What is the real Huawei like?

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."

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.

Employee relationship and customer relationship-"Life is the same"

1 "willing to give up"-cultivate the best team, and the employees will receive a bonus of1.2000 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".

Not only the interests of employees and the company are tied together, but also customers 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.

Fight for service, "bow to customers"-it is forbidden to please the boss, and the airport pick-up is not good.

Qiu Heng said that it is impossible for a salaried employee to actively help customers come up with innovative solutions. However, because Huawei employees regard themselves as bosses, the longer they stay, the more shares and dividends they get. Therefore, most people will not sacrifice the interests of customers in pursuit of short-term performance goals for one or two years, but will try their best to serve customers well and make them willing to cooperate for a long time, forming a positive cycle.

Making customer service thorough is the key to Huawei's success.

"International manufacturers are more likely to play big names and will not be willing to cooperate with customers' requirements to tailor products. Anyway, I'll eat whatever I give you. It's called the education market, but it's actually afraid of trouble. "Yang Jingyu, senior analyst of Gu Neng, an authoritative research institution, observed the communication industry 10.

He pointed out that it is usually a big deal to send four or five engineers to customers, but Huawei can send a team of 12 people in one breath to discuss and develop the most suitable products with customers. If something goes wrong with the product, even if the location is far away from Kilimanjaro volcano in Africa, Huawei will send engineers to the scene at once with a phone call to solve the problem with customers, unlike other enterprises, which mostly use remote video remote control to save costs.

This can be attributed to the fact that China has the cheapest high-quality manpower in the world, but it is also related to Huawei's strong corporate culture. In addition, there is an incentive mechanism to distribute shares and dividends, which makes this group of highly knowledgeable workers willing to work for the company and customers.

"Your head should face the customer and your ass should face the leader", which is what Ren repeatedly said to ordinary servants. He believes that most companies will be corrupt because employees spend their energy on pleasing their bosses instead of considering customer needs.

Therefore, he explicitly forbade the boss to accept the hospitality of his subordinates, and even drove to the airport to pick him up. He would scold him: "Customers are your parents, so you should put your time and energy on customers!"

Fighting overseas, there are so many volunteers to screen-fearless Fukushima nuclear disaster, rushing through 300 base stations a day.

At Huawei headquarters, every employee we meet, whether it is a senior executive who has served for more than 10 years, a novice engineer who has just been employed for less than seven months, or even a driver who is in charge of picking up and dropping off, always seems to have implanted DNA when talking about "customer-centric".

"Everyone will shout slogans, but Huawei has really implemented it. Its culture is alive, not dead." Li Ruihua observed: "To judge whether a company is successful depends on whether its hidden rules are consistent with its explicit rules. It is impossible to say one thing and do another. Huawei is not only consistent, but also echoes from afar. This is his greatest place! "

Huawei's other two cultures are "Strugglers-oriented, continuous efforts."

20 1 1 Under the terrorist threat of the Fukushima nuclear disaster in Japan, Huawei employees still showed the spirit of serving to the end. Instead of being evacuated because of the crisis, they sent more people to help customers such as Softbank and E-mobile, and robbed more than 300 base stations in one day. There are even many employees who volunteer to go to Japan to help. They need to be screened for their physical and psychological qualities and be strong enough to be sent to the scene.

The head of Softbank LTE department was very surprised: "People from other companies have run away. Why are you still here? " "As long as the customers are still there, we are," Li Xing, the project leader who was responsible for assisting the software bank to set up LTE base stations, naturally replied, "Anyway, we all experienced the Wenchuan earthquake personally."

In Huawei, it is common for a phone call to fly to Libya, Algeria, Venezuela and other corners of the world, often for three and a half months, doing the most difficult things in the most backward environment. Of course, employees can choose not to go, but "going is to give you a stage and give you an opportunity to learn and grow; If the performance at the end of the year is good, you can also subscribe for more shares and pay more dividends. Why not go? " Qiu Heng said.

In fact, "only the best people can be sent to the grassroots", Guo Ping said. Japanese companies that used to pay attention to seniority often didn't get promoted after working for seven or eight years, but they have been working for Huawei for 10 years and have become middle managers managing 4000 R&D engineers.

This is Ren's philosophy of "major general and company commander".

"Huawei's leadership team has worked hard from the grassroots level. As long as there is meritorious military service, it is very common to become a major general at the age of 30 and manage billions of dollars in contracts. " "Living is the biggest motivation! Tian Tao, author of the book, said. Tian Tao is a close friend of Ren and a consultant of Huawei. He analyzed that "those who can work more get more, and those who work more get more", which is Huawei's entrepreneurial spirit. Although Ren introduced a large number of management systems from western companies such as IBM, ge and Hewlett-Packard, he was very dissatisfied with the financial system of Wall Street.

