(Article from "Baicaoyuan Information Port")
1, the great Ren Zheng Fei
Ren grew up in the 1980s, and later became the most promising entrepreneur in China. After several major social changes in China, he was always able to navigate between economy and politics with ease, and finally made great achievements. He is very talented, energetic and knowledgeable. He has been running Huawei 19 years, sometimes he has made rapid progress, and sometimes he is ready to go. He is unique in domestic Jianghu and dances with wolves abroad. Huawei's success depends to a great extent on Ren's understanding, interpersonal relationship, vision and some personality traits of China society in a special period.
Many of Ren's representative works, such as Winter in Huawei, are regarded as models of enterprise management by many enterprises (especially IT circles). After more than ten years' efforts, Huawei has become a benchmark enterprise in China IT industry, one of the first choice enterprises for many famous college students to choose their jobs, and enjoys the same reputation as internationally renowned enterprises.
2. The state gives strong support.
Huawei's success is inseparable from the support of the state. Ren Zeng, president of Huawei, said with emotion: "As soon as Huawei was born, it encountered international competition at its own doorstep. Competitors are world-renowned companies with tens of billions of dollars in assets. Without the protection and support of national policies, Huawei is easily destroyed. " During the period of 1995, the state successively issued a series of policies to support the development of national communication industry. The state has always been very inclined to local enterprises in policy. A private enterprise with a registered capital of only 24,000 yuan, without the support of the state, could not have made such achievements through bit by bit accumulation in a short period of 10 years.
In the process of major industries going international, countries should make important multinational companies effectively undertake the functions of competition, contest, game and cooperation between countries on national strategic industries through national strategic arrangements. The communication industry belongs to the national strategic industry, and Huawei came into being. There is no country in the world that does not go out and implement its national strategy through its own companies (including Ericsson and Nokia).
Huawei's success today is due to the support of the government. During the period of 1995, Huawei encountered a funding bottleneck due to its attempt to expand its production scale, and national leaders visited at the right time, which solved the problem of bank loans that had been bothering Huawei before, and the support of local governments was also strengthened. 65438+11In June 1996, Zhu Ji, then Vice Premier of the State Council, inspected Huawei, and made it clear that he hoped domestic switches would enter the international market and promised the government to provide buyer's credit. In the most critical period of development, the government's assistance again is undoubtedly the greatest encouragement and help for Huawei, which wants to get rid of the shackles of the domestic market and enter the international market. Later, Ren made Huawei go abroad through the visit of state leaders and opened the markets of Russia, Egypt and other countries.
Step 3 seize the opportunity
Huawei's success is created by special historical opportunities. Huawei is fortunate to meet the tide of reform and opening up and the golden opportunity for the development of the Chinese nation. Ren also admitted that Huawei's past success contained more opportunities. He once said: "Huawei is growing in the fastest-growing period of the global information industry, especially China is transforming from a backward network to a world-class advanced network. Huawei, like a leaf, was lucky enough to land on the ship of this trend. It's lying on a big ship, and it's drifting with the tide today. " Therefore, Huawei's success should be that opportunities outweigh quality and skills.
4. Excellent strategic thinking
Michael Porter, a master of strategic management, believes that the essence of strategy is choice, balance and proper position. For example, strategy is like making a movie. Every movie must have a situation, through which the audience can experience a certain result at the end of the movie. Strategic thinking is very similar to this, because it requires us to look forward to the ideal results that enterprises want to achieve, then focus on how to achieve the set goals, and then in turn consider how to achieve them step by step.
5. Unique operating mechanism
Huawei has explored a set of enterprise management mechanisms suitable for its own development, including interest-driven mechanism, power-driven mechanism, achievement-driven mechanism, ideal pursuit and value-driven mechanism. The company's value evaluation system and value distribution system are the key to Huawei's success and the most distinctive features of Huawei's management. Its main contents and characteristics are: labor, knowledge, entrepreneurs and capital have created all the value of the company; The achievement of the company, the morale of all employees and the sense of belonging to the company are the standards of value evaluation; Talent, responsibility, contribution, work attitude and risk-taking are the basis of value distribution; Organizational power and economic interests are the objects of value distribution; Opportunity, authority, salary, bonus, stock right, bonus and welfare are all forms of value distribution. It is Huawei's innovation to turn knowledge into capital and realize knowledge-based system. Its performance is in the distribution of equity and capital stock. The distribution of equity is not based on capital, but on knowledge capital, that is, a part of knowledge return is converted into equity, and then income is obtained through knowledge capital equity.
