The Story of Huawei's Early Entrepreneurship

Huawei Technologies Co., Ltd. is a private communication technology company that produces and sells communication equipment. Officially registered at 1987, its headquarters is located at Huawei Bantian Base, Longgang District, Shenzhen City, China. What is Huawei's initial stage of entrepreneurship and what preparations need to be made in the initial stage of entrepreneurship? The following is what I have compiled for you about the initial stage of Huawei's business for your reference. Welcome to read!

43-year-old founder of Huawei

Ren once said that he went into the sea out of helplessness. After transferring from the army to Shenzhen Nanyou Group, Ren's family and career went wrong. His wife joined the leadership of Nanyou Group after job-hopping, and his subordinate enterprises of Nanyou suffered losses continuously. The life pressure brought by parents and siblings who lived together eventually led to the disintegration of the family.

Under the dual impetus of solving the pressure of life and creating a new world, Ren Yu 1988 founded Huawei with an initial capital of only 20,000 yuan, and his business was to sell communication equipment.

Can Ren Neng be 43 years old? Old age Brave entrepreneurship stems from his mastery of communication equipment. /kloc-was admitted to Chongqing Institute of Civil Engineering and Architecture (now incorporated into Chongqing University) at the age of 0/9, and started to get involved before graduation, so that he immediately returned to school the next morning. When leaving, his father took off his only pair of suede shoes and gave them to him, especially telling him: Remember, knowledge is power. If others don't learn, you should learn, and don't follow suit. ?

Under my father's advice, I got rid of the interference, studied mathematics and philosophy hard, and taught myself three foreign languages, which laid the foundation for myself to engage in computer, digital technology, automatic control and other technologies, and also began to get started during this period. Later, Ren joined the army as a signal soldier. When he participated in a military communication system project, he made many technical inventions and creations, which filled the domestic gap twice. At the age of 33, he was elected as a military representative with outstanding technical achievements and went to Beijing to attend the National Science Conference.

College students walking out of the mountains

Looking back on Ren's life, at first, he was just a college student who came out of the countryside.

Ren was born in a small mountain village in Zhenning County, Anshun District, Guizhou Province. The most famous one here is Huangguoshu Waterfall. My father went to college in Beijing, and my mother went to high school and became a teacher.

Ren's family has seven brothers and sisters, and Ren is the eldest. A family of nine people all rely on their parents' meager wages to eat separately, but they all have a share, but not much. When Ren was in high school, he was often so hungry that he could only use rice bran to satisfy his hunger.

When Ren got married, his family was still poor. After the establishment of Huawei, Ren lived with his parents and nephew in a small room of 10 square meters and cooked on the balcony. In order to save money, my mother only dares to buy dead fish and shrimp and go out to buy cheap vegetables and watermelons at night.

In the past two years, the company mainly sold a HAX switch in Hong Kong, and made a profit by making a difference. Consignment is a risk-free and profitable way. After two years of struggle, the company's financial situation has improved. However, Ren did not use the hard-earned money to improve his life, but put it into business, and Huawei soon entered the development track.

Generous cheapskate

Ren loved Selected Works of Mao Zedong, so he re-annotated it? Political power comes from the barrel of a gun? For an enterprise, the most important thing is to sell products.

In order to sell, Huawei spared no expense: in Heilongjiang, which was in a bloody battle with Ericsson, Huawei sent more than ten times as many technicians as its rivals to carry out hand-to-hand combat in various county telecommunications bureaus. Where something went wrong, Huawei people rushed to the scene immediately. In order to win a project, Huawei will spend seven or eight months investing money that is inconsistent with the return? It seems stupid, but it can steal the customers of multinational giants.

In 2000, Huawei participated in the Hong Kong Telecom Exhibition and invited more than 2,000 telecom officials, operators and agents from more than 50 countries around the world to participate. More than 2000 people flew back and forth in first class or business class, stayed in five-star hotels and took thousands of laptops. To this end, Huawei spent 200 million Hong Kong dollars. This is the first time that Huawei has demonstrated its strength in the international telecommunications industry. So, who is it? Spend money like water. In 2000, Huawei began a large-scale global expansion, and its market share continued to increase.

But Ren Zheng Fei is not a spendthrift. 1In March, 1996, Ren led a team of more than 10 to stay in Shangri-La, Belgrade, in order to discuss joint venture projects with Yugoslavia. They booked a presidential suite, and the room rate is about $2,000 per day. However, this room is not exclusive to Ren, but everyone sleeps on the floor together.

Ren's generosity is also reflected in the treatment of employees. Three years ago, in 20 12 years, Huawei earned15.4 billion, but took out 125 billion as the year-end award. 150,000 Huawei employees' per capita year-end bonus can reach 83,300 yuan!

