What is Huawei’s business strategy?

Question 1: Huawei’s mobile phone sales model. Huawei Terminal Company, which spent its golden period in 2009, invested a large number of personnel and resources in the CDMA market in 2009. Obtaining 19.8% of the CDMA market share in the national market, Haiming ranks second only after the giant Samsung. Salespeople in various cities can be said to have a lot of success.

However, with the changes in the market, the three major domestic operators have no intention of controlling the mobile phone market. Operators are actively opening up their mobile phone subsidies to major mobile phone stores, provincial mobile phone stores, local mobile phones and small regional chains in order to seek better channels for phone number distribution. Especially for China Telecom, prefectures and cities no longer uniformly report demand for sales in the group, business halls, and social channels. The previously completely closed CDMA market will be opened to channels, and subsidies and profits will be used to encourage most dealers to participate in CDMA channels.

Huawei was very comfortable with the early CDMA closed market model. Huawei is best at being the core public relations figures, and through these core figures of operators, it has blocked its product share in terms of supply, which is completely a continuation of the equipment operation model. Huawei made huge profits in 2009 when China Telecom vigorously subsidized the development of low-end CDMA users. But after the entire telecommunications market changes, it is no longer the time when two core figures can determine Huawei's sales. Huawei's sales model has experienced bottlenecks. First-tier stores in many cities are unable to deliver goods, or the goods that arrive are mixed goods from the early market, and sales are seriously affected.

Personally, I think there are problems with the sales of Huawei mobile phones:

1. Long-term focus on the resale market with operators, and unreasonable distribution of channel profits in terms of price system.

Today’s mobile phone market is divided into operator resale market and ordinary social channel market. The carrier resale market (closed) is a market where a few core individuals determine sales volume. Sales in social channels are a market where sales are determined by multiple factors, such as channel profits, brand, sales capabilities, publicity, etc. Channel profits bear the brunt of social channels. If you want dealers to pick up goods, they will definitely put forward reasonable profits. The profit of Huawei's C network products is 16%, which is generally lower than the 22% of similar products. The brand influence is lower than that of domestic brands such as Tianyu and Coolpad. Under the same conditions, products such as Tianyu and Coolpad that have certain brands in social channels are the first choice of dealers. A simple comparison is as follows:

Brand

Profit

Remarks

Samsung

15%-17%

Low profit, international first-line brand, fast sales flow. The overall profit is not weak and can drive sales of other products.

ZTE

20%-25%

The profit is relatively high, dealers will give priority to picking up goods

Huawei

Low profit, low brand effect

Coolpad

20%-29%

Profit Higher, well-known domestic brands, with core dual network dual standby technology

Tianyu

20%-30%

Higher profits, well-known domestic brands, with Better core channels

2. Long-term focus on the resale market with operators and core distribution channels without cooperation.

Huawei, which has always been paying attention to the operator market, has almost zero partners in the channel. As the entire market changes, Huawei needs to find new cooperative dealers. Cooperation channels need to be re-planned. It is unlikely that these operations will be completed in the short term.

3. Terminal sales staff have been cooperating with operators for a long time and have basically lost the ability and skills to negotiate with dealers.

When cooperating with operators for a long time, they basically deal with state-owned enterprise managers. What they care about is not profits, which is completely different from what dealers care about. A sudden change in this kind of cooperation and communication objects requires a period of transition, and the sales staff are not familiar with the local social channel market. Unable to quickly reach cooperation with dealers.

The business managers recruited by Huawei Terminal Company also tend to be those who have been doing business in mobile social channels such as Tianyin and Aishide for many years, and who have a certain understanding of the area as the first choice.

4. Single promotion method

Buying a mobile phone and giving gifts is Huawei’s most popular tactic. The operation methods of social channels include store clerk rewards, store manager rewards, points redemption, various competitions, etc. It can be said that there are various methods, and Huawei still needs to improve in this regard.

