From 65438 to 0987, Ren and five partners jointly invested 20,000 yuan to establish Huawei. During this period, Huawei mainly adopted the following strategies in product development strategy, first acting as an agent for products of Hong Kong companies, and then gradually evolving into a centralized strategy for independent product development.
In the market competition strategy, we adopt the sales strategy of continuously developing and producing a single product and encircling the city from the countryside, and seize the market quickly, expand the market share and expand the company scale through low-cost methods.
2. The second stage of Huawei's development history (1995-2003)
The key points of Huawei at this stage are: in product development strategy, from single centralization to horizontal integration; Geographically, from focusing on the domestic market to facing both domestic and international markets, while focusing on the international market; In terms of market expansion, we still follow the development strategy of "rural areas surround cities" and choose to start from developing countries and gradually enter the developed markets with low-cost strategy.
3. The third stage of Huawei's development history (2004-20 12)
At this stage, Huawei adopted the strategy of vertical integration, diversification and internationalization in product development strategy; In the market competition strategy, adopt a win-win strategy with "partners". The company has also transformed from a telecom equipment provider providing comprehensive communication solutions to a telecom equipment service provider providing end-to-end communication solutions and customer or market-driven.
Compared with the organizational structure in the growth period, Huawei's organizational structure has experienced a gradual evolution process, from the initial organizational structure of combining business departments with regional departments to the organizational structure dominated by product lines.
4. The fourth stage of Huawei's development history (20 13 till now and in the next few years)
At this stage, Huawei set up its organizational structure according to three latitudes: customers, products and regions. All organizations jointly create value for customers, and are responsible for the effective growth of the company's financial performance, the improvement of market competitiveness and customer satisfaction.
Products and Solutions is an organization that provides ICT convergence solutions for operators and enterprise/industry customers. It is responsible for product planning, development and delivery, as well as product competitiveness building, creating a better user experience and supporting business success.
The regional organization is the regional operation center of the company, which is responsible for the construction and effective utilization of various resources and capabilities in the region and the landing of the company's strategy in its jurisdiction. While establishing closer ties and partnerships with customers to help customers achieve business success, regional organizations further support the healthy, sustainable and effective growth of the company.
Extended data:
Huawei's corporate values:
On 20 12, Huawei summarized the corporate culture of "customer-centered, struggler-oriented". 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.
Baidu Baike-Huawei Technology Co., Ltd.