Huawei's business strategy. Brief introduction of Huawei.
Huawei Technologies Co., Ltd. is a private technology company headquartered in Shenzhen, Guangdong Province, China, which produces and sells telecommunication equipment. It was founded by Ren Yu 1987 in Shenzhen, China. It is the world's largest provider of telecom network solutions and the second largest provider of telecom base station equipment. Huawei's main business scope is switching, transmission, wireless and data communication telecommunications products, providing network equipment, services and solutions to customers around the world in the telecommunications field. In the list of 20111China Top 500 Private Enterprises released on October 8th, Huawei Technologies Co., Ltd. ranked first. At the same time, Huawei is the only unlisted company in the Fortune 500 and the sixth largest mobile phone manufacturer in the world.
Second, the international market situation of Huawei enterprises
Huawei products have entered more than 70 countries and regions, including the United States, Germany, Spain, France, Britain, the Netherlands, Russia, Japan, Australia, Brazil, South Korea, Thailand, Saudi Arabia, Egypt and Singapore.
According to Gartner's latest Q2 and Q3 statistics, Huawei surpassed Fujitsu and Oracle Bone Inscriptions in global storage shipments and capacity, ranking seventh. Global sales revenue surpassed Oracle Bone Inscriptions, ranking eighth. Both rankings are higher than the previous ranking of Q 1. TBR data shows that Huawei's revenue growth rate in the international market has ranked first in the world for five consecutive quarters. The high growth of the international market benefits from constantly gaining the trust of customers by relying on product performance. 20 13 in the fourth quarter, Huawei broke through the Japanese market and won many orders in high-end markets such as Italy and Germany. With its innovative integration scheme, leading architecture design and excellent product performance, Huawei Storage won the bid for Vodafone, the world's top operator, and its product functions, performance and management pages were recognized by Vodafone.
Third, the analysis of market competitors
Huawei's main competitor is Cisco. Due to its early entry into the domestic market and great influence on products and brands, Cisco has incorporated most domestic network distributors into its own system. According to the ranking of the top 500 CPW computer manufacturers, among the four general distributors of Cisco, Digital China, Jiajie Technology and ingram micro China are among the top three 100 distributors. Xiaotong. com ranks ninth, but it is also the largest professional network product distributor in China. After several years of hard work, Huawei has also attracted some powerful distributors to enter its channel team. Among the four senior distributors, Veda and Heguang ranked fourth and fifth among 100 CPW distributors, while the other two ranked 40th. In the initial stage of establishing its own channel team, Huawei adopted? The countryside surrounds the city? In practice, we should pay attention to regional breakthrough and establish regional distributors and integrators. This approach has achieved some success, helped Huawei gain a firm foothold in the online market quickly, and launched an impact on competitors including Cisco. However, with the improvement of market positioning, Huawei faces the bottleneck of insufficient channel resources (especially those of powerful system integrators), which must be broken through.
Fourth, the analysis and planning of Huawei's mobile phone entering the Indian market
Located in southern Asia, India is the largest country in the South Asian subcontinent, bordering Bangladesh, China, Bhutan, Nepal and Pakistan. As one of the oldest civilizations, India has gorgeous diversity and rich cultural heritage and tourism resources. India has a large market and great room for development. Political stability; Good prospects for economic growth; Superior geographical location; India's software development has a good foundation, and Bangalore, India's information technology center, has? Silicon Valley in India? The reputation of.
Huawei's R&D center in India, on the one hand, can use the local excellent software development strength to save development costs, on the other hand, it can open up the Indian market by developing products that meet the needs of Indian consumers.
20 1 1 year, India is one of Huawei's top five markets, and its revenue accounts for 10% of Huawei's total revenue in 201year. In 20 1 1 year, Huawei led the Indian set-top box market with a 24% share, ahead of pace and Cisco. The former is the second largest set-top box supplier in India. From 20 12 to 20 13, the sales of consumer equipment in the Indian market reached 500 million US dollars, an increase of 25% compared with 400 million US dollars last year.
Personally, I think Huawei will develop better in India. India's population is 12 1 100 million, ranking second in the world. The younger population structure makes the future consumption power continuously improve. India's labor force is abundant and relatively cheap. Huawei's investment in India can avoid trade barriers encountered in some developed countries.
5. What problems should enterprises pay attention to when they operate internationally?
1, focusing on cultural integration? Cultural integration? That is, different cultures respect, complement and coordinate each other on the basis of recognizing and attaching importance to their differences, thus forming a brand-new organizational culture in which you have me and I have you. This culture is not only stable, but also extremely? Hybridization? Cross-cultural advantages. It requires multinational companies to create an open and inclusive cultural environment. On this basis, the management of multinational companies can truly move towards globalization, efficiency and diversification.