On the other hand, Huawei's unique operating mechanism is that the Huawei model cannot be copied or is difficult to copy. It should be acknowledged that Huawei's globalization strategy has been relatively successful so far. Whether it is market development or independent research and development, Huawei has achieved phased globalization goals. However, we should also be soberly aware that the initial conditions for Huawei's development are not easy to obtain, especially in the early stage of development, it was fortunate to meet the large-scale construction of the domestic communication market, which accumulated enough experience, capital and R&D system and formed an important development foundation. In a word, Huawei's development is the result of its clear strategic choice and indispensable special historical opportunity. Now that global competition has been fully launched, it is difficult for domestic enterprises to obtain the accumulation of original capital and technology under the protection of the domestic market. Many enterprises must face the global competition from the beginning in order to establish their own competitiveness. Therefore, Huawei's development path and model are difficult to replicate.
6. Talent strategy
High-quality talents are the guarantee for the development of high-tech enterprises. Huawei believes that talent is capital, which is more important than money, so it spares no effort to recruit high-quality, pioneering and dedicated talents and create a mechanism to attract, retain and make good use of talents. At present, more than 85% of 1000O employees have bachelor's degrees; Hire more than 400O technical R&D talents with high salary, among which 70% are postdoctoral, doctoral and master's senior research talents. Huawei emphasizes that the goal of human capital appreciation takes precedence over the goal of financial capital appreciation. The company not only established the human resource management system on the basis of the free employment system, but also introduced the competition and selection mechanism to establish the internal labor market and promote the rational flow of internal talents. In terms of talent flow, Huawei emphasizes the compulsory rotation of senior and middle-level cadres in order to cultivate and improve their comprehensive quality to take on heavy responsibilities; For junior staff, it provides natural mobility, loves to do things one by one, and becomes a management or technical expert in a certain field. On average, Huawei has more than 200 job-hopping people every month, and everyone can choose or compete for jobs and positions that suit them.
Huawei's talent strategy is talent-oriented, regardless of origin. Li Yinan's legendary experience reflects Huawei's talent strategy. Li Yinan 15 years old was admitted to the juvenile class of Huazhong University of Science and Technology, and entered Huawei at 2 1 year old. I was promoted to engineer in two days, chief engineer in half a month, and deputy general manager of Central Research Department in half a year. Within two years, he was promoted to be the chief engineer of Huawei and the president of the Central Research Department. At the age of 27, he became the vice president of Huawei, and then quickly became the vice chairman of Huawei Technologies. He was Zheng Fei's most effective assistant and the most vocal successor of Huawei at that time. At the end of 2000, Li Yinan went north to Beijing with Huawei's equipment worth100000 yuan, and founded Beijing Harbor Network Co., Ltd., and began to travel alone as a senior distributor of Huawei enterprise network products. Leading a group of people away from Huawei, gathering Huawei's top talents and punishing Huawei as an opponent made Ren very angry. As we all know, Ren encourages employees to go out and start businesses, but this way is another matter. The fuse of Huawei's complete enemy with Harbor was the competition for the business of an operator in Hong Kong in 2002. In this case, with the support of agents, Harbor directly competed with Huawei on the table, which set off the war between Huawei and Harbor. Since then, Huawei has started to kill Hong Kong. Set up a special project team to dig products, projects and personnel from the harbor. At that time, this project team was nicknamed "Hong Kong Office" in Huawei. Just to hit the port business. In June, 2006, Huawei officially acquired Harbor, and at this point, the feud between Huawei and Harbor ended for many years. Huawei acquired Harbor, including major product lines, intellectual property rights, inventory products, and most employees of Harbor. In September of the same year 1 1, Li Yinan returned to Huawei. His position is vice president and chief telecommunication scientist, mainly in charge of strategy and marketing department.
7. Leading technology
Since its establishment, Huawei has been aiming at the international advanced level and striving to lead the world. Based on the high technology of modern computers and integrated circuits, they made bold innovations and made a series of breakthroughs. We invest 10% of our sales in scientific research and development every year, equipped with a large number of excellent development equipment and testing instruments, and established long-term and extensive cooperation and exchanges with some famous universities, research and development institutions and key laboratories at home and abroad, and established good and stable cooperative relations with internationally renowned companies and suppliers. Leading in science and technology, Huawei ranks among the few giants in the world who can provide CAC08-STP digital program-controlled switching equipment; In the mobile intelligent network, STP, mobile gateway, GPRS and other core networks to form a leading edge.
