On June 18, Huawei executives disclosed for the first time in Shenzhen that “the wages of more than 40,000 middle-level employees in the first half of this year have risen by 11.4%, accounting for 36% of the total number of employees. In the second half of the year, the compensation for middle- and high-level employees will continue to be adjusted. Expected wages to increase by 5%-10%."
Huawei, which was once known as the “wolf†culture, has already gone through the initial stage of market expansion. In the process of moving forward to the US$100 billion company, the importance and training of talents has become one of Huawei’s strategies. According to the report, the compensation of Huawei employees is generally 1/3 higher than that of domestic manufacturers, which is not lower than that of international manufacturers.
A little-known fact is that as early as the beginning of 2009, under the custom requirements of a European operator, Huawei took out the prototype of the S7 Tablet PC. At that time, Apple also just launched the iPhone for a year and a half.
If Huawei had a sufficiently advanced vision, will today's market structure be completely different?
Today's Huawei is still a follow-up and challenge-oriented enterprise. In Huawei's 23 years of development history, what kind of persistence and misjudgment does Huawei have? Huawei's goal for the next decade has been very clear, becoming a 100 billion dollar company.
From 300 to 100 billion U.S. dollars, what does Huawei rely on?
Cow dung flowers?
For Huawei, what is cow dung? Ren Zhengfei spoke very straightforwardly: "We have always stressed that flowers must be placed on cow dung and tied with telecom operators to innovate."
Huawei started in the carrier market, and DaT (the world's largest carrier) customer has always been the most concerned about Ren Zhengfei and all employees of Huawei. The large-T strategy, which is clear and runs through the entire company, has enabled Huawei today to capture 45 of the world's 50 largest mobile operators and become a core provider of these large Ts. At the same time, Huawei also established 12 joint R&D centers around the world with mobile operators such as Vodafone, Texas Instruments, and NTT of Japan.
Huawei is already the second largest telecom carrier market, second only to Ericsson, which ranks first, and its sales in 2010 have begun to approach Ericsson. In 2010, Huawei's sales revenue reached 185.2 billion yuan (about 28.06 billion US dollars), second only to Ericsson's 30.8 billion US dollars. Compared to the gap between the two companies in 2009 of 8 billion US dollars, in 2010, the gap between Huawei and Ericsson is getting smaller and smaller. The industry even has this voice: Huawei has become the telecommunications equipment supplier leader, just around the corner.
More importantly, Huawei’s self-confidence has continued to rise as Huawei’s gap with other equipment vendors, such as Motorola, Alcatel-Lucent, and Nokia Siemens, has increased several times. “Flowers must be inserted on cow dung.†This was the speech made by Ren Zhengfei in November when he launched the cloud computing platform.
Comparing operators to cow dung is a metaphor for promoting Huawei's innovation. Perhaps the connotation of this famous Chinese proverb is among only 45 of Huawei's global top T customers, and only China’s top three operators can fully understand it. However, behind Ren Zhengfei’s “straightforward†remarks, Huawei’s confidence in the operator’s market and the indifference of inadvertent arrogance can still be seen.
Ren Zhengfei said: "Bound telecommunications operators to innovate." Huawei is indeed doing so. But what is innovation for Huawei?
As Huawei has just begun to go abroad and fight the global market, it is not uncommon for the “poor†strategy to win at low prices. However, it is not low prices but innovation that wins the European 3G market. At the MWC 2011 conference held in Barcelona, ​​Huawei CMO Yu Chengdong interviewed the Times Weekly reporter and recalled: “At the end of 2004, Huawei was able to win the Telfort contract in the Netherlands because Huawei's technological innovation—a solution for distributed base stations.†It is Huawei's first single 3G contract in Europe and is also a turning point for Huawei in Europe.
At that time, Huawei spent four months and formally submitted a tailor-made distributed base station plan to Telfort. In Huawei's solution design, more than 90% of Telfort's existing sites can continue to be used, and the total cost of ownership (TCO) is saved by 1/3 over the conventional solution.
According to Yu Chengdong’s recall, Huawei’s cooperation with Telfort proved that for the first time, Huawei had not only possessed price advantages, but also had technological advantages. Because in the Telfort project bid, Huawei's price is not the lowest.