Escape from the jaws of death

As you all know, Ren advocated it within Huawei? Wolf? Culture. He thinks wolves are role models for enterprises to learn. Wolf? Never out of date. ? The history of Huawei's development is actually a history of constantly grabbing food from tigers. He is facing a tiger and can't keep slacking off. ? An internal employee of Huawei said.

Is Huawei's March into the United States a classic? Take food from the tiger's mouth? Fight. At that time, as soon as Huawei entered the American market, Cisco, which was in an absolute leading position in the field of data communication, began to ban it. On June 23, 2003, Cisco formally sued Huawei and its American branch on the grounds that the latter copied the company's products and infringed its intellectual property rights.

In the face of Cisco's suppression, Ren hired a lawyer to respond to the lawsuit in the United States, and at the same time began to form an alliance with Cisco's arch-enemy 3COM Company in the United States. In March 2003, Huawei and 3COM Company, which was in recession at that time, announced the establishment of a joint venture company? Huawei sankang? The CEO of 3COM made a special trip to testify? Huawei did not infringe Cisco's intellectual property rights.

Ren's coup of uniting with Lian Heng at the most critical moment of the lawsuit instantly disintegrated Cisco's encirclement and suppression. In the end, the two sides reached a settlement, and there was no obstacle to Huawei's expansion in the United States.

Multinational giant partner

Undoubtedly, Ren's extraordinary strategy and foresight are the most important factors for Huawei's success. The cooperation between Huawei and IBM highlights this point.

At the beginning of 2007, Ren wrote to Peng, CEO of IBM, hoping that IBM would send financial personnel to help Huawei realize the transformation of its financial management model. Of course, Huawei will pay a huge fee.

Why hire IBM? Because Ren Zheng Fei noticed that although Huawei's sales revenue maintained rapid growth, its net profit decreased year by year, and he didn't even know whether the next order would make money. Although Huawei's financial department began to participate in cost accounting in 2000, the company still lacks forward-looking budget management. It is difficult for most enterprises in China to do this, but this is what multinational companies are good at.

Soon, Huawei officially launched the IFS (Integrated Financial Transformation) project. At the same time, IBM officially upgraded Huawei to a business customer? Huawei is the only China enterprise among its dozens of corporate customers around the world. In this sense alone, Ren's vision is beyond other domestic enterprises.

The IFS project has trained thousands of qualified financial directors for Huawei. They implanted standardized financial processes into Huawei's operational processes, achieving a balanced development of revenue and profit, which is also an important reason why Huawei's profit growth is still good despite the slowdown in revenue growth in recent years.

Never give interviews to the media.

Among entrepreneurs in China, Ren is the most mysterious. He has never been interviewed by any media, never participated in the selection, awards and entrepreneur summit, and even refused to participate in activities conducive to Huawei's brand image promotion.

He said:? Why can't I see the media? Because I know myself. What did the media say? I'm afraid it's an exaggeration to say yes; I don't know, others don't believe it, and even feel hypocritical, so I have to disappear. Therefore, I can stand loneliness and be content with being plain. I know that my shortcomings are not less than my advantages, and I am not deliberately low-key. ? He wants Huawei employees? Quiet? Honey, don't argue online. That's a favor for the company. ?

Tracing back to the source, it was Ren Gan, right? ""? During this period, Ren's father was criticized, which led him to fail to apply to join the Party despite his many meritorious deeds. This made him accustomed to a quiet life that would not be rewarded. After "," Pacesetter? Hero? Such as honor avalanche to ren. What is the psychological quality influenced by past experiences? Polishing? In the face of all this, Ren has long been calm.

Shouchuang renren joint-stock system

2011/February, Ren published the article "One River Flows East" in Huawei's internal forum, revealing a big secret of Huawei's rise: everyone shares the system.

Among Huawei's shares, Ren only holds less than 65,438+0%, and other shares are held by the Employee Stock Ownership Association on behalf of employees. If you leave your job, I'll count the votes for you right away. Even if it is tens of millions of dollars in cash, I don't blink. But when you leave the company, you can no longer hold shares in Huawei. Huawei shares are only available to those who are still working at Huawei. The design of this system is not available in the world.

Ren revealed that the design of this system was influenced by parents' selflessness, frugality, patience and love.

Ren also founded Huawei's CEO rotation system, and everyone rotates for half a year. This move is to avoid that the success or failure of the company depends on one person, and also to avoid being a courtier once.

