[Feng Qitang original | Do not compile or pass on, have a source and evidence, share the entrepreneurial legend of the business world, and interpret the management wisdom of the big guys. 】
Resources:
Tian Tao and Wu Chunbo wrote "Will Huawei be the Next to Fall", Tian Tao wrote "Huawei Interview", Wu Chunbo wrote "Huawei Has No Secrets", Lin Chaohua wrote "The Biography of Ren Zhengfei", Wang Yukun "Suffering Hero Ren Zhengfei" and so on.
At the entrance of the conference hall, a middle-aged man wearing a suit and tie was handing out business cards to the participants one by one: "Hello, I am from Huawei, and my surname is Ren."
That's right, you read that right, the person who sent the business card was none other than Ren Zhengfei, the boss of Huawei.
"You have to keep your eyes on the customer and your ass on the boss," is a famous phrase that Ren Zhengfei asked Huawei's cadres and employees.
Ren Zhengfei believes that customers are Huawei's food and clothing, and no matter how big or small it is, the position must be in place for public relations.
Of course, Ren Zhengfei himself also practiced this.
01
Stand at the door of the conference hall and hand out business cards one by one
In 2004, Huawei's sales reached 46.2 billion yuan, and overseas sales reached 2.28 billion US dollars.
In 2004, Huawei had 22,000 employees, including 3,000 foreign employees.
This year, Huawei was ranked 79th in Forbes' list of the world's top 100 largest private companies outside the United States, and was the only Chinese company on the list, and in this year, Huawei was named one of the "100 largest private companies in the world" by Fortune magazine.
At this time, Ren Zhengfei is no longer the image of the unkempt old janitor and canteen master in the past, but is already the founder, president, and CEO of a Chinese technology company that is regarded as the strongest opponent by Cisco in the United States.
Also in 2004, Huawei co-organized an international seminar with Brunei Telecom, which Huawei invited more than 40 carrier customers to attend.
Early in the morning on the day of the meeting, Ren Zhengfei stood at the door of the conference hall in a suit, holding a stack of business cards, and saw customers entering the venue. ”
Some customers who have never met Ren Zhengfei are surprised when they see the business card, and it is rare in the world for the boss of such a giant telecommunications company to be so humble.
But it is the humble attitude of Ren Zhengfei and Huawei people that touches every customer, and Huawei has received domestic and foreign orders one after another.
Ren Zhengfei said: "Our cadres and employees at every level and level should be close to customers, share customer problems, customers will give us a vote, this vote, that vote adds up, is a lot of votes, in the end, even if the most critical vote is not done, it does not have much impact......
Not only that, Huawei has also established the principle of universal customer contact at the top level, requiring each senior management to contact 2-3 customers every week to solve practical problems for customers.
02
Even the smallest customers will meet
At that time, Ren Zhengfei was complained by many media, investors, and officials that it was difficult to find him.
In fact, Ren Zhengfei is "never see customers, I have to meet the smallest customers"!
But if you are not a customer, no matter how big your official is, how famous you are, and how many trillions of assets you hold, Ren Zhengfei will still be missing.
In 2002, Morgan Stanley's chief economist Stephen Roach led an investment team to Huawei's headquarters, but Ren Zhengfei only sent Vice President Fei Min to receive him.
Luo Qi, who did not meet Ren Zhengfei, regretted: "What he rejected was a $3 trillion team." ”
But Ren Zhengfei disagreed: "He is not a customer, why should I meet him? If it is a customer, I will meet the youngest." ”
No investment institutions, only customers, even the smallest customers, why can Huawei be so rigid?
Because Huawei adheres to the core value of "customer-centric", and resolutely refuses to go public, and rejects the will of capital, it can adhere to the will of customers.
According to some data, 85% of the outstanding enterprises in China that have been written into MBA cases for decades have collapsed. In 2010, the average life expectancy of small and medium-sized enterprises in China was 3.7 years, that of European and Japanese companies was 12.5 years, that of American companies was 8.2 years, and that of 500 outstanding small and medium-sized enterprises in Germany lived to be over 100 years old.
After inspecting the glorious history of the British Industrial Revolution, a group of EMBA students from the Business School of Chinese Minmin University went to Lancaster University in the United Kingdom for an exchange visit, and the students mentioned Huawei to the British professor, who commented on Huawei:
"Huawei is just walking on the path of some of the world's once glorious companies. These companies are also customer-oriented and struggle until they reach the top, but after they reach the top, they start to become complacent, they don't listen to their customers, and so they decline. ”
As it turned out, when Ericsson, Cisco, Motorola and other old communication giants are planning the company's future development with the time nodes of "financial report" and "fiscal quarter", Huawei has always refused to go public, insisting on customer-centricity and "planning the future in 10 years".
Xu Zhijun, Huawei's rotating CEO, said that this is the secret of Huawei's ability to catch up with and surpass its rivals.
Imagine, if Cisco and Ericsson are not listed and adhere to customer orientation, will Huawei be able to surpass them in just 20 years?
03
What kind of struggle is Huawei's struggle?
We all know Huawei's striver culture, but do you know why it is called struggle in China?
Ren Zhengfei expressed it like this: "Any small activity to create value for customers, as well as efforts to enrich oneself in the process of labor preparation, are called struggle, otherwise, no matter how hard and tired it is, it is not called struggle." ”
Today, after more than 30 years of development, Huawei's core values of "customer-centric, striver-oriented, and long-term hard work" have also become Huawei's core values.
Ren Zhengfei once gave a lecture to the executives of a large European telecommunications company who learned from Huawei's experience, and the content of the lecture was Huawei's "customer-centric, striver-oriented, and long-term hard work".
Ren Zhengfei said: customer-centric is the direction of long-term hard work, hard work is the means and way to achieve customer-centric, striver-oriented is the source of vitality that drives long-term hard work, and is the internal driving force to maintain customer-centric.
Obviously, the core of the core values of Hua established by Ren Zhengfei is "customer-centric", which determines the direction and meaning of struggle, and determines the value creation evaluation and value distribution of strivers.
Ren Zhengfei said that all business will eventually die, and only culture will survive!
So, can you learn Huawei's striver culture?
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