It is the most important strategy to work closely with operators to bring into play their dual advantages in technology and prices, meet the needs of Big T, and innovate. Huawei has been doing a very good job all the time. This is also the core reason that Huawei has reached the second place for telecom equipment suppliers.
Huawei, the follower, once conducted the "war of the coyotes and the lion." Faced with a powerful opponent several times, in the face of the multinational telecommunications equipment manufacturers, Huawei was fighting an arduous battle and achieved today's victory. .
A few years ago, the person in charge of Huawei’s competitive company said: “If Huawei has identified a direction and concentrated all resources to do one thing, it will be a nightmare for its rivals.†In the telecommunications equipment market, continuous innovation, let Huawei launched its own Single solution.
Huawei's Single strategy refers to the platform of the wireless, fixed broadband, metropolitan area network, and OSSBSS network platforms through an all-IP platform to support devices of different technical systems. Yu Chengdong said that the Single strategy will enable operators to bid farewell to the evolution of the so-called 2G3G4G network in the next decade. A set of hardware equipment will meet the needs of operators in the next decade.
Winning or losing does not matter. Advanced telecom equipment solutions allow operators to choose Huawei, but such advanced equipment also makes it impossible for Huawei to excavate the previous growth rate in the operator market.
Not only that, even without Huawei's Single strategy, there may be some telecommunications equipment manufacturer's solution, which is an inevitable stage of the development of the telecommunications market. The maturity of telecommunication technologies and equipment solutions has allowed equipment manufacturers to slow down and the ceiling has emerged.
Over the past 20 years, Huawei has indeed implemented the innovative strategy of “flowers inserted in cow dungâ€. In the telecommunications market, many technical standards such as GSM, CDMA and 3G are foreign inventions. For Huawei, only follow-up, in the direction of large technology, there is no opportunity for innovation. The so-called innovation is only a partial, application-oriented innovation. In spite of this, Huawei’s technology patents are far ahead of its peers.
Over the years, Huawei has always been the mentality of followers and challengers, following up with the telecommunications market and challenging international telecommunications giants. This mentality also caused Huawei to miss the opportunity.
Terminal strategy: Do you want to split?
“At the beginning of 2009, under the custom requirements of a European operator, Huawei took out the prototype of the S7 Tablet PC.â€
One day in May, in a cafe in Shenzhen, Zhou Jun (a pseudonym) subconsciously stirred the cappuccino in front of him and looked into the distance. His tone was calm, but the trace of sadness in his eyes couldn't be erased or even thickened. not open.
In June 2007, the other side of the ocean just launched the iPhone for six months. The power of the iPhone has not completely exploded yet, and there is no trace of the iPad that opened a market in the future.
At the end of 2007, the global 3G market has been fully launched, especially in Europe. To attract end consumers, European operators have also made a large number of inspections. They have access to large screens, access to the Internet, entertainment, business office, and the ability to make phone calls. The demand for end products was born.
However, there was no such product in the world at that time. Who to find? This operator thought of Huawei. They are deeply impressed by Huawei's ability to actively cooperate with and provide programs as required.
Huawei lived up to its promise. A few months later it took out the prototype of today's S7 Tablet PC. Until the beginning of 2010, after Apple released the iPad, Huawei's talent was awake. In fact, the S7 is the world's first tablet computer.
However, there is no such thing as if the assumptions in the world are that Apple has created and led an emerging market. Huawei is still a follower and challenger.
The operator market is the foundation for Huawei's growth. The demand from the operator market also gives Huawei many opportunities. There are some opportunities that Huawei has captured, such as the innovation of telecommunication core equipment. And for those terminal markets that come through the operator market, such as S7, Huawei can do it, but it is only this.
Huawei is more adept at execution, and more decisions within Huawei are from Ren Zhengfei.
According to Zhou Jun’s imagination, Huawei could have the opportunity to produce the world’s first tablet computer, but could not seize this market. This is Tianda’s regret. "Even if we don't have the Apple iPad, we must at least try to open it up." But in fact, Huawei does not think too much about the S7.
The DNA of Huawei's bones is 3G, which is Big T. This is the foundation for Huawei to establish its position in the telecommunications market, and Ren Zhengfei is most valued. As for terminal products such as smart phones and 3G data cards, Huawei was able to offer it to operators as early as ten years ago. However, this market has always been an accessory product market that Huawei provides for operators.