Ren always reveals a thought-provoking sense of crisis. With the rapid growth of Huawei, he began to work for? Grow too fast and earn too much? Feel anxious. In 20 14, Huawei's sales revenue increased by 20% year-on-year, reaching $46 billion, and its profit reached $5.4 billion. Know the roots? Winter theory? Ren insisted on letting go? Extra money? Spend it in forward-looking areas. In 20 14, Huawei sold 75 million smartphones, second only to Apple and Samsung, and established 46% of the global 4G network. Ren conservatively throws out the goal of 20 15: should the sales income be more than 56 billion US dollars? .

When asked about Huawei? The secret of success? Ren's answer is: Huawei has no secrets, and anyone can learn. Ren said that Huawei has no background, no dependence and no resources. Only by working hard can it get a chance. Ren said that Huawei is just a grass. In the process of turning yourself into a small sapling, you also need to learn all kinds of management things from the west.

Huawei's corporate culture symbol

On the basis of keeping the original logo vigorous and enterprising, Huawei's new corporate logo is more focused, innovative, steady and harmonious, which fully embodies Huawei's spirit of continuous enterprising, supports customers to realize network transformation through continuous innovation and continuously introduces competitive services; Huawei will be more international, professional and customer-centered, and work with our customers and partners to create a harmonious business environment and achieve steady growth.

basic law

The basic law of Huawei lasted for two years and was finally completed in March 1998. The full text consists of ***6 chapters, 103 articles and16,000 words, including Huawei's core values and general management policy, which stipulates Huawei's basic organizational objectives and management principles and is the origin of all systems. The first chapter expounds the purpose of the enterprise, and the other parts are some specific guiding principles of system design, such as basic management policy, organization policy, human resources policy, control policy and so on.

Core idea

First, focus: the new logo focuses more on the underlying core, reflecting Huawei's core concept of persisting in customer demand-oriented and continuously creating long-term value for customers;

Second, innovation: the new logo is agile and has a sense of the times, indicating that Huawei will take a proactive attitude, constantly innovate around customer needs, provide customers with competitive products and solutions, and * * * face future opportunities and challenges;

Third, stability: the new logo is full and generous, expressing that Huawei will develop more steadily, internationally and professionally;

Harmony: The new logo is more harmonious by adding light and shadow elements while maintaining overall symmetry, indicating that Huawei will adhere to open cooperation, build a harmonious business environment and achieve healthy growth.

Enterprise values

In the previous media publicity, the outside world always thought that Huawei's corporate culture was a lot of management concepts of the president, such as? Mao Zedong Thought? 、? Wolf culture? 、? Militarized management? A series of new enterprise management cultures, such as? Huawei Basic Law? Medium. In fact, in the development period of global operation, Huawei's real corporate culture lies in its core values. Customer-centered and struggler-oriented? Corporate culture. And the formation of its mainstream culture, there are many long-term tributary cultures, which are quite interesting and easy to remember, so it is easy to inherit. Details are as follows:

1. Achieving customers: Serving customers is the only reason for Huawei's existence, and customer demand is the driving force for Huawei's development.

Second, efforts: Huawei has no scarce resources to rely on, and only efforts can win the respect and trust of customers. Adhere to the struggler-oriented, so that strugglers can get reasonable returns.

3. Self-criticism: Only by insisting on self-criticism, can we listen, discard the useless and continue to surpass, and it is easier to respect and cooperate with others, and realize the common development of customers, companies, teams and individuals.

4. Openness and enterprising: be proactive, be brave in pioneering, and persist in opening up and innovation.

Verb (abbreviation of verb) is sincere and trustworthy: Integrity is Huawei's most important intangible asset, and Huawei insists on winning customers with integrity.

6. Teamwork: raise a glass to celebrate if you win, and save yourself if you lose.

Vision mission

Vision: Enriching people's communication and life.

Mission: Pay attention to the challenges and pressures concerned by customers, provide competitive communication solutions and services, and continuously create maximum value for customers.

Third, the strategy: customer-centric.

Serving customers is the only reason for Huawei to exist; Customer demand is the driving force for Huawei's development;

Good quality, good service, low operating cost, giving priority to meeting customer needs and enhancing customer competitiveness and profitability;

Continuously manage changes, realize efficient process operation and ensure end-to-end quality delivery;

Develop together with friends, competitors and partners, create a good living space and enjoy the benefits brought by the value chain.

quality policy

Huawei's quality policy:

Always remember that quality is the cornerstone of Huawei's survival and the reason why customers choose Huawei;

We accurately transfer the customer's requirements and expectations to Huawei's entire value chain, and the construction quality remains unchanged;

We respect the rules and procedures and do things right at once; We give full play to the potential of global employees and make continuous improvement;

We work with customers to balance opportunities and risks, quickly respond to customer needs and achieve sustainable development;

Huawei promises to provide customers with high-quality products, services and solutions, and constantly let customers experience that we are committed to creating value for every customer.

publish

Business Success is a magazine about business success. Listen to global operators share their unique operational practices and successful experiences, and industry experts interpret hot topics and share win-win success stories of Huawei's cooperation with customers.

