In 1980s, the famous Japanese woman writer Tian Shouhezi wrote a novel A Xin with a length of four volumes, which showed the bumpy and brilliant experience of the heroine A Xin from the age of seven to her eighties. She started from the bottom, endured humiliation, worked silently, faced setbacks with tenacity, exchanged sweat for results, and finally became a successful entrepreneur.
Huawei was founded in a market environment of lack of funds and fierce competition. From the day it was founded, Ren asked everyone in Huawei to face the cruel competitive environment as usual, endure humiliation and burden, work quietly, and every little makes a mickle. He firmly believes that "the bird that can't burn is a phoenix" and Huawei people must become a "phoenix".
1994, Huawei participated in the international communication exhibition held in Beijing for the first time. At that time, few people in the industry knew about Huawei, and even fewer people knew about Huawei products. It was winter at that time, and the night in Beijing was very cold. Huawei's sales staff waited for 8 hours before waiting for the first customer. Before the sales staff introduced themselves, they watched the sales staff of other peers pick up the customer, leaving only the sales staff of that well-known company with a contemptuous smile. Watching customers go away, Huawei's sales staff can only silently chew the bitterness of repeated trial and error in the cold wind at night.
Nelson mandela, a South African legend, once said, "The greatest glory in life lies not in never falling, but in always getting up after falling." He struggled for 50 years to overthrow the racist rule of white people in South Africa. Even though he spent 27 years in prison, he still did not give up fighting for democracy for black people in South Africa, and eventually he became the first president of South Africa from a prisoner, which also created a democratic and unified situation for South Africa.
Huawei people seem to have learned this spirit. In order to enhance the popularity of Huawei products, Huawei's sales and service personnel always carry Huawei's machines, projectors and bags and trudge on remote roads. It is this spirit of humiliation and hard work that makes Huawei people practice the skill of "swimming in the sea" in the cruel competition.
1At the end of 998, Cui went to Central Asia alone. At that time, he didn't know that Uzbekistan was only a country with a population of 25 million and a reserve of/kloc-0.2 billion US dollars, which was only equivalent to the annual output value of Huawei. Due to the country's complicated dual-track foreign exchange policy, many transactions cannot be paid in US dollars. As a result, many western manufacturers left the country.
1999, when Cui interviewed a senior telecom expert in a small rented room, he was confronted with a cold shower: "Huawei is untenable in Uzbekistan!"
Cui has an indestructible determination and solemnly declares to the other party: "In less than two years, Huawei will be the first brand, and I will meet you in the luxurious office!" At the beginning of 2000, Huawei just signed a small contract with Tashkent telephone office, and Cui blurted out: "Huawei will replace the transmission and exchange equipment of western friends on the top-level network in the capital and become the main model." At that time, the director and chief engineer of Tashkent telephone bureau were puzzled. They thought, how can Huawei do what western companies can't?
Two years later, I didn't expect Cui's "prediction" to really come true. Huawei's C & ampCO8 handover machine won the bid for the capital center exchange tandem office, replacing Xiyou tandem office for expansion. Then, the GSM experimental bureau presented by Huawei was successfully opened on UZDUNROBITA and was highly praised. Then, it signed a contract to expand sales in the west, and defeated many friends in the west in the same year, and won a big expansion order in the east ... In this way, Huawei created a situation of "monopolizing all projects, with an average contribution of more than 1 USD per citizen and a comprehensive repayment rate of more than 70%" in this country with the most shortage of foreign exchange and the most serious telecom debt. In order to express his disrespect for Huawei, this expert, who has become the technical vice president of an operator, made a special trip to Cui Jian's spacious office to apologize in person.
The eternal hope in our hearts will always make us realize many "impossible" predictions. It is with hope and hard work that Huawei people have made achievements in the international market. 1997, Huawei began to enter the Russian market. In its first business here, Huawei only sold a component worth $38.
Ren described the bitter history of Huawei people in the Russian market in the article "Entering the dividing line between Asia and Europe".