"Even if Huawei's terminal sales reached 50 billion U.S. dollars in 2009, accounting for nearly one-fourth of the company's total, but in the entire Huawei, the status of end products is still marginal." When Zhou Jun saw the Times Weekly reporter last year, Say so.
However, as the entire market began to change, the characteristics that the terminal is king have become increasingly apparent. Huawei now also begins to rely on the terminal market.
The ceiling of the telecom market has become clear. Huawei, which has been growing at a high speed, has also begun to plan to break through the telecommunications border. At the end of April this year, at the global analyst conference held by Huawei, Huawei announced that Huawei began to expand into the enterprise market and consumer market based on the existing telecommunication market. In the next decade, Huawei will become a company with a revenue of US$100 billion. .
According to Yu Chengdong, in the future, Huawei will establish an operator network, enterprise network, terminal and other four major operation centers that focus on customer needs, and set up management teams respectively. Through the adjustment of the organizational structure, it is necessary to ensure that Huawei is doing the traditional telecommunication equipment manufacturing market. Bigger and stronger, while further strengthening the corporate market and consumer areas. Yu Chengdong also emphasized that the transition to the corporate market and the consumer market is a long-term process.
Before Huawei officially entered the 100 billion-dollar-level company, Huawei's terminals have begun to extend to the mass market. At the end of last year, Huawei Terminal released the concept of “Responsible Smart†strategic brand. At the beginning of the new year, the first batch of branded stores of Huawei Terminal appeared on the 21st of January in the core shopping areas of Beijing, Shanghai and Shenzhen. Huawei's terminal, which has always been based on the operator market, has launched a brand image store for the first time, and has begun to face consumers from zero distances.
Huawei Terminal CMO Xu Xiaoquan emphasized that in an exclusive interview with Time Weekly, Huawei in the past was walking in one leg and completely dominated the operator market. Now Huawei's terminal has begun to walk on two legs. Huawei's terminal approach can also be described as follows: Huawei Terminal Wang Jianzhou began to play with a hand and Zhao Benshan was hand-drawn.
The terminal market for the general public, including smart phones, 3G data cards, etc., is a far more trillion-dollar market than the operator equipment market. When Huawei's $100 billion target first appeared, analysts in the industry said that in the next decade, Huawei will rely heavily on the terminal market.
However, in the terminal market, Huawei is facing even greater challenges. “The consumer market is rapidly changing. We have also developed many new marketing strategies aimed at the mass market. However, any new policy introduced must pass through the above layers of approval. Leaders and supervisors are sometimes involved in trials. Sometimes, because most of the strategies are very different from those used in the operator's market in the past, it is often the first time to set a precedent for China. However, because of this, they often fail."
In Zhou Jun’s introduction, the majority of end-market expansion roads are completely different from those of Huawei’s 3G and carrier genes, and they often allow Huawei’s end products to have a hard time paying for it.
When Times Weekly reporter interviewed Huawei Terminal CEO Wan Yong, he said with deep feeling: “Huawei lacks mass marketing talents, and Huawei still needs to grow. We still need time.â€
In the fiercely competitive end market, Huawei's terminal is the fifth largest terminal manufacturer in the world in terms of market sales and market share. However, from the viewpoint of consumers’ brand awareness and reputation, Huawei’s mobile phone brand cannot be familiar to consumers. , with the status of the fifth largest terminal manufacturers do not match. For example, when consumers mention famous mobile phone brands, at least the top five will not have Huawei.
In fact, Huawei's past success in the operator market has also become an obstacle to future development. There was also a voice saying that if Huawei could split the terminal company into an independent subsidiary, it would be more flexible. Huawei's terminal development will be faster, and it will also make more contributions to Huawei's $100 billion goal. However, some Huawei personnel and Zhou Jun declined to comment.
Enterprise Network: What Can Cloud Computing Bring?
“Three or five days since Weibo’s real name experience is more of an unfamiliar IT power. It is different from the CT (communication) experience accumulated over the years (high quality, high reliability, controllable and manageable). Perhaps the biggest challenge in moving toward ICT is not technology and products, but the heads of those who have been 'successful'. On the evening of January 23 this year, Huawei's senior vice president Ding Wei wrote in microblogging.
