Some thoughts after reading the biography of Huawei

During this period, I bought several books about enterprise development, including JD.COM, Tencent and Huawei. These three enterprises are all models of the development of private enterprises in China and play an important role in China's national strategy and economic growth. Among the three companies, I am particularly interested in the development of Huawei, perhaps because Ren is the oldest of the three companies, and Ren is also the oldest entrepreneur, and the process of starting a business is also the most bumpy, and also because he is a real economy and more representative.

It is not easy for Zheng Fei to establish Huawei. Ren founded Huawei when he was nearly 40 years old. In his first 40 years, his personal growth process was bumpy. After finishing college, he went to be a soldier, got used to military camp life and faced a second career choice. Facing the state-owned enterprises at that time, he was tired of being old-fashioned and boring, or it may be because he always had a seed in his heart to make contributions to the country by starting his own business, so that he could come out and start a business in the primary stage of the country's reform and opening up. It's not easy to start a business in the early days. The backward position of products in the market can't open the market for a while, and the breakdown of family marriage is even worse. In such a special period, Ren just survived, so Huawei's success is full of all kinds of blood and tears.

If Huawei had not invested in scientific research products at the beginning of its business, there would not be Huawei today. At present, Huawei spends 40% of its profits on R&D every year, precisely because Ren sees that it is the last word for enterprise development to be a real economy and have its own constantly updated products. This is what Ren has always insisted on. Huawei's emphasis on product development stems from the needs of the company's development. In the early days of Huawei's growth, Ren sensitively realized that if you want to occupy the market, you have to have your own products. If you want to develop your own products, you have to have your own team, and talents are the focus. Ren attaches great importance to the cultivation of young talents. In the early days, Huawei cooperated with universities to transform the cutting-edge technologies of universities, and hired professors from universities as the company's technical directors to jointly carry out product design and research and development, which played a vital role for Huawei to launch a new generation of switches in advance. It is precisely because of this that Huawei was able to quickly occupy the market of third-tier cities. In his early days, he consciously went to colleges and universities to recruit undergraduates as his own talent pool. He pays attention to personnel training and regards these young people as the basic team of Huawei, which provides a guarantee for Huawei's development. Ren attaches great importance to the graduates recruited by these colleges and universities, letting them exercise at the grassroots level, keeping abreast of their work progress and caring for them, so that they can work wholeheartedly. These people made great contributions to the later product development.

Everyone knows Huawei's wolf culture very well, but what kind of spirit and practice it is depends on us to deeply understand and learn. First, concentrate on doing great things. Ren established Huawei's initial sales network in third-tier cities. In order to open the market, Ren adopted the principle of riveting with great concentration. Huawei wants to open up a place, so it sent a reorganization team, including technical backbone, sales backbone and after-sales backbone. After they arrived, these people carried out a lot of work, and the efficiency was so high that Party A couldn't find any faults, which made Party A feel that using Huawei's products was very secure and effective. These people are also very hard, working overtime to catch up with the construction period, and so on Second, low price and good service are the breakthrough. Wolf culture pays attention to attacking in groups, and puts forward advantages in a targeted way so that the other party can't refuse. At the beginning, Huawei won by price, so there was no way. When internationally mature products have been laid out in China, it must be that your products have a great advantage in price. In addition, most of Huawei's Party A are state-owned enterprises such as post offices and telecommunications bureaus, and attach great importance to the durability and after-sales guarantee of products. These Huawei have done it, showing them a beautiful and cheap product, which is very useful in third-tier cities. Third, Huawei put its opponents to death in the early days. Fully occupying the market requires absolute market control, and Huawei has done it. In the third-tier market, Huawei's occupation speed is very fast, leaving no room for international products. However, in the later period, Ren changed a lot. He left room for the market, so that the branch products can survive. There is some competition in this market, but the impact on Huawei is much smaller.

Huawei pays attention to the development and research of new technologies, which benefits from Huawei's persistent sense of crisis. Ren mentioned in many speeches that Huawei people should always be aware that the crisis is around, and if they are not careful, they may be beyond redemption. Every decision made by Ren is very important. Without this sense of crisis, Huawei would not have its software center in India, data centers and product research centers in major European cities, which are the products of continuous learning from others. Huawei's technological leadership also benefits from this sense of crisis. Huawei does not stick to the existing products, but has a continuous driving force to make the whole collective progress.

Huawei attaches importance to management in the rapid development stage. By benchmarking IBM to develop its management system, Huawei has made the company's management level reach the international level, which is also the reason for Huawei's stamina and the development of its financial system.

Huawei pays attention to learning. Huawei knows that India's software is very developed, so it has set up a software center in India. Knowing that IBM's management level is very high, Huawei introduced IBM's professional team to develop its own management system for Huawei. Where was the European switch giant 100 years ago? It established a development center and a data center in that city. Huawei focuses on benchmarking giant enterprises and is good at learning the advantages of giant enterprises and applying them to make its own enterprises more and more international.

Huawei is successful and its future is full of ups and downs. Facing the complicated international situation, we need constant and accurate positioning and direction. Ren's age is a problem. What he has been doing now is to train successors. Whether the new successor has a keen insight needs our attention, but as one of the most famous private enterprises in China, Huawei must be our pride now, regardless of whether Huawei can develop in the future.