8. Marketing Tiejun
Huawei is a miracle of IT industry in China, and its development speed is amazing. What is more commendable is its marketing staff. The number, quality, wide distribution and high income of Huawei's marketing personnel are unprecedented in the history of China enterprises. Huawei has a sales team of more than 6,000 people, accounting for 33% of all Huawei employees. Most of them are graduates of famous universities in China. After the devil training of Huawei, they were put into the market. The salary of Huawei marketers is very attractive, but the life span of the first-line market is generally only three years.
Ren, the boss of Huawei, said: "Huawei's products may not be the best, but so what?" What is the core competitiveness? Choosing me instead of choosing you is the core competitiveness. " In Huawei, the market is the core competitiveness, and the market is won by frontline soldiers. At home, Huawei sold the first-class market with third-rate technology. Huawei rode across Asia, Africa and Europe and burned the war to the United States on the other side of the Pacific Ocean. Technology is not Huawei's core competitiveness, Huawei's core competitiveness is marketing, and the core of Huawei's marketing is Huawei's marketing iron army.
Huawei's success mainly depends on its advantages in marketing, and the first of Huawei's marketing advantages is the advantages of Huawei's marketing team. How is Huawei's marketing iron army forged? There are five main measures for Huawei to build its own marketing iron army: the first measure: shaping the "wolf" and "real" corporate culture; The second measure is to select talents; The third measure, devil training; The fourth measure is the institutionalization of employment; Fifth, effective incentives.
"Wolf" and solid corporate culture are the foundation of Huawei. Huawei's "wolf nature" is not innate. In modern society, the problem of employee team spirit is left to enterprises. Only when enterprises solve it well can they get opportunities for survival and development. Huawei's obsession with wolves is hard for outsiders to understand.
Material and spiritual incentives ensure that Huawei's marketing team will always be full of energy and fighting capacity on the battlefield. From cultivating "wolf nature" to maintaining "wolf nature" and from "saying" to "doing" corporate culture, Huawei marketers have proved that "wolf nature" and "doing" are rare with their own development experience. The construction of Huawei's marketing team has set a good example for local visionary enterprises in China. Huawei tells us that to build a successful marketing iron army, we must make the marketing team full of "wolf nature", and also tells local enterprises in China that it is ok to cultivate "wolf nature", but this process is very arduous. There is no shortcut to success, from recruiting talents, to cultivating talents, to using talents, and finally to motivating talents, all need the efforts of enterprises.
Without professional recruitment and systematic training, Huawei will not be able to shape its own sales iron army; There is no way to unify the thinking of the whole sales team, and without a perfect system, Huawei's management of the sales team is "unfounded"; Without strict assessment, Huawei's system is meaningless; Without a fair, effective and perfect incentive system, the sales team of an enterprise will be as unmotivated as a stagnant pool!
9. Excellent corporate culture
Huawei's basic law puts it well: resources will be exhausted, and only culture will be endless. With its unique foresight, Huawei entrepreneurs have paid attention to the careful cultivation of Huawei's corporate culture since its birth, and consciously injected this unique culture into the business management activities of enterprises, thus generating great cultural management efficiency. The relationship between culture and management is like the relationship between soil and crops. As Ren said, "Culture is to provide soil for Huawei's development, its mission is to make the soil more fertile and loose, management is to plant crops, and its mission is to obtain more food".
Assuming that an army has no soul, it is likely to fall apart in an instant; And an army with a soul, even if it encounters temporary difficulties, this legion may be re-established on the battlefield, and it is also true for the team building of enterprises. Corporate culture is the soul of an enterprise. In China, there are not many enterprises that can truly understand corporate culture and implement corporate culture strategy, and Huawei is one of them. Enterprise culture is the soft environment for enterprise development. Huawei's corporate culture embodies the "Huawei spirit". Corporate culture is an indispensable thing for Huawei. Huawei's corporate culture can be summarized in the following words: unity, dedication, learning, innovation, efficiency and fairness. Another feature of Huawei's corporate culture is pragmatism. Huawei's corporate culture is not only a slogan, but also a practical action.
"Wolf" and solid corporate culture are the foundation of Huawei.
Huawei advocates "wolves" very much. Wolves have three characteristics: first, they have a good sense of smell; Second, quick response; Third, it is found that prey attacks collectively. Huawei believes that wolves are an example for enterprises to learn. Learn from wolves, and wolves will never go out of fashion.