It is undeniable that the "successful" head is a challenge to Huawei. Besides this, there is Ren Zhengfei's "preference".
Ren Zhengfei emphasized in Huawei's internal speech that "Huawei's terminal must become an important player in this field, and by 2012, sales will exceed US$10 billion." However, Ren Zhengfei never took a strategic release on Huawei's terminals. Appearance. The boss's attitude, needless to say, is there.
In contrast, the enterprise market, which is also the new strategic direction, is much more fortunate. In November last year, the first time the cloud computing platform was released, Ren Zhengfei personally attended and made an important speech.
Ren Zhengfei’s emphasis on the enterprise-level market is clear at a glance.
“We have to catch up and surpass Cisco on the cloud platform in a short period of time. In the cloud business, we must pursue Google. Let all people in the world enjoy the same information applications and services as electricity.†Ren Zhengfei emboldened It is enough to directly challenge Cisco and Google.
Last year, Huawei established a global corporate business unit focused on companies and government agencies. Currently, companies and governments are integrating audiovisual systems, telephones, and the Internet to provide functions such as video conferencing. Huawei's time to enter the corporate market is just right. Huawei believes that the potential market size of corporate business will reach "trillions of US dollars."
In the corporate market, Huawei wrote in its 2010 annual report that the development of technology and industry has made ICT no longer confined to an independent information and communications industry, but will also promote the more efficient development of traditional industries, such as the government’s national broadband and distance education. Smart grids, smart transportation, telemedicine, smart buildings, smart homes, and more. Huawei will strategically increase its investment in the corporate market, such as e-government, finance, energy, education, and retail.
For Huawei's own claim, during the advancement of the cloud platform, Huawei is binding customers of telecom operators to innovate. This is Huawei's core competitiveness in cloud computing and the key to Huawei's entry into the enterprise market. Huawei first made cloud platforms and cloud applications based on the needs of telecom operators, and it was different from other companies that went from IT to the cloud. With Huawei's cloud, telecom operators can implement the client immediately, making it easier for customers to use and understand the cloud more closely.
According to Yu Chengdong’s interview, Huawei’s corporate business had revenue of only 2 billion U.S. dollars last year. This year’s goal is to double to 4 billion U.S. dollars and increase sales by three times in 3-5 years to 15 billion U.S. dollars. 200 billion U.S. dollars.
Of the competitors in the corporate market, Cisco's share price has fallen by 31% in the past year, mainly because it is difficult to maintain the original level of profit, but also to enter into 30 new businesses, such as smart grid, home network and digital music. Hosting. Ren Zhengchao is very likely to challenge Cisco. Not to mention that Huawei is working hard. Not long ago, John Roese, Huawei’s North American R&D General Manager and Senior President, said that Huawei will add 10,000 employees to the new corporate sector. Including 6,000 R&D personnel. This accounts for almost 9% of Huawei’s total 110,000 employees.
Huawei's 2011 revenue target is 31 billion US dollars. From 30 billion to 100 billion, Huawei has given its direction: telecommunications, enterprise-class, and consumer markets. Compared with the mature telecommunication market and the enterprise market closely connected with the telecommunication market, Huawei has the greatest challenge in the consumer market. Huawei's telecommunications genes also make Huawei the most distant from the mass market.
The 100 billion, mass market is not yet the biggest challenge for Huawei. As analysts in the industry say, Huawei has become a leader from the followers. This is an essential threshold for Huawei to become a top global company. Without this innovation, even if Huawei has sales of 100 billion yuan, it cannot be a real heavyweight company.
At the conference on cloud computing, Ren Zhengfei said with deep feeling: “What is the concept of leading the way? It is “Dan Ke.†Dan Ke is a mythical figure. He scoops out his heart, ignites it with fire and illuminates it for future generations. We must also like Dan Ke to lead the communications industry forward.This is a process of exploration. In the process, because the future is unclear and uncertain, it may cost a lot, but we are sure. You can find directions."
Ren Zhengfei’s eagerness for Huawei to become a leader is overwhelming, but Ren Zhengfei needs to think more about why S7 is missing the opportunity to lead tablets. In the next decade, Huawei will not only need to move forward, but Huawei’s internal management and corporate culture will need to be fully upgraded.
