Ren's media debut: Crisis outpouring or strategic confidence?

Text/Wang Ruichen information and fragmentation trends, resulting in the life cycle of any topic just like a gust of wind. People did not stop for a moment, and then they came forward. Subsequently, the problems of the past have been repeated. Ren's media debut was met with an embarrassment: first a round of positive pursuit, followed by a questioning of the bombing, then summed up a pile of concepts, toward conspiracy theory. Seemingly ordinary logic, the depth and dimensions of speech are almost the same as in the past few years. For example, a popular view is that no one is coming out to see the media, because Huawei's morale has dispersed, the team is not good to bring. My experience is quite the opposite. Over the years, Ren and Huawei, although the external transmission of a lot of confidence, especially a number of heavy articles, sparking the industry attention, but in my card, there is no more than the content of the confidence and pride passed. I would like to say that this is a strategic and cultural self-confidence, it also contains the personal ideals of Ren. In my opinion, Ren is not strategic and cultural self-confidence, it comes from: 1, Huawei Industry status, business model, 2, Ren and Huawei's business philosophy, values and cultural self-confidence. Let me say the first part. Maybe you think I'm overflowing with beauty. For example, this time, Ren was obviously talking about the crisis, said that the company was very proud of the previous period of time, thinking that the industry leader, but after the sand table deduction found that the world's major opportunities, the future of Huawei may account for less than 10%, suddenly no sense of superiority. He's really proud. Note: This is not a crisis, but a hypothesis, assuming the direction of the future. The voiceover is: Huawei has the ability to advance industry changes. Not bragging. Continue to appreciate the next sentence: Why can we be the industry leader? Is that we took the lead in proposing the concept of plumbing, which is also an assumption that we couldn't generalize the word big data at that time. It's a couple of years earlier than someone else knows about plumbing. The pipeline has been flooded. It has become the operator's nightmare. Ott mode over their top. Huawei also unavoidably, its business is divided into three, of which operator network business revenue accounted for 70%. With such a large proportion, the OTT model will make it uncomfortable in the future. But to say OTT come, don't do this piece, very absurd. The pipeline crisis is not in the market size, but in the business model. Huawei operators ' online business continues to grow, benefiting from IoE, and the Chinese market is even more visible. Ren was actually very proud of himself. He said that the business as an information interconnection pipeline of the metal business, at present, the world can do this tin is only two or three, Huawei is in a dominant position, do not always envy others. I realized that he was in the heather. I agree with his opinion. A business model is OTT, unable to continue profiteering, but tends to lead to huge consolidation opportunities, giving the latter the ability to sustain original innovation, which can have a greater leverage effect than the early leaders. I think this is Huawei's strategic position. Ericsson, Cisco's pipeline crisis is actually deeper. They are also a double pressure than Huawei: First, the listed companies to pursue short-term benefits, meager business will be the so-called investors as negative assets, and the second is China to IoE impact. Huawei is in fact welcoming many growth opportunities. Basic service facilities are essential at all times.Huawei's business is already a global dick, and there is no reason to weaken its edge. Ott is beautiful, you still have to graft in the tin business. Ren says it is a metal business, but it is a blunt strategic confidence. I'm not denying that Huawei has a plumbing crisis, and that the Shishou operator's network business can be a permanent one, but that first you have to see its strategic position and then consider excusing the new business model. Ren had already realized. 2011, the Enterprise business, consumer business independence, and then put forward cloud, tube, end development model, are his meaning. This is also the crisis response of Huawei after the 2008 financial crisis. This response is easily misunderstood. When Huawei's handsets were sold, the outside world thought it would become an apple. Last year, Huawei's consumer business revenue of 57 billion, but also deepened the impression. In my opinion, it is hardly the core force that drives Huawei's growth. This is related to Huawei strategic positioning, cloud tube end, is indispensable, can create huge revenue, increase consumer contact, enlarge the brand influence, strengthen the entrance layout, but it but Huawei technology and Service Integration Output window, short-term can only bring the scale effect, the lack of profit contribution. Ren is not a man of scale, and he cares about Huawei's technological foundation and healthy physique. The core force that drives Huawei's growth, I think, is the current one-inch business. 