"Raise a glass to celebrate if you win, and fight to the death if you lose" is the embodiment of Huawei's wolf nature. In Huawei, this kind of wolf culture has always existed. Huawei, which has always been low-key, always tightens the nerves of its internal employees. How long does it take from the winter of Huawei to the red flag of Huawei? "All reveal Huawei's sense of urgency. Worries about the future require teamwork and cannot lose the wolf. Huawei people believe that only in this way can Huawei find winter cotton-padded jackets.
The fierce "wolf culture" is undoubtedly a typical epitome of Huawei culture. Ren always advocated "wolf culture" in his early years: keen, enterprising, desperate and team spirit. Within the enterprise, the militarized "iron fist" is used to govern the enterprise, including ultra-high labor intensity, strict management system and cruel internal survival of the fittest mechanism. With the saturation of the domestic communication market and the continuous growth and internationalization of Huawei, the environment for Huawei to promote "wolf culture" has changed. When an enterprise develops to a certain scale, especially when it enters the international market with a more open mind, excessive cohesion will hinder the implementation of internationalization. Huawei's long-term corporate culture construction, while promoting Huawei's rapid development, in turn hindered the company's development. To truly become an international company, we must first have an all-inclusive corporate culture, that is, an "elephant" culture different from "hyenas". Only by recognizing that culture is the source of power can enterprises grasp the pulse of market economy, keep pace with the times, blaze new trails, foster strengths and avoid weaknesses, take advantage of the trend and grow stronger.
10, international strategy
China enterprises do not lack internationalization strategy, but insist on it.
General companies consider China, while Huawei considers the whole world. After several years of exploration, Huawei found that even in developing markets, the process of brand building is quite long. If it is in developed markets such as Europe and America, it is more difficult and more expensive to establish your own brand. Therefore, Huawei is considering expanding its overseas sales market while developing its own brand and OEM production. From 1998, Huawei began to negotiate OEM cooperation with many internationally renowned communication companies such as Motorola and Lucent, but the negotiation was either fruitless or the cooperation was not satisfactory. At this time, Huawei is faced with either abandoning global operations and waiting for the domestic market business to shrink; Either, choose the most difficult independent globalization development strategy. In the end, Ren chose the latter.
Huawei's internationalization was cultivated in the process of "repeated defeats and repeated wars" and was not completely delivered to foreign agents or partners. This internationalization strategy has a slow effect, but the investment is phased and the overall risk is small. For example, TCL's entry into the international market through the acquisition of well-known brands can produce a temporary sensation effect, but due to the low level of international operation of enterprises, it is difficult to complete integration, and the risks are naturally great. In the international market, Huawei's entry basically follows the low-end entry strategy. In the low-end market, international giants are forced to be unprofitable and are willing to "voluntarily" withdraw. Because of its cost advantage, Huawei can make profits in the international market as soon as possible, complete continuous investment, and gain new growth points in the international market in the case of a sluggish domestic market. This is also different from Haier's strategy of easy before difficult. Because of the complex industrial chain, strict control and high technical barriers in the telecommunications industry, it is tantamount to "suicide" to start choosing the most difficult market, which is different from the home appliance industry. Choosing an international road suitable for the telecommunications industry is another reason for Huawei's success.
From a product follower and imitator to a comprehensive innovator in technology and market, Huawei's transformation has benefited from the broad vision brought by global operations. As one of the few China enterprises in China that can compete with global industrial giants in the mainstream product field, Huawei's success or failure in the communication industry in the past 10 years deserves our careful study and analysis. On the one hand, why can Huawei gain a foothold and develop in the highly competitive communication industry? On the other hand, how can Huawei integrate resources and enhance its R&D capabilities on a global scale?
In the process of internationalization, Huawei should be considered to be relatively solid and fruitful. Huawei has established many research institutes at home and abroad: Silicon Valley Research Institute, Dallas Research Institute, Sweden Research Institute, India Research Institute, Russia Research Institute and other overseas institutions, and Huawei Technologies (headquartered in Shenzhen), Beijing Research Institute, Shanghai Research Institute, Xi 'an Research Institute, Chengdu Research Institute, Hangzhou Research Institute, Nanjing Research Institute and other research institutions. Huawei constantly thinks about its globalization strategy from the perspective of global competition, and constantly seeks and maintains the initiative of development.
Huawei implements all-round internationalization. Huawei has carried out arduous exploration and siege in the global market. Huawei management believes that the global operation of enterprises is a systematic project, not only the market, but also the globalization of manufacturing, R&D and talents, especially the globalization of management and capital, which is the core value of Huawei's global operation.