As some analysts have said, Huawei needs to suspend and clean up, so as to usher in even greater outbreaks.
Huawei, which was once known as the “wolf†culture, has already gone through the initial stage of market expansion. In the process of moving forward to the US$100 billion company, the importance and training of talents has become one of Huawei’s strategies. According to the report, the compensation of Huawei employees is generally 1/3 higher than that of domestic manufacturers, which is not lower than that of international manufacturers.
A little-known fact is that as early as the beginning of 2009, under the custom requirements of a European operator, Huawei took out the prototype of the S7 Tablet PC. At that time, Apple also just launched the iPhone for a year and a half.
If Huawei had a sufficiently advanced vision, will today's market structure be completely different?
Today's Huawei is still a follow-up and challenge-oriented enterprise. In Huawei's 23 years of development history, what kind of persistence and misjudgment does Huawei have? Huawei's goal for the next decade has been very clear, becoming a 100 billion dollar company.
From 300 to 100 billion U.S. dollars, what does Huawei rely on?
Cow dung flowers?
For Huawei, what is cow dung? Ren Zhengfei spoke very straightforwardly: "We have always stressed that flowers must be placed on cow dung and tied with telecom operators to innovate."
Huawei started in the carrier market, and DaT (the world's largest carrier) customer has always been the most concerned about Ren Zhengfei and all employees of Huawei. The large-T strategy, which is clear and runs through the entire company, has enabled Huawei today to capture 45 of the world's 50 largest mobile operators and become a core provider of these large Ts. At the same time, Huawei also established 12 joint R&D centers around the world with mobile operators such as Vodafone, Texas Instruments, and NTT of Japan.
Huawei is already the second largest telecom carrier market, second only to Ericsson, which ranks first, and its sales in 2010 have begun to approach Ericsson. In 2010, Huawei's sales revenue reached 185.2 billion yuan (about 28.06 billion US dollars), second only to Ericsson's 30.8 billion US dollars. Compared to the gap between the two companies in 2009 of 8 billion US dollars, in 2010, the gap between Huawei and Ericsson is getting smaller and smaller. The industry even has this voice: Huawei has become the telecommunications equipment supplier leader, just around the corner.
More importantly, Huawei’s self-confidence has continued to rise as Huawei’s gap with other equipment vendors, such as Motorola, Alcatel-Lucent, and Nokia Siemens, has increased several times. “Flowers must be inserted on cow dung.†This was the speech made by Ren Zhengfei in November when he launched the cloud computing platform.
Comparing operators to cow dung is a metaphor for promoting Huawei's innovation. Perhaps the connotation of this famous Chinese proverb is among only 45 of Huawei's global top T customers, and only China’s top three operators can fully understand it. However, behind Ren Zhengfei’s “straightforward†remarks, Huawei’s confidence in the operator’s market and the indifference of inadvertent arrogance can still be seen.
Ren Zhengfei said: "Bound telecommunications operators to innovate." Huawei is indeed doing so. But what is innovation for Huawei?
As Huawei has just begun to go abroad and fight the global market, it is not uncommon for the “poor†strategy to win at low prices. However, it is not low prices but innovation that wins the European 3G market. At the MWC 2011 conference held in Barcelona, ​​Huawei CMO Yu Chengdong interviewed the Times Weekly reporter and recalled: “At the end of 2004, Huawei was able to win the Telfort contract in the Netherlands because Huawei's technological innovation—a solution for distributed base stations.†It is Huawei's first single 3G contract in Europe and is also a turning point for Huawei in Europe.
At that time, Huawei spent four months and formally submitted a tailor-made distributed base station plan to Telfort. In Huawei's solution design, more than 90% of Telfort's existing sites can continue to be used, and the total cost of ownership (TCO) is saved by 1/3 over the conventional solution.
According to Yu Chengdong’s recall, Huawei’s cooperation with Telfort proved that for the first time, Huawei had not only possessed price advantages, but also had technological advantages. Because in the Telfort project bid, Huawei's price is not the lowest.
It is the most important strategy to work closely with operators to bring into play their dual advantages in technology and prices, meet the needs of Big T, and innovate. Huawei has been doing a very good job all the time. This is also the core reason that Huawei has reached the second place for telecom equipment suppliers.