2. The property right system is not clear. At present, the management mode of overseas enterprises in China is mainly contract management system. This in itself is an expedient measure in the current situation that China's foreign investment management experience is relatively lacking and the management mechanism is not perfect. But the problem is that this contract system is often based on the unclear property right system, and the deep-seated reform of property right, system and system is far from in place.
3. Poor coordination among government departments.
Our government lacks a set of effective management policies and measures for macro-management of multinational enterprises. At present, the practice of setting up overseas enterprises is examined and approved by the Planning Commission, finance, economy and trade, foreign exchange and other departments, and each department is in charge of a department, which has poor coordination, complicated project examination and approval procedures, overlapping functions and reduced efficiency. The examination and approval of various departments and levels increases the cost of the project, and there is no effective examination and approval management system, so that there are often different government decrees and enterprises are at a loss, which affects the enthusiasm of enterprises for overseas development.
4. Strengthen intellectual property protection.
For enterprises in China, there is no way out without independent intellectual property rights? Low-quality products-low-price competition-encounter anti-dumping or intellectual property infringement? Nightmare However, enterprises that invest in R&D in China often get twice the result with half the effort. Investing in R&D centers in developed countries in Europe and America has become a successful way for some enterprises.
5. Accelerate the training of specialized personnel needed for transnational operation.
Talent is the key to the development of China's transnational operation. It is an urgent task for China enterprises to cultivate a group of talents who are familiar with international practices and market environment and have overseas management ability. Strive to train a group of people who know both foreign languages and laws; High-quality compound talents who are good at management and financial knowledge are the management and business backbone of the company's overseas operations. At the same time, it is necessary to formulate a strict system of selection, appointment, rotation, elimination and retirement, and reform the current tenure system. The term of office of the principal responsible person of an overseas enterprise shall be determined according to the characteristics, business nature and development needs of the enterprise itself.
Huawei Enterprise Strategy Analysis Xiao Wei
I. Introduction
Established in 1988, Huawei Technologies Co., Ltd. is a telecom operator mainly engaged in R&D, production and sales of communication network technologies and products, focusing on optical networks and successfully entering the global telecom market. In the past 20 years, Huawei has ushered in the historical opportunity of China's reform and opening up and the rapid development of ICT industry. According to the needs of customers, Huawei insists on customer-centered and continuous innovation, which has won the respect and trust of our customers. From a private enterprise with only 265,438+0,000 yuan in China, Huawei finally became one of the top 500 enterprises in the world. By 20 14, the annual sales will reach nearly 28.82 billion RMB. Today, Huawei's telecom network equipment, IT equipment and solutions and intelligent terminals have been applied in more than 70 countries and regions.
Second, the swot analysis of Huawei
A. Internal environment analysis
(A) Advantages
1. technology. Huawei has established 16 research institutions. There are research institutes in the United States, German, Japanese, China and other places, with about 70,000 developers engaged in product research and development, accounting for about 45% of the total number of companies. Huawei's R&D investment is not less than 10% of its sales investment, and insists on using 10% of its R&D investment for pre-research, continuous research and tracking of new technologies and new fields. In 20 13 years, Huawei spent 306.72 million yuan on R&D, accounting for 12.8% of its revenue. In recent years, Huawei's R&D expenditure has exceeded 1, 5 10/00000 yuan.
2. quality. Huawei's products are cost-effective and fast to deliver. Huawei's advanced production technology system shortens the production cycle and improves the production efficiency and quality. In order to ensure product quality and project implementation, and win the comparative advantage of fast, high-quality and low-cost, Huawei has also built a complete supplier certification process.
3. price. Huawei products have more price advantages, and domestic cheap labor costs are more competitive than foreign manufacturers.
4. Corporate culture. Huawei's core values: self-criticism, openness, customer achievement, hard work, sincerity and trustworthiness, and teamwork. Cooperation among teams effectively reduces friction, so we should vigorously improve management efficiency, maximize synergy and promote the development of Huawei's good corporate culture.
5. Customer relationship. Such as strengthening localization. Huawei insists on taking customers as the center, actively responds to customers' needs, constantly creates long-term value for customers, and conducts in-depth exchanges and communication with customers. Huawei has set up customer service centers in major cities to strengthen the construction of urban marketing service networks. The former sales manager has been transformed into a customer representative to safeguard the interests of customers and supervise Huawei's customer service level. Customer demand is the driving force for Huawei's development.
(2) Disadvantages
1. Huawei? Wolf culture? It violates the requirements of humanized management. The competition among Huawei employees is cruel, although it is practiced? You can do it. You're on? But it has caused excessive psychological pressure to employees. It is not conducive to the physical and mental development of staff and will definitely affect work efficiency.
2. Leaders have a strong personal color. Decentralization of power can easily lead to decision-making mistakes. This will affect Huawei's production efficiency.
Huawei has a strong voice among the people. However, compared with other mobile phones, the publicity is somewhat weak, which is not conducive to enhancing the corporate image.