Huawei Technologies is a magazine focusing on technology and customized solutions. Pay attention to industry trends, solve hot topics, share successful cases, and grasp technical trends.

ICT New Horizon is the core technical journal of Huawei Enterprise BG, focusing on the current popular ICT technologies such as cloud computing, big data, Internet of Things and mobile Internet, and is distributed to mid-to high-end customers, channel partners and industry experts in the global enterprise market.

Huawei People's Daily This is a newspaper that embodies Huawei's core values and humanistic spirit. In this world, technology will change, management will improve, resources will be exhausted, and only culture will flourish.

social responsibility

Global corporate citizenship

As a global corporate citizen, Huawei regards the development of local communities as an important social responsibility. Huawei fully combines the advantages and experience of ICT technology to carry out public welfare activities with the government, customers and non-profit organizations, including supporting ICT innovation and start-ups, supporting community environmental protection activities, cultural and sports activities and traditional activities, supporting personnel training and education, providing support for non-profit organizations and caring for vulnerable groups.

In the Philippines, provide assistance to start-ups participating in science and technology competitions; In South Africa, support local public welfare organizations and donate smartphones to girls in rural areas; In Myanmar, donating communication equipment to local universities; In Mauritius, sponsor the local traditional Lantern Festival and promote traditional culture; In Nepal and Zimbabwe, donate tuition and materials to orphans; In Zambia, Mauritania, Mauritius, Comoros, Madagascar and other African countries, computers and supporting desks and chairs were donated to schools in remote areas, and mobile phones and tablets were donated to disadvantaged women groups and young students; In Bangladesh, Vietnam, Cameroon, Botswana, Saudi Arabia, Belarus and other countries, sponsor ICT knowledge competitions, provide scholarships for local schools, and promote ICT knowledge transfer. In addition, Huawei continues to implement it? Future seeds? The flagship project promotes global knowledge transfer, helps local people cultivate talents and improves people's ability to realize a digital society.

So far? Future seeds? The project has covered 67 countries on five continents and cooperated with more than 65,438+050 universities. * * * About 15000 students benefited from it, and more than 1700 outstanding college students visited and studied in Huawei's China headquarters. Outstanding representatives of them have invested in the ICT industry and contributed to its development.

In 20 15, Huawei continued to deepen the construction of a global recycling system, recycling discarded products such as mobile phones and tablet computers, extending producer responsibility, reducing environmental pollution caused by e-waste and improving resource utilization efficiency. By the end of 20 15, the global recycling sites had covered 26 countries and regions, with a total of 444. In 20 15, 165 recycling stations were added in China and 102 recycling stations were added overseas, covering 14 countries and regions.

From 2065438 to March 2005, Huawei held a seminar in London to eliminate the digital divide, which systematically expounded the challenges brought by the digital divide and the corresponding solutions. The seminar attracted more than 50 experts from 10 countries and regions, including telecom enterprises, government agencies, United Nations agencies and non-governmental organizations.

2065438+In June 2005, Huawei and CSR Europe jointly held the Corporate Social Responsibility Conference. The Future of Sustainable Supply Chain: From Compliance to Innovation? Conference with the theme of sustainable development. More than 150 people from customers, governments, industry organizations and other stakeholders attended the meeting.

Related content source: Huawei Sustainable Development Report 20 15.

anti-corruption

Huawei requires all employees to study and sign the Code of Business Conduct for Huawei Employees every year and pass the online exam. In addition, Huawei also incorporated strict business ethics requirements into supplier contracts, requiring suppliers to learn and sign anti-bribery integrity agreements.

Although all cadres were required to swear to put an end to corruption in 2005, and the swearing-in meeting of the self-discipline declaration of the board of directors was held at the beginning of October13, Huawei, the largest electronic enterprise in China, still encountered a thorny anti-corruption problem. Following the publication of the anti-corruption letter from Yu Chengdong, CEO of Huawei BG (Business Group) and chairman of the terminal company in July, 20 13, the anti-corruption meeting of Huawei's business was held for the first time in early September, which highlighted Huawei's difficulties in the rapid development and standardized management of emerging businesses.

2065438+September 2004, Huawei held the first anti-corruption conference for business dealers, announced the recent anti-corruption situation, and discussed the construction of anti-corruption system with dealers. As of August 16, it has been verified that 1 16 employees are suspected of corruption, involving 69 dealers. Among them, Huawei employees confessed 83 people internally and voluntarily declared 29 people, 4 of whom were handed over to judicial organs.

& gt& gt& gt More exciting next page? Ren Zheng Fei's entrepreneurial story when he founded Huawei?