Huawei, the follower, once conducted the "war of the coyotes and the lion." Faced with a powerful opponent several times, in the face of the multinational telecommunications equipment manufacturers, Huawei was fighting an arduous battle and achieved today's victory. .
A few years ago, the person in charge of Huawei’s competitive company said: “If Huawei has identified a direction and concentrated all resources to do one thing, it will be a nightmare for its rivals.†In the telecommunications equipment market, continuous innovation, let Huawei launched its own Single solution.
Huawei's Single strategy refers to the platform of the wireless, fixed broadband, metropolitan area network, and OSSBSS network platforms through an all-IP platform to support devices of different technical systems. Yu Chengdong said that the Single strategy will enable operators to bid farewell to the evolution of the so-called 2G3G4G network in the next decade. A set of hardware equipment will meet the needs of operators in the next decade.
Winning or losing does not matter. Advanced telecom equipment solutions allow operators to choose Huawei, but such advanced equipment also makes it impossible for Huawei to excavate the previous growth rate in the operator market.
Not only that, even without Huawei's Single strategy, there may be some telecommunications equipment manufacturer's solution, which is an inevitable stage of the development of the telecommunications market. The maturity of telecommunication technologies and equipment solutions has allowed equipment manufacturers to slow down and the ceiling has emerged.
Over the past 20 years, Huawei has indeed implemented the innovative strategy of “flowers inserted in cow dungâ€. In the telecommunications market, many technical standards such as GSM, CDMA and 3G are foreign inventions. For Huawei, only follow-up, in the direction of large technology, there is no opportunity for innovation. The so-called innovation is only a partial, application-oriented innovation. In spite of this, Huawei’s technology patents are far ahead of its peers.
Over the years, Huawei has always been the mentality of followers and challengers, following up with the telecommunications market and challenging international telecommunications giants. This mentality also caused Huawei to miss the opportunity.
Terminal strategy: Do you want to split?
“At the beginning of 2009, under the custom requirements of a European operator, Huawei took out the prototype of the S7 Tablet PC.â€
One day in May, in a cafe in Shenzhen, Zhou Jun (a pseudonym) subconsciously stirred the cappuccino in front of him and looked into the distance. His tone was calm, but the trace of sadness in his eyes couldn't be erased or even thickened. not open.
In June 2007, the other side of the ocean just launched the iPhone for six months. The power of the iPhone has not completely exploded yet, and there is no trace of the iPad that opened a market in the future.
At the end of 2007, the global 3G market has been fully launched, especially in Europe. To attract end consumers, European operators have also made a large number of inspections. They have access to large screens, access to the Internet, entertainment, business office, and the ability to make phone calls. The demand for end products was born.
However, there was no such product in the world at that time. Who to find? This operator thought of Huawei. They are deeply impressed by Huawei's ability to actively cooperate with and provide programs as required.
Huawei lived up to its promise. A few months later it took out the prototype of today's S7 Tablet PC. Until the beginning of 2010, after Apple released the iPad, Huawei's talent was awake. In fact, the S7 is the world's first tablet computer.
However, there is no such thing as if the assumptions in the world are that Apple has created and led an emerging market. Huawei is still a follower and challenger.
The operator market is the foundation for Huawei's growth. The demand from the operator market also gives Huawei many opportunities. There are some opportunities that Huawei has captured, such as the innovation of telecommunication core equipment. And for those terminal markets that come through the operator market, such as S7, Huawei can do it, but it is only this.
Huawei is more adept at execution, and more decisions within Huawei are from Ren Zhengfei.
According to Zhou Jun’s imagination, Huawei could have the opportunity to produce the world’s first tablet computer, but could not seize this market. This is Tianda’s regret. "Even if we don't have the Apple iPad, we must at least try to open it up." But in fact, Huawei does not think too much about the S7.
The DNA of Huawei's bones is 3G, which is Big T. This is the foundation for Huawei to establish its position in the telecommunications market, and Ren Zhengfei is most valued. As for terminal products such as smart phones and 3G data cards, Huawei was able to offer it to operators as early as ten years ago. However, this market has always been an accessory product market that Huawei provides for operators.