In his eyes, people who engage in finance can earn a lot of money just by playing digital games, while those who really roll up their sleeves and work hard can only earn a meager salary, which is the most unreasonable thing in the world. Therefore, he resolutely refused to let Huawei go public, preferring to share profits with employees.

Strive for activation and get rid of the "obstacles" of elders-7,000 people resigned and re-employed, and metabolized twice.

This system is not impeccable. After designing this system, Ren has been looking for "black holes" in the organization. Many people have worked in Huawei for 10 years, and they have earned retirement money, which has caused a number of "precipitation layers" that hinder the company's growth. Before the job number 20000, they were called "aristocrats" in the company and enjoyed the privilege of position and qualification. To this end, Huawei launched a "collective resignation" campaign initiated by the chairman and Ren himself in 1996 and 2007 respectively, involving nearly 7,000 people.

In 2007, for example, employees who have worked for more than 8 years can get compensation corresponding to their working years as long as they resign voluntarily, with a minimum of 200,000 yuan. If you are willing to stay in the company after resigning, Huawei will be re-employed. Although the existing shares remain unchanged, positions and qualifications are recalculated according to the performance of the year.

This radical approach caused public outcry at that time, and China officials even intervened to investigate whether Huawei's move was illegal, but unexpectedly, Huawei employees did not protest fiercely, and the rate of resignation and return to work was as high as 90%.

This is because those who don't return to their posts must sell their shares back to the company before leaving their posts, and those who rejoin the company may be demoted and their salaries reduced, but the number of shares held will not be slightly reduced. As long as the company continues to grow and make profits, he will still hold shares reliably and enjoy the benefits of dividends.

This practice has enabled Huawei to protect the interests of senior shareholders on the one hand, and promote metabolism on the other hand, so that a group of younger and more capable people have embarked on positions consistent with their performance. The growth bottleneck and personnel dilemma that ordinary companies will encounter once again depend on the principle of "letting employees be bosses".

There are so many people cursing Huawei on the website now. Today, I'll show you what you're calling Huawei.

Recently, many people on the Internet have scolded Huawei, saying that Huawei can only speculate. With the help of Samsung and Apple, a little achievement will be known all over the world!

I really can't stand it. For those who don't pretend to understand, I just want to say: open your eyes and see clearly, and show you the real Huawei!

Huawei mobile phones are sold at low prices in China and at high prices abroad! !

The price of Huawei mobile phones abroad is much higher than that in China, but people keep a low profile; Take Huawei Glory 6Plus last year as an example. The Indian price was 2,649 yuan, while the domestic price was 1999 yuan, which was higher than that of 650 yuan.

Let's look at Apple's mobile phone. Take Apple 6 as an example: when Apple 6 first came out, the price in the United States was 649 dollars, equivalent to less than 4,000 yuan; But in China, the price has reached 5288 yuan. You can tell at a glance who is good to the people of China!

In today's world, so many brands are scrambling to launch new products in China in order to pay attention to the China market, but Huawei does not bite the fat on its lips and goes to Europe to launch products and sell them at the same price as Apple. Think about whether pragmatic Europeans are stupid. Huawei doesn't know? Huawei just wants to make money from foreigners! There is also a big news: the domestic price of Lenovo mobile phones is more expensive than that of foreign countries. If you compare Huawei again, you will know who really broke the heart for the people of China.

60% of profits come from abroad! !

Huawei released its 20 1 5 annual report on April/0/last year. The global sales revenue of Huawei operators, enterprises and terminals reached 395 billion yuan. Compared with the 20 15 financial report released by Tencent, the annual revenue is 1028 billion, and the scale of Huawei is almost four times that of Tencent!

The key point is that Huawei's revenue in China is only 65.438+0677 billion yuan, which means that 60% of Huawei's revenue comes from overseas every year. Earn more than 200 billion abroad every year!

Companies that pay the most taxes but are not listed.

BAT employees: Ali 30,000, Baidu 50,000, Tencent 30,000 or so. The total number of employees is 1 1 10,000, and the total number of employees in Huawei is170,000!

BAT pays taxes: Ali pays 654.38+009 billion, Baidu pays 2.2 billion, Tencent pays more than 7 billion, and the total tax payment is 20 billion; Huawei pays its own tax of 33.7 billion!

BAT profit: Ali 23.4 billion, Tencent 24.2 billion, Baidu 65.438+0.05 billion, with a total profit of 58 billion; 70% was taken away by foreign capital, and Huawei's own profit was 27.9 billion!

In the last fifteen years since 2000, Huawei's accumulated revenue was 2.3 trillion yuan, over 70% of which came from overseas and earned 1.38 trillion yuan from foreigners!

Not only that, Huawei CEO Ren also distributed 99% of the company's shares to employees, and he only kept 1% of the shares! This means that most of the money earned by Huawei every year is handed over to the state, and the rest is distributed to employees, which is why Huawei is not listed. It is an enterprise that benefits the people of China in its bones.

Really carry the banner of the rise of science and technology in China! !