Everything we do should change with time and place, not dogmatic, pay attention to the interests of customers for a long time, and keep pace with the times to meet customer needs. Customer demand is divided into explicit and implicit: explicit demand is relatively simple, which is some expressions of individual customers. For example, he wants to pay the electricity bill, but he just doesn't pay the water bill. Then he was thirsty and wanted to drink water. When he is tired, he wants to sit for a while, and whoever has a high interest rate will save it. It's clear when he says it or when you look at it. Implicit demand is more complicated, sometimes it may be that the drunkard's intention is not wine, and some may just be to let your army go. For example, when waiting in line, some people suddenly get angry. On the surface, he said it would take a long time, but in fact, he saw that the people on the other team handled it quickly and hated himself for standing a business.
Team. (Note: Yuanfeng Savings Office has a high shelf, and there is no pager, so it directly queues up for business. In the process of developing our business, we must dig deep into the hidden needs. In the final analysis, as long as you can pay attention to the interests of customers and take customers as the center, you will certainly find these needs and make favorable choices for customers. Then, the reason why we need to know the customer's needs is because the customer's sense of ownership is already very strong. You should be guided by their needs, not self-centered. Only by accurately positioning the needs of customers can we complete the work efficiently. Our customers have gained their own interests and solved their long-standing demands (we should pay attention to their needs at the right time and place), and we have won trust, market and survival foundation.
Three-way future
Really customer-centered, not only reflected in the attention to the present people, but also reflected in the study of the future people. We should keep pace with the times to develop ourselves and cater to the ever-changing customer groups and needs. We should face the future and study the future customer groups. This is an attitude of being prepared for danger in times of peace, a spirit of being serious and responsible to customers, and a consideration of whether the future can be sustainable. Let's say that Yuanfeng Savings Office, where I work now, receives most customers from the post-50s and post-60s, and a small number from the post-70s and even the post-40s. It's rare for the post-80s and post-90s, which means that the average age of the group we serve is around 60 years old. What will these people face in the near future? Tired of being old? Or move to other places with our children, then our old customers will be reduced like a cliff ... In the past, people went to the bank to handle various businesses, but now the future main players after 80 s, 90 s and even 00 s are used to it.
Walking on the Internet, do we know them? How much affection do they have for us? There is really not much time left for us to cultivate customers. Therefore, under the premise of taking care of the present, we should make great efforts to study the various needs and habits of the future population. Don't you like playing mobile phones after 80, 90 and 00? Aren't you used to putting money in Internet financial tools such as Yu 'ebao and Baidu Wallet? Then let's do a good job in mobile phone business and make them like and get used to using our online financial tools. Facing the increasingly accustomed paperless user behavior, if we want to be truly customer-centered, we must focus on the future, be customer-centered, conform to the significance of the times, and clarify the needs of people in the trend. Only when customers need us can we provide effective help, and on this basis can we establish a deep relationship of mutual integration and mutual promotion. Facing the future, it is also to find the real needs of customers, truly take customers as the center and serve customers better.
More than a decade ago, Huawei proposed that Huawei's pursuit was to realize customers' dreams. It has been practicing the idea that serving customers is the only reason for Huawei's survival. Now Huawei has succeeded, because Huawei has taken the customer-centric sentence to the extreme. Of course, although Huawei's success also includes many other factors, the key to its continuous challenge one after another is to implement customer-centric throughout the system. At present, our Jilin Bank has always been famous for its excellent service, so we have reason to believe that as long as we can make a hole and make money, we will surely usher in our own road to wealth.
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