"Even if Huawei's terminal sales reached 50 billion U.S. dollars in 2009, accounting for nearly one-fourth of the company's total, but in the entire Huawei, the status of end products is still marginal." When Zhou Jun saw the Times Weekly reporter last year, Say so.
However, as the entire market began to change, the characteristics that the terminal is king have become increasingly apparent. Huawei now also begins to rely on the terminal market.
The ceiling of the telecom market has become clear. Huawei, which has been growing at a high speed, has also begun to plan to break through the telecommunications border. At the end of April this year, at the global analyst conference held by Huawei, Huawei announced that Huawei began to expand into the enterprise market and consumer market based on the existing telecommunication market. In the next decade, Huawei will become a company with a revenue of US$100 billion. .
According to Yu Chengdong, in the future, Huawei will establish an operator network, enterprise network, terminal and other four major operation centers that focus on customer needs, and set up management teams respectively. Through the adjustment of the organizational structure, it is necessary to ensure that Huawei is doing the traditional telecommunication equipment manufacturing market. Bigger and stronger, while further strengthening the corporate market and consumer areas. Yu Chengdong also emphasized that the transition to the corporate market and the consumer market is a long-term process.
Before Huawei officially entered the 100 billion-dollar-level company, Huawei's terminals have begun to extend to the mass market. At the end of last year, Huawei Terminal released the concept of “Responsible Smart†strategic brand. At the beginning of the new year, the first batch of branded stores of Huawei Terminal appeared on the 21st of January in the core shopping areas of Beijing, Shanghai and Shenzhen. Huawei's terminal, which has always been based on the operator market, has launched a brand image store for the first time, and has begun to face consumers from zero distances.
Huawei Terminal CMO Xu Xiaoquan emphasized that in an exclusive interview with Time Weekly, Huawei in the past was walking in one leg and completely dominated the operator market. Now Huawei's terminal has begun to walk on two legs. Huawei's terminal approach can also be described as follows: Huawei Terminal Wang Jianzhou began to play with a hand and Zhao Benshan was hand-drawn.
The terminal market for the general public, including smart phones, 3G data cards, etc., is a far more trillion-dollar market than the operator equipment market. When Huawei's $100 billion target first appeared, analysts in the industry said that in the next decade, Huawei will rely heavily on the terminal market.
However, in the terminal market, Huawei is facing even greater challenges. “The consumer market is rapidly changing. We have also developed many new marketing strategies aimed at the mass market. However, any new policy introduced must pass through the above layers of approval. Leaders and supervisors are sometimes involved in trials. Sometimes, because most of the strategies are very different from those used in the operator's market in the past, it is often the first time to set a precedent for China. However, because of this, they often fail."
In Zhou Jun’s introduction, the majority of end-market expansion roads are completely different from those of Huawei’s 3G and carrier genes, and they often allow Huawei’s end products to have a hard time paying for it.
When Times Weekly reporter interviewed Huawei Terminal CEO Wan Yong, he said with deep feeling: “Huawei lacks mass marketing talents, and Huawei still needs to grow. We still need time.â€
In the fiercely competitive end market, Huawei's terminal is the fifth largest terminal manufacturer in the world in terms of market sales and market share. However, from the viewpoint of consumers’ brand awareness and reputation, Huawei’s mobile phone brand cannot be familiar to consumers. , with the status of the fifth largest terminal manufacturers do not match. For example, when consumers mention famous mobile phone brands, at least the top five will not have Huawei.
In fact, Huawei's past success in the operator market has also become an obstacle to future development. There was also a voice saying that if Huawei could split the terminal company into an independent subsidiary, it would be more flexible. Huawei's terminal development will be faster, and it will also make more contributions to Huawei's $100 billion goal. However, some Huawei personnel and Zhou Jun declined to comment.
Enterprise Network: What Can Cloud Computing Bring?
“Three or five days since Weibo’s real name experience is more of an unfamiliar IT power. It is different from the CT (communication) experience accumulated over the years (high quality, high reliability, controllable and manageable). Perhaps the biggest challenge in moving toward ICT is not technology and products, but the heads of those who have been 'successful'. On the evening of January 23 this year, Huawei's senior vice president Ding Wei wrote in microblogging.
It is undeniable that the "successful" head is a challenge to Huawei. Besides this, there is Ren Zhengfei's "preference".
