Huawei, why is the whole world afraid?

Huawei, why is the whole world afraid?

Li Ruihua, a professor at the Business School of Taiwan Province Political University, believes that enterprises in Taiwan Province Province can reflect on Huawei. Why do you need to know about Huawei and its founder Ren Zheng Fei? Because in just 26 years, Ren has created a history that no global enterprise has ever had.

It runs farthest! Without Huawei, the residents of Siberia would not receive the signal, and the climbers of Mount Kilimanjaro in Africa would not find anyone to ask for help. Even if you go to Paris, London, Sydney and other places, the pick-up signal is behind the base station provided by Huawei. Huawei's footprint can be seen in Mount Everest in the Himalayas over 8 kilometers, the Arctic and Antarctic at MINUS 40℃, and the barren African land.

Guo Taiming, president of Hon Hai Group, is known as Genghis Khan of Taiwan Province. Now, it is Ren who enjoys such a reputation and conquers the world with his army.

It pays the most! Many people attribute Huawei's success to the support of the China government. In fact, 654.38+500,000 Huawei employees are the most supportive. Because of the unprecedented bonus system of China enterprises, 98.6% of the shares are owned by employees, while only 1.4% is owned by employees, which creates the centripetal force of Huawei-style management. Li Ruihua started to contact Huawei from 1994. As for Huawei's courage to pay, his evaluation is, "Making the cake bigger is better than occupying most of the wisdom and brains, even worse than Bill Gatsby."

1. China's most international enterprise-70% of its revenue comes from overseas, with more than 500 customers worldwide.

It is a 100% private enterprise and the only company in Fortune Global 500 that has not been listed. According to the report of Fortune, its 20 13 revenue reached $34.9 billion, surpassing Ericsson's $33.6 billion, making it a leader in the global communication industry.

70% of its income comes from overseas, which is higher than Lenovo's 4.2%. The Economist pointed out that Huawei has more than 500 customers in more than 50 countries, and more than 2 billion people use Huawei's equipment to communicate every day. In other words, one third of the world's population is using Huawei's services. Even in Europe where 4G technology is leading, Huawei's market share is more than half.

Its technological research and development capability is beyond ordinary people's imagination for China enterprises. Huawei has 30,000 patented technologies, 40% of which are patents of international standards organizations or European and American countries. The Economist pointed out that Huawei is already a leading intellectual property enterprise in the field of telecommunications.

Looking at the world's top 500 enterprises, 90% of China enterprises are ranked by raw materials, domestic demand market in China and other advantages, but Huawei has achieved today's status by its technological innovation ability and overseas market performance. Motorola, Alcatel-Lucent and Nokia Siemens, once giants of communication industry, are all facing recession crisis, but they have increased year by year in the past 10 years.

Second, the environmental design is like a villa-the exhibition hall is like an art museum, and the restaurant is a five-country cuisine.

Businessweek invited him to Huawei headquarters for in-depth interviews three times in three months. Here, we saw a shocking scene. This is also the first time that the global media can get so close to Huawei headquarters.

Expressway, which connects the inner and outer cities of Shenzhen, has green signs with "Foxconn" and "Huawei" written on the left and right. Taiwan Province Province and China, the two most representative technology manufacturers, face each other across a big road.

As soon as the car entered Huawei Park, its green eyes were like Da 'an Forest Park, with a greening degree of over 40%. The person in charge of reception said that Ren had just pruned all the trees in 20 12. There is actually a lake in the center of the park.

Walking into the building is even more pleasant. The environment is designed as a villa-like staff training center, a museum-like office and an art gallery-like exhibition hall, catering to staff restaurants in three oceans and five major countries. For a moment, I thought I was in Silicon Valley. Even the employees on the road are chatting excitedly while walking. The whole park is as full of energy and enthusiasm as a university town.

Ren rushed Huawei's army from RMB20,000 when it started its business to the estimated revenue of USD 34.9 billion in 20 13. There are two keys to success: employee relationship and customer relationship. This unit dares to fight hard because Huawei has 70,000 employees who regard themselves as bosses.

Three, employee relations and customer relations-"life * * * with the body"

1, "willing"-cultivate the best team, and the employees will receive a bonus of10.2 million yuan a year.

Huawei did not go public, but opened 98.6% of its shares to employees. Founder Ren only owns 65,438+0.4% of the company's shares. In addition to not voting, selling or owning shares, shareholders can also enjoy dividends and profits brought about by the appreciation of shares. And the net profit earned every year is almost 100% distributed to shareholders.