The above are some personal opinions on the operation of Huawei terminals. I'm so frightened by such nonsense, I'm so honored to look to experts for guidance. ...>>

Question 2: What is the competitive strategy adopted by Huawei? 5 points Huawei’s pursuit is to realize customers’ dreams in the field of electronic information, and relying on bit by bit and perseverance in the hard pursuit, we have achieved of companies become world-leading companies. The reason why Huawei has become one of the world's top 500 companies is closely related to its competitive strategy:

1: There are roughly two decision-making mechanisms for domestic communications manufacturing companies: one is the corporate leader-led type, and the corporate charter-led type. Huawei belongs to the former, which is very important for the development of the enterprise. It can effectively solve the following problems faced by enterprises: 1. Concentrate and integrate enterprise resources.

2. Capture development opportunities. The strategic focus of a company is driven by entrepreneurs' sense of opportunities.

3. Conduct strategic analysis

4. Resolve strategic conflicts.

5. Issues of survival and development.

2. Only make communication products

In the "Huawei Basic Law" we see that whether it is from Huawei's strategic goals or investment, there is only one core aspect: making Huawei a World class equipment supplier. "Our short- and medium-term investments still focus on product investment, in order to maximize the concentration of resources and quickly enhance the company's technical strength, market position and management capabilities. When we make major investment decisions, we do not necessarily chase today's high profits. At the same time, we must pay attention to the growth opportunities of emerging markets and new products with huge potential. We will not engage in any non-related diversification operations that distract the company’s resources and senior management energy.”

In the 24 years since its establishment. Over time, whether it was the stock boom or real estate, apart from communications products, Huawei has never been involved in any field where even investment is profitable. This is also an important factor that enables Huawei to compete face-to-face with telecom giants such as Cisco and Ericsson today. "No one company can do everything. Even if it has enough money, it cannot have enough talents. It must be careful and careful." Whether it was Huawei's shortage of funds at the beginning, or it has now reached hundreds of billion in sales revenue. It effectively realizes the integration and configuration of resources.

Question 3: How does Huawei make money? tektalk/...age-1/

Take a look at this.

Huawei is a telecommunications operator. Huawei is the world's leading telecommunications solutions provider. Based on continuous innovation based on customer needs, we have established end-to-end leadership in the three major fields of telecommunications networks, global services and terminals. With its comprehensive advantages in fixed networks, mobile networks, and IP data communications, Huawei has become a leader in the era of all-IP convergence. Currently, Huawei's products and solutions have been used in more than 140 countries around the world, serving 45 of the top 50 global operators and one-third of the world's population.

Question 4: From a business management perspective, what are the reasons for Huawei’s success? For reference only:

Huawei is a private communications technology company that produces and sells communications equipment. Its products mainly involve communications. The switching network, transmission network, wireless and wired fixed access network, data communication network and wireless terminal products in the network provide hardware equipment, software, services and solutions to communication operators and professional network owners around the world. Among them, overseas sales amounted to US$11.5 billion, and it ranked first in profits and taxes in China's domestic electronics industry that year.

Many people are learning about Huawei. Books on the management thoughts of Huawei and its founder Ren Zhengfei are very popular. The author has seen many friends in the business world, including bosses and senior managers, reading and writing them carefully. thoughts or organize discussions. Many people even travel thousands of miles to "pilgrimage" to Huawei's headquarters to experience Huawei's atmosphere and temperament on the spot, and to think and explore the secrets of Huawei's growth. However, what some companies are unable or even unwilling to learn are the universal management laws and principles that Huawei follows.

If we take a longer view, we will find that many domestic companies have been learning from Huawei for many years. Whenever Huawei has a new story, everyone talks about it; every time Ren Zhengfei has a new article, it is bound to be widely circulated. Huawei-related training courses have always been a popular product in the corporate training market. But the strange thing is that there seem to be few companies that have truly learned the essence of Huawei. Let me summarize some rules about Huawei management.