Ren Zhengfei emphasized in Huawei's internal speech that "Huawei's terminal must become an important player in this field, and by 2012, sales will exceed US$10 billion." However, Ren Zhengfei never took a strategic release on Huawei's terminals. Appearance. The boss's attitude, needless to say, is there.
In contrast, the enterprise market, which is also the new strategic direction, is much more fortunate. In November last year, the first time the cloud computing platform was released, Ren Zhengfei personally attended and made an important speech.
Ren Zhengfei’s emphasis on the enterprise-level market is clear at a glance.
“We have to catch up and surpass Cisco on the cloud platform in a short period of time. In the cloud business, we must pursue Google. Let all people in the world enjoy the same information applications and services as electricity.†Ren Zhengfei emboldened It is enough to directly challenge Cisco and Google.
Last year, Huawei established a global corporate business unit focused on companies and government agencies. Currently, companies and governments are integrating audiovisual systems, telephones, and the Internet to provide functions such as video conferencing. Huawei's time to enter the corporate market is just right. Huawei believes that the potential market size of corporate business will reach "trillions of US dollars."
In the corporate market, Huawei wrote in its 2010 annual report that the development of technology and industry has made ICT no longer confined to an independent information and communications industry, but will also promote the more efficient development of traditional industries, such as the government’s national broadband and distance education. Smart grids, smart transportation, telemedicine, smart buildings, smart homes, and more. Huawei will strategically increase its investment in the corporate market, such as e-government, finance, energy, education, and retail.
For Huawei's own claim, during the advancement of the cloud platform, Huawei is binding customers of telecom operators to innovate. This is Huawei's core competitiveness in cloud computing and the key to Huawei's entry into the enterprise market. Huawei first made cloud platforms and cloud applications based on the needs of telecom operators, and it was different from other companies that went from IT to the cloud. With Huawei's cloud, telecom operators can implement the client immediately, making it easier for customers to use and understand the cloud more closely.
According to Yu Chengdong’s interview, Huawei’s corporate business had revenue of only 2 billion U.S. dollars last year. This year’s goal is to double to 4 billion U.S. dollars and increase sales by three times in 3-5 years to 15 billion U.S. dollars. 200 billion U.S. dollars.
Of the competitors in the corporate market, Cisco's share price has fallen by 31% in the past year, mainly because it is difficult to maintain the original level of profit, but also to enter into 30 new businesses, such as smart grid, home network and digital music. Hosting. Ren Zhengchao is very likely to challenge Cisco. Not to mention that Huawei is working hard. Not long ago, John Roese, Huawei’s North American R&D General Manager and Senior President, said that Huawei will add 10,000 employees to the new corporate sector. Including 6,000 R&D personnel. This accounts for almost 9% of Huawei’s total 110,000 employees.
Huawei's 2011 revenue target is 31 billion US dollars. From 30 billion to 100 billion, Huawei has given its direction: telecommunications, enterprise-class, and consumer markets. Compared with the mature telecommunication market and the enterprise market closely connected with the telecommunication market, Huawei has the greatest challenge in the consumer market. Huawei's telecommunications genes also make Huawei the most distant from the mass market.
The 100 billion, mass market is not yet the biggest challenge for Huawei. As analysts in the industry say, Huawei has become a leader from the followers. This is an essential threshold for Huawei to become a top global company. Without this innovation, even if Huawei has sales of 100 billion yuan, it cannot be a real heavyweight company.
At the conference on cloud computing, Ren Zhengfei said with deep feeling: “What is the concept of leading the way? It is “Dan Ke.†Dan Ke is a mythical figure. He scoops out his heart, ignites it with fire and illuminates it for future generations. We must also like Dan Ke to lead the communications industry forward.This is a process of exploration. In the process, because the future is unclear and uncertain, it may cost a lot, but we are sure. You can find directions."
Ren Zhengfei’s eagerness for Huawei to become a leader is overwhelming, but Ren Zhengfei needs to think more about why S7 is missing the opportunity to lead tablets. In the next decade, Huawei will not only need to move forward, but Huawei’s internal management and corporate culture will need to be fully upgraded.
As some analysts have said, Huawei needs to suspend and clean up, so as to usher in even greater outbreaks.
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