Huawei has indeed achieved fruitful results in internationalization. By the end of 2004, the overseas market has made a comprehensive breakthrough, expanding to more than 65,438+000 countries and regions around the world, including 70.
Many countries, not only developing countries, but also the United States, Japan, South Korea, Singapore, Brazil, France, Germany, Britain, Spain, Portugal and other 12 western developed countries. Won the title of "Best Communication Equipment Supplier in Asia". Huawei CDMA2000 products have entered 52 operators in 40 countries, with overseas sales exceeding 400 million US dollars in 2004. Huawei has established 8 regional departments, 55 representative offices and technical service centers around the world, and its sales and service network covers the whole world, serving more than 300 operators, including 22 of the top 50 telecom operators in the world. In terms of human resources, Huawei has more than 24,000 employees, including more than 3,400 foreign employees. In 2005, Huawei surpassed China in overseas market revenue for the first time. By 2006, Huawei's annual sales revenue reached 65.6 billion yuan (equivalent to 8.45 billion US dollars), and overseas sales accounted for more than 65%.
1 1, technological innovation
Huawei's success first comes from technological innovation. As we all know, although the international competitiveness of enterprises comes from two aspects, one is the cost advantage and the other is the technological advantage, but for the international competitiveness of enterprises, it ultimately depends on the technological advantage, which is unchanged. Huawei is aware of this, so it regards core technological innovation as the lifeline of the enterprise. At present, many private enterprises in China are greatly distressed by the loss of cost advantage, but Huawei has become a high-tech enterprise exporting its own brands in China.
Why can Huawei succeed in technological innovation? The key is that Huawei has formed a set of scientific and feasible independent technological innovation strategies. Huawei regards technological innovation as the lifeline that determines the life and death of an enterprise, and there is a kind of "technology saving the country" rooted in its heart. And scientifically choose the breakthrough point of technological innovation, and form a technological innovation route with core technology as the innovation center. Because Huawei is engaged in high-tech industries, Huawei has always focused on the innovation of core technologies. For example, Huawei understands that in the international competitiveness of WCDMA products, if it does not have its own core technology, it will be controlled by others, so it takes great risks to start its own ASIC project and successfully achieve technological breakthroughs, thus having strong international competitiveness in this respect. In addition, Huawei attaches importance to and constantly expands the investment in technology funds, and makes every effort to strengthen financial support for technological innovation, forming a unique financial support body for technological innovation.
12, core technology
By mastering more and more core technologies, Huawei has been able to compete with multinational companies in the world telecom market. One of the characteristics of the communication industry is that whoever masters the core technology will master the strategic highland of market competition. Only by standing on the core technology can we be in an invincible position. When the company was first established, Huawei invested a lot of money in research and development without hesitation. After 20 years, Huawei has finally become the pride of China science and technology.
General companies will consider using products to expand the market, while Huawei will use R&D to drive the market. Huawei will spend 10% of the annual sales.
Invest in R&D and 80% in software. Some people even think that Huawei should be the largest software company in China. Huawei's investment in technology, especially core technology, has been increasing, and patent applications have maintained an annual growth rate of more than 100%. In 2002, Huawei invested nearly 3 billion yuan in R&D, and spent more than 10 million yuan on patent application alone.
13, marketing strategy
Huawei's marketing strategy has experienced several changes and leaps from public relations to promotion to marketing to management. Nowadays, they also adopt the strategy of exchanging technology for market to explore the international market. Huawei attaches great importance to discovering and cultivating strategic marketing management talents and international marketing talents, and cultivating a team of high-quality salesmen, engineers and marketing field managers. At present, personnel engaged in marketing and technical services account for the total number of employees.
35%, all of them have bachelor degree or above, and 33 marketing offices and 35 customer service centers have been set up nationwide. The success of marketing strategy makes Huawei's sales revenue increase at an average annual rate of 100%.
Advanced management concept.
Ren, president of Huawei, summed up Huawei's management experience like this: "Management is Huawei's core competitiveness. The key factors of Huawei's past success are not only technology, talents and capital, but also management and service. " Looking back on the process of Huawei's comprehensive westernization and management system upgrade, starting with the back-end business processes such as R&D and supply chain, we gradually added auxiliary units such as human resource management, and finally got in line with international standards in the organizational structure and processes involving marketing front-end business.
As early as 1997, Huawei began to cooperate with Hay.