1. A benefit-sharing mechanism that benefits all employees. Everyone knows that Huawei's founders hold a very small proportion of the company's shares. Huawei has attracted employees to invest in shares on a large scale, forming an open and fully shared interest structure. Huawei frankly admits that the enterprise is a community of shared interests (a community of shared interests and a community of destiny are formed on this basis). The common vision, desire for collaboration, and synergy of the organization's members must be based on the interest mechanism. Huawei attaches great importance to corporate culture, but never replaces interests with vain "ideas".

Huawei uses the contribution of "strugglers" to the company and its own human capital as the yardstick. Through the innovation of property rights and benefit distribution systems, Huawei enables employees to have real concerns about the development of the company and allows employees to share the benefits of the company's growth. benefits; while maintaining an efficient and unified governance structure. From an efficiency perspective, a virtuous cycle of "high capabilities, high remuneration, and high performance" is formed. Huawei's profit mechanism is difficult for some private companies to match. On the one hand, many corporate founders and controllers lack the ambition and realm to share interests with employees; on the other hand, objectively speaking, many corporate leaders lack the ability and charisma to Authority can only maintain its leadership and authoritative position in an organization by relying on property rights control.

2. Firm strategic orientation. Whether it is the selection and transformation of business areas, the combination and expansion of competitive strategies, the formation and expansion of competitive advantages, and the accumulation and improvement of competitive capabilities, Huawei always has a clear understanding, clear direction and management logic. Especially in the context of widespread opportunism in my country's business community, Huawei's strategic orientation based on its mission and long-term goals is even more valuable. There are three points in Huawei's strategic direction that deserve our attention. The first is to think about and form a comprehensive and systematic strategic framework based on accurate judgments of the market, industry, technology, etc. situation, overall situation, and trends; the second is to be prepared for danger in times of peace and make dynamic strategic adjustments and changes; the third is to persist in building The capability system and platform create the capability cornerstone for the long-term stability of the enterprise. The key to having "strategic orientation" concepts and behaviors is a strong sense of mission - it is the premise and source of "strategic orientation", inexhaustible organizational wisdom and the correct way of strategic thinking. More importantly, it is the mechanism, procedure and means for generating organizational wisdom, which is the core of competitiveness.

3. Internal "organization" of large-scale enterprises. Management scholars at home and abroad believe that due to the Chinese people's "national character" and cultural tradition - the small-scale production-style self-centered tendency of "preferring to be a chicken head than an ox tail", as well as the recognition and pursuit of vertical power relationships , it is difficult to form "large-scale contracts" within Chinese corporate organizations, and can only be divided into small entities with clear boundaries of rights and responsibilities, which operate independently and result-oriented. Although this kind of system has the advantages of flexibility, agility, and rapid change, it is very unfavorable for building a unified capability platform and exerting organizational synergy. It may lead to centrifugal tendencies and "vassalization" within the enterprise. Huawei does not compromise with the so-called cultural destiny, firmly advocates internal cooperation, adheres to customer-oriented process management, and uses a complex matrix organizational structure to weave different internal organizations, positions, and personnel into a holistic, vertical and horizontal organization. .....>>

Question 5: What is Huawei’s marketing strategy? To write a paper on culture, the breakthrough was mainly in the form of online sales in the early stage, which is the promotion model.

Question 6: What basic principles of strategic management are reflected in Huawei's strategic evolution process? Huawei has become one of the major domestic miracle machines. It seems to be based on Xiaomi's hunger marketing model, but this model has become more and more popular. It's getting worse

Question 7: What are Huawei's management principles? From an efficiency perspective, a virtuous cycle of "high capabilities, high remuneration, and high performance" is formed. Keywords Huawei, Ren Zhengfei, OFweek Optical Communications Network news, many people are learning from Huawei, but what some companies "can't learn" or even "don't want to learn" are precisely the universal laws and principles of management that Huawei follows.