In 20 10, Huawei's net profit reached a record high, reaching 23.8 billion yuan, with dividends of 2.98 yuan. If an executive who has worked in Huawei for 65,438+00 years has excellent performance, the rights issue can reach 400,000 shares, and the dividend in that year alone will be nearly 654,380+02,000 yuan. This figure is even higher than that of senior managers of many foreign companies.

How can you tell whether you are a boss-level employee or a wage earner? In Huawei, the comparison from your salary account is very clear.

"We are not like ordinary wage earners. Whether the company is operating well or not will be very empathetic by the end of the year. " Qiu Heng, vice president who joined Huawei and LTETDD product lines from NTTDoCoMo, Japan's largest telecommunications company, said: "Your despair is directly reflected in your salary."

Take yourself as an example. Affected by the financial tsunami in 2009, the overall environment was not good, and the company's growth rate was not as good as before. His basic salary remains the same, but his bonus has shrunk. The following year, Huawei's net profit reached a record high, and its dividend increased by 1 times compared with the previous year.

This is tantamount to tightly binding the interests of the company with the personal interests of employees. In Huawei, if a basic engineer sent to Africa can help the company to serve customers well and win an order, the amount of rights issue, dividend and total bonus at the end of the year will be higher than that of an executive sitting in an office but not up to standard.

In fact, even a novice undergraduate who has just joined the job has a higher starting salary than an ordinary enterprise. Based on the first year's monthly salary of 9,000 yuan, plus the year-end bonus, the annual salary is at least 654.38 yuan +0.5 million yuan, which is nearly twice as high as the 22K paid by Taiwan Province graduates.

After working for 2 to 3 years, you will be eligible for dividends. There is a saying in Huawei that "1+ 1+ 1", that is, the proportion of wages, bonuses and dividends is the same. With the growth of seniority and performance, the proportion of dividends and bonuses will greatly exceed wages. Even European and American companies that claim to attach importance to employee welfare are rare. However, this source is only for the three words "live".

2, 26 years adhere to the interests of * * *-a piece of cake for everyone to share, "live together."

Born in a poor family in Guizhou, there are seven brothers and sisters in the family. As a boss, Ren has to take responsibility with his parents since he was a child. When I was in high school, my family was so poor that I had to go to the mountains to dig weeds and cook to satisfy my hunger. Occasionally, there is a piece of steamed bread, and parents will cut it into 9 equal parts, each with only one bite, so that every child can live.

At that time, Ren's parents put food in a crock, and no child would touch it. Even when he was too hungry to pass the exam in the third year of high school, Ren would only put down his books, go to the suburbs to pick wild vegetables and swallow them with rice bran.

"At that time, our family implemented a strict decimeter system for each meal, controlled the rationing system of everyone's desires, and ensured that everyone could survive. If not, there will always be one or two brothers and sisters who will not live today. " Ren recalled that even parents or younger siblings who had to work hard for more than ten hours every day to support their families never took an extra bite.

"To live, let's live together!" This idea was deeply rooted in Ren's mind and became the basis for him to enjoy the benefits after starting a business.

3. Not only the employees are tied to the interests of the company, but even the customers have become the same body of their lives.

In Huawei's corporate culture, the first one is "customer-centric". "As a 100% private enterprise, Huawei has survived for 26 years, not by the government, not by banks, but by customers," Guo Ping, the fifth employee of Huawei and one of the three current rotating CEOs, said in an interview.

This sentence is easy to say. In fact, "many companies talk about safeguarding the interests of customers, but they are actually safeguarding their own interests. These two things often conflict, "Qiu Heng said.

Communication industry will derive different products due to different technical standards and frequency bands. A telecom operator may need to use three technical standards to purchase three different sets of machines, of which the installation and subsequent maintenance costs are even higher than the single machine itself.

From the manufacturer's point of view, we certainly hope that the more sets of products customers buy, the more service fees they can earn. This abacus can even be played by primary school students, but Huawei has taken the opposite path: I help customers save money! In order to think from the perspective of telecom operators, we have actively developed equipment integrating three sets of standards to help customers save 50% of the cost.

"In the short term, we are stupid or lose money, but not necessarily in the long term," Qiu Heng said. The money saved by customers can be used for other investments, develop newer products, earn more money from consumers, and then come back to cooperate with you and grow together. "When he can only earn a dollar, he can't give you a piece and a half. If he can earn five dollars, you have a chance to get two or even three dollars. " Qiu Heng said a simple logic of mutual benefit in shopping malls.

Many technological innovations come from this process: "Huawei is the first person to get through 2G, 3G and 4G, and a set of equipment can provide multi-faceted services." Guo Ping said. When customers ask questions or needs, Huawei engineers will go back and look for answers from basic science, resulting in endless new products and patents.