The Group (Heyi Group) cooperated in the reform of human resource management. Since then, Huawei has hired IBM consultants for US$ 50 million to provide consulting for product development. In financial and quality control, Huawei hired PricewaterhouseCoopers and FhG as consultants. Since 2005, Huawei has cooperated with Hay to cultivate and develop leadership, establish a leadership quality model, and train leaders for the company's global development.
When an enterprise develops to a certain scale, it will often enter the crisis of bureaucratic organization because of complex management. Huawei's way to overcome this crisis is to shape the awareness of customer behavior orientation within employees from a cultural perspective, and then realize the market orientation of product development by integrating product development processes, and make its organizational ability mature through the certification of software enterprise capability maturity model, so as to get rid of the primary stage of most domestic software enterprises relying on capable people and enter the stage of keeping pace with international enterprises in terms of capabilities.
Huawei's management mode is matrix management mode. Matrix management requires all functional departments within the enterprise to cooperate with each other, and any problem can be quickly responded through the mutual assistance network. Otherwise, it will expose the biggest weakness of matrix management: multi-head management and unclear responsibilities. The efficiency of Huawei's sales staff's cooperation with each other surprised customers and chilled opponents, because it took Huawei only four days from signing the contract to actual supply.
In the practice of globalization, Ren deeply realized the significance of replicability and predictability of enterprise organization, which was embodied in a series of internal processes and internal and external environment modeling and became the basis of modern scale operation. In the process of introducing western management, Huawei experienced a painful process of cutting its feet and fitting its shoes. 1998, Huawei invited IBM to guide internal optimization. Customer-centered market growth gene was transplanted into Huawei terminal research and development by IBM in an integrated management mode, and solidified through the process, resulting in direct economic benefits. He took the initiative to re-engineer all the processes of Huawei, and put forward the slogans of "first rigidity, then optimization, then solidification" and "if you want to put on American shoes, you must cut your feet and fit your shoes". This expresses Ren's will and determination.
15, borrow a boat to go to sea
Paying attention to strategic industries is a very powerful force. Huawei adheres to the supply of communication equipment and lays the foundation for forming more strategic alliances. Business competition is sometimes strange. In order to eliminate potential competitors, it doesn't matter how much money you spend. In the monopoly industry of communication operation, enterprises may get a small part of profits in one area, but in more places, operators will close the channels that can be cut in. Ren knows the weakness of human nature and abides by Huawei's long-term strategic interests.
200 1 Ren proposed to study Rabin's alliance strategy of "land for peace". Adhere to "I develop and let others develop;" I benefit, so that others will benefit; I am developed, and others are developed. "Customers in developed countries rarely know Huawei, but everyone knows Nokia, Ericsson, Siemens, General Electric, Microsoft, IBM, Sony, Alcatel and 3COM. Forming a strategic alliance with these giants is undoubtedly an indirect strategy of borrowing ships to go to sea. Customers know Huawei brand through these giants.
The general creed of China enterprises is: make every effort to create the most perfect products, create brands and conquer the world. Huawei further realized the value of indirect strategy and achieved extensive cooperation with multinational companies. Huawei relies on its own products and technology, based on technology, and uses well-known brands and their channels to realize the expansion of Huawei's global technology map, which is the essence of indirect strategy.
In the expansion of overseas markets, Ren stressed that we should not fight price wars, win-win for friends and businessmen, and not disturb the market, lest western companies take advantage of it. Through their own efforts, to provide high-quality products and services, get customer recognition. We can't damage the profits of the whole industry because of Huawei's small sales, let alone become a destroyer of market rules. Communication industry is an investment market, and it is impossible to be accepted by customers only by short-term speculation. Therefore, Huawei rejects opportunism, persists in aiming at the market, persistently explores the market, and strengthens our marketing network, service network and team building from beginning to end. After years of arduous expansion and repeated defeats, we have finally made all-round progress in overseas markets.
The rapid rise of Huawei in Shenzhen Bay is like a myth in the world communication field. However, although Huawei has entered the ranks of the world's communication giants, the competitive environment in which Huawei is located is still extremely fierce, and the pressure it faces is not easy. Looking forward to Huawei's future, Huawei still has a long way to go. The meaning of "Huawei" can be extended to "China has great potential". Yes, Huawei should make great achievements, and so should China. Huawei's success seems to be shrouded in mystery, hoping to get a glimpse of one of the reasons for its success. One Huawei is missing! It is hoped that more China enterprises will learn from Huawei's successful model and build Qian Qian "Huawei" in all walks of life in China.