Recently, a book that summarizes and analyzes the management thinking of Huawei and its founder Ren Zhengfei, "Will Huawei Be the Next to Fall?" has been very popular. The author has met many friends in the business world, including bosses and executives. Reading carefully, writing thoughts or organizing discussions. Many people even travel thousands of miles to "pilgrimage" to Huawei's headquarters to experience Huawei's atmosphere and temperament on the spot, and to think and explore the secrets of Huawei's growth. If we take a longer view, we will find that many domestic companies have been learning from Huawei for many years. Whenever Huawei has a new story, everyone talks about it; every time Ren Zhengfei has a new article, it is bound to be widely circulated. Huawei-related training courses have always been a popular product in the corporate training market. But the strange thing is that there seem to be few companies that have truly learned the essence of Huawei. Some entrepreneurs bluntly said: Huawei, we cannot and cannot learn from it. The question is: What aspects and practices of Huawei “cannot be learned”? Why “can’t learn”? Paraphrasing the title of a best-selling management book, the author summarized several Huawei experiences that many companies "cannot learn". First, a firm strategic orientation. Whether it is the selection and transformation of business areas (what to do and what not to do), the combination and deployment of competitive strategies, the formation and expansion of competitive advantages (how to do it, how to win), and the accumulation and improvement of competitive capabilities (what to rely on to grow) ), etc., Huawei always has a clear understanding, clear direction and management logic. Especially in the context of widespread opportunism in my country's business community, Huawei's strategic orientation based on its mission and long-term goals is even more valuable. There are three points in Huawei's strategic direction that deserve our attention. The first is to think about and form a comprehensive and systematic strategic framework based on accurate judgments of the market, industry, technology, etc. situation, overall situation, and trends; the second is to be prepared for danger in times of peace and make dynamic strategic adjustments and changes; the third is to persist in building The capability system and platform create the capability cornerstone for the long-term stability of the enterprise. The key to having "strategic orientation" concepts and behaviors is a strong sense of mission - it is the premise and source of "strategic orientation", inexhaustible organizational wisdom and the correct way of strategic thinking. More importantly, it is the mechanism, procedure and means for generating organizational wisdom, which is the core of competitiveness. Second, a benefit-sharing mechanism that benefits all employees. As we all know, Huawei's founders hold a very small proportion of the company's shares. Huawei has attracted employees to invest in shares on a large scale, forming an open and fully shared interest structure. Huawei frankly admits that the enterprise is a community of shared interests (a community of shared interests and a community of destiny are formed on this basis). The common vision, desire for collaboration, and synergy of the organization's members must be based on the interest mechanism. Huawei attaches great importance to corporate culture, but never replaces interests with vain "ideas". Huawei uses the contribution of "strugglers" to the company and its own human capital as the criterion. Through the innovation of property rights and benefit distribution systems, Huawei enables employees to have real concerns about the development of the company and allows employees to share the benefits of the company's growth; while maintaining high efficiency, Unified governance structure. From an efficiency perspective, a virtuous cycle of "high capabilities, high remuneration, and high performance" is formed. 1 2 3

Question 8: How to write a study paper on the current status of domestic and foreign research on Huawei's marketing strategy? Put it in front,

Reference: Study on Huawei cellphone's Marketing Position.

Question 9: What strategic management objectives are reflected in Huawei’s strategic evolution process? With the advent of the era of knowledge economy, knowledge plays a decisive role in social production and life, especially for knowledge-intensive enterprises. in this way. In the era of knowledge economy, knowledge has become a key factor affecting the production development of enterprises and improving core competitiveness. The utilization of knowledge, value conversion, and enterprise competition all rely on knowledge workers. The importance of knowledge and technology capital is increasing, and the role of knowledge and technology is largely realized through knowledge employees, especially for high-tech enterprises. As knowledge carriers, knowledge workers' own value is gradually recognized and recognized. At this time, they have become the most important assets of the enterprise and become part of the enterprise's core competitiveness. The creativity of knowledge workers fundamentally determines the survival of knowledge-intensive enterprises...

Question 10: Why does Huawei adopt oppo’s marketing strategy 1. Many offline channels solve the problem of funds and inventory pressure.

2. It is sold in stock, tangible and visible, which also promotes sales.

3. Control prices.

The above is for reference only~