Huawei's revelation: pursuing cost advantage with innovation

The cost advantage is the result, and innovation is the best way to get here. Zhang Peng |　　When people focused on Huawei's takeover of the US 3leaf company, once again frustrated by the US market for non-commercial reasons, many did not know that it was almost the last line of defense for its rivals, and that it was almost the only last resort to keep Huawei from growing. Huawei's past strategy of keeping a low profile in the country has made many people not really noticing the real rise of the private telecoms company. Indeed, Huawei has been one of the most high-profile companies in the just-concluded 2011-Year Barcelona communications show.　　It has built the largest business negotiation area of the show-a full occupy of a pavilion, and from start to finish, thousands of customers are said to have converged from around the world. Now Europe has become a new base for Huawei.　　During my chat with a British Industry media editor during the show, he even said that Huawei was "unstoppable" in the European telecoms market. In the 2010, Huawei did make great progress in the European market, whether in the fixed network, broadband, mobile, almost all of the value layer and business block to achieve a comprehensive breakthrough, most of the field has become one of the three major suppliers.　　This 10 years ago in Europe groping the door, send equipment no one dares to enterprise, why can there be today? From a process perspective, Huawei's grasp of a range of key nodes is key to winning the European market. From mobile terminals to network equipment, from broadband to IP network transformation, Huawei has not fallen. And in the wireless sector, Huawei began in 2008 with 2G, 3G, LTE network to transform the past mobile network, this innovative idea has been widely recognized by operators, so that its last year in Western Europe to get more than 10 net, this is unprecedented in history,　　Even opened the era of European Singleran network change. It seems that Huawei's success in Europe is that it captures every key node in this era of change, but the real core of its success lies in the fact that it has been around customer needs and innovative ways to provide support and to reduce customer costs from an overall TCO perspective.　　The business model of pursuing cost advantage with customers in innovative ways is far more effective than selling low-priced products, and in turn has cut out its own market from the laziness and apathy of the old telecoms equipment giants. For example, the network equipment in the field of Huawei in the Netherlands to achieve a zero breakthrough, is derived from the original base station in order to solve customer demand for the installation of 3G base Station "micro-innovation."　　Even the entire mobile terminal business, which Huawei is seen as the future star, can be seen as a result of the popularity of 3G data services to meet the customers ' European operators. One detail is interesting, Huawei's group marketing department is called the "strategic market" internally, from leading to a lot of members are research and development origins. It is said that this is because the core of the marketing department is not to advertise, but to find, analyze and guide the needs of customers, butThen give the research and development system a signal to meet these needs in as innovative a way as possible. It is the core experience of Huawei to capture the customer's pain point instead of the competitor's pain point, to capture customer value rather than to capture product costs.　　And this is worthy of other hopes to move overseas, hoping to move to a world-class Chinese business thinking. In fact, innovation is not so psycho, and cost advantage is not contradictory. But the cost advantage is the result, and it is the best way to get there by making even subtle but continuous innovations around the customer's needs.