2013, its revenue is 15.2 billion, accounting for less than 8%. However, after the site visit last week, I felt a core technology, accelerated infiltration of government and key industries, close to the people's livelihood of Huawei, in the future, it will be more like IBM, GE, Siemens-style enterprises, will not be apple. The business is a signal of Ren's transformation of Huawei and a new basis for his strategic self-confidence. A few years ago, he sensed that the convergence of communication and it technology would affect Huawei's survival and resolve to transform itself. If the "Huawei Winter" focused on the management of the road, this time from the strategic height of the definition of the company's destiny. ' Huawei may not be more than 10% in key market areas in the future, ' said Ren. ' There is a crisis, and I think the risk is that business needs to grow. ' Look at the data and you'll see. Research data show that in the next few years, global business scale will reach 1.4 trillion U.S. dollars, consumer business only 270 billion U.S. dollars, operator network business only 150 billion dollars. No wonder the BG CEO of Huawei Business, Xu, said that when he first entered the market, it was like walking into the African savannah, excited and full of prey. The 2013 annual report, Huawei business accounted for even though small, but for three consecutive years, the year-on-year increase of nearly 40%, fly like growth. In my view, this is the key to Huawei's focus on the core business, the solution to the pipeline crisis. To understand that the carrier network business is a total package concept, do not grasp the market segments, but this time, Huawei began to define the market based on demand, more proactive, large data, cloud computing, the concept of things networking, to its technology, products and services to bring many integration opportunities. If you look at a set of data, you will understand that Huawei's business is uniqueState。 As of the end of 2013, Huawei China patents amounted to 44168, international PCT patent 14555, peripheral patents 18791, the reserve inferior international giants. Keep the patent does not transform, can waste oh. You may not know that up to now, Huawei servers, routers, data centers, video conferencing systems in the global market has been a lot of gains, all kinds of industry solutions, reserves have been very deep, many key products leading Ericsson and Cisco. Oh, a few days ago, the wave of information because of a department suggested that banks do not use IBM server, the stock price immediately trading. In fact, Huawei Server is the domestic boss. Business has prompted Huawei to focus on regional markets with large corporate clusters. China, of course, has the brunt. The same is true of East Asia and Europe. Think carefully about why Ren met the local media at this time, except for the open drive, because Huawei must focus further on China, which has the world's largest corporate group. Again, I say this is not to dishonor Huawei Terminal. Cloud, tube, end mode, it is indispensable, but in the entire Huawei system, more like the value-added part. Remember the original Cool 6 founder Shanyou wrote in an article asserting that Huawei would die. He talked only about Huawei's mobile phone and seemed to be out of touch with Huawei's core business. But he reminded Huawei not to think it was the future of the company. I firmly believe that Ren's strategic self-confidence, or, indeed, the key force driving Huawei towards the next round of competition lies in the business of the Pipeline Foundation. Let me say the second part. That is Ren and Huawei's business philosophy, cultural self-confidence. Speaking of ideas, culture, values, the outside world always feel the void. But, in China's business environment, which is full of opportunism, it can be said that it determines the future of an enterprise. The explanation for this part of the first show of Ren's media is significantly higher than the business. He talked about Huawei's IPO, successor, human and organizational management, all of which have touched on the outside world's doubts about him. Personally, this is the first time that Ren has focused on the values and business ideas of the Chinese media, with a clear intention to reverse the Western business philosophy, especially the Western business philosophy of serving the interests of investors. The service for investors is almost at the mouth of most listed company managers. In my opinion, it's absurd. An enterprise must first solve the real business problems in order to achieve the purpose of making money. The flood of services for investors is a way of putting the cart before the horse, but it is a derivative of IPO creation. Many people simply do not want to face the simple question: Why does Huawei, which has a stable profit and the same use of external institutions to keep up with corporate governance, is going public? There are many famous enterprises that are not listed in the world, and the Ikea that you often go to visit is not listed. Look at the listed ones, especially the China stock, which has been privatized for over 3 years. The reason they give is that the U.S. stock market does not reflect the company's fundamentals, hehe. I think this is a sounding expression, and the logic behind it is this: you hit the clock with fit, vomiting blood, and then votedThe idea of the People's service is about the position, the independence of the operation is tested, do not return the city, then you wait for the organization to toss you. The muddy waters are waiting for you. Another example can illustrate the corporate crisis after the IPO. Chay Bernstein, a professor at Stanford University, tracked nearly 2000 listed technology companies, giving a figure that the ability to innovate will fall by 40% after the company's IPO. Is it not enough to be thought-provoking? Not denying the value of IPOs, of course. Ren understood the fatal point of the problem. Without an IPO, Huawei employees can easily be dug up by Tencent or companies that will be IPOs. But he believes that although the IPO can create a large number of employees, but may make people more and more lazy, losing the essence of the struggle. I think his expression is a statement of position. The plight of Ren is not the Huawei IPO, but the overflow of the environment, how to stimulate the hedge through multiple incentives to transfer staff wealth impulses, to achieve their life value to break the ceiling. This requires Huawei to clarify its own strategy, and to express the confidence of sustainable operation, otherwise, tens of thousands of of the brothers, how will continue to work for the power? Only by money temptation to fight chicken blood, can only support for a while, can not support one. I think this is the value of the first show of Ren's media. This is the gateway to Huawei's strategic transition, when it changes the direct marketing model, began to use partners to expand the enterprise market, consumer market, when the rich effect of the moment, Ren must stand up and let the outside world to see a strategic and confident Huawei. It may be a little thin to see the words of Ren alone. If you combine the information conveyed by Liu, Ma Yun and others over the past year, I think this is a collective oath of Chinese national entrepreneurs. Although Ali by foreign capital infiltration, but Ma Yun are not compromised, adhere to the position of the partner system, customer first, employees second, shareholders third, so that the world does not have to do business to write a prospectus, I think it is in the expression of a position, only the sense of responsibility for the enterprise perfusion, and not be called for the concept of investor service, It has a real future. Liu's emphasis on the spirit of ownership, engine culture, and this similar. Ren has no direct slogan, but he has some kind of complex, can be observed in some of his keywords: Guizhou poor mountainous areas, teachers and families, 7 siblings, eldest son, university, construction, Infrastructure Engineering Corps ... Let me afterwards Zhuge sum up, the analysis serves as the perceptual part of the positive and non thought: This is a pain, perseverance, a sense of crisis, believe that knowledge to change the fate of the people; This is a person with the eldest son complex, has a strong sense of family, society, State responsibility; This is a person advocating structure, engineering, mechanics, Understand that Rome will not be built in a day, this is a changeable of the phenomenon of the temptation of the people, often reflected in a strong sense of responsibility and control. I have contacted a number of Taiwanese executives who have referred to mainland companies as the first choice for them in awe of Ren. MediaTek executives told me that the founder Tsai a special organization at the decision-making level to learn every article of Ren. Mr Gou was a former specialist in HuaweiThe number of calls to the local Taiwan for its products and services immediately open, and his evaluation of millet formed an interesting contrast. I feel that Chinese entrepreneurs collectively preach values and promote business ideas and corporate culture, which I think are depend. One of the world's second largest economies is at a time when global corporate governance benchmarks are emerging. In the 80 's, the Japanese enterprise management led the trend, the 90 's, Taiwan enterprises have also been seen as a benchmark, in the new century, Korean enterprises, especially Samsung is regarded as the benchmark, in a fusion era, the Chinese market has no reason to lead the global business and entrepreneurship thinking? Those unfamiliar with Huawei's current business status, the ICT industry, ignoring China's existing position in the global economic landscape, obsessing over successors, IPOs, and other corners of the stakes, are unable to see a key window of Huawei's. Ren's strategy of strategic self-confidence, in fact, is the confidence of China's entrepreneurial community, but the public, the media are not adapted. Their euphemism for a terminally ill Western business idea, in an age of alienation and unease, has made me aware of the huge opportunities for Chinese companies and Chinese industries.