We entered the Russian market under the notorious situation that counterfeit and shoddy goods in China were rampant in Russia and hooligans in China were fighting abroad. You have no idea how hard it takes to wash them. You know how hard they are. I once asked Wang Xiaojing to write about it. Chen Zhili ran all day and didn't eat at eleven o'clock in the evening. He took the instant noodles we brought back from China and ate them so well. Liang kept shouting every day (poor communication, loud voice), sounding like a drake, and he worked alone in Russia for so long. It is this indomitable spirit of struggle that supports them to get up after falling, dry their mud and move on. It was they who bandaged each other's wounds and went into battle in repeated failures.
The hardships of living abroad have not reduced the pace of Huawei people's progress at all. Huawei has written a monument composed of countless unsung heroes. 200 1, Huawei's silent cultivation in Russia finally paid off and its performance soared. Now, Huawei has a firm foothold in Russia. Moreover, Huawei's business covers almost all CIS countries and ranks among the leading equipment suppliers in the local telecommunications industry.
1in March, 1997, the director of Huawei's marketing department secretariat died in a car accident, which made Ren extremely sad. In his eyes, he represents Huawei people who are unknown and selfless. Huawei's success is due to a group of selfless people like Lynn Yang who play the role of "fireflies" and illuminate Huawei's road with their faint light; They are unknown, consuming youth and health, but asking for nothing in return.
Ren Zeng said in a speech at the work briefing of the Spring Festival condolence group and customer service center: "What does Huawei have? Not even limited resources. However, our employees are working hard to create resources ... eight years of hard work, only ourselves and our relatives really know. A hard cry will make people cry like rain, and only Huawei people really understand its connotation. Indeed, Huawei people bear the burden of humiliation and work hard silently. Since they won the first $38 contract, their sales reached nearly $40 billion in 20 13. Only Huawei people know the pain. Yes, no pains, no gains Without Huawei's indomitable perseverance to gradually open up the domestic and international markets, and without Huawei people like Lynn Yang who worked silently and earned results with sweat, how could Huawei have achieved today?
On the banks of the Qingqing River, the soft willow branches are floating in the gentle breeze, and the graceful figure reveals a soft temperament; In the gap between the mountains, the vigorous pines and cypresses stand upright in the cold wind, and the tall and straight waist shows strength. The so-called "combination of rigidity and softness" can make nature so harmonious. In the arena, when the winner gets on the podium, what he needs may no longer be fortitude and strength, but tenderness that can go straight to his heart.
Since its establishment, Huawei has no resources and conditions. The company's product orders need to be won by every employee, and the company's brand needs to be confirmed and consolidated by every employee. Whether Huawei can win customers' recognition and whether Huawei people can win customers' respect is the key to ensure Huawei's survival. However, to grasp the rigidity and flexibility of winning recognition and respect, Huawei people need to "adapt to local conditions, adapt to the times and suit people."
1At the end of 1999, at the invitation of the Minister of Posts and Telecommunications of Tajikistan, Huawei went to talk and organized a technical briefing. In order to break through the high-level relationship in the country's mobile market, Huawei sent Cui Jian and others to overcome difficulties and obstacles, which laid a good foundation for the cooperation between Huawei and Tajikistan's Ministry of Posts and Telecommunications.
After a year, the Ministry of Posts and Telecommunications of Tajikistan really recommended Huawei to cooperate with its mobile operators to build a new GSM network, but it was resolutely opposed by investors from a certain country. The investor also insisted that Huawei people go to their country to negotiate. Although almost no one has been to that country, Cui and his team showed strong sincerity in cooperation. They took almost empty planes twice. During the intermission of negotiations between the two sides, Cui will talk about China's Confucianism and Taoism in the light of the situation, and show China people's understanding of harmony and compromise, so that investors in the country will be moved by Huawei's sincerity in cooperation and impressed by the profoundness of China culture. Finally, Huawei and investors not only signed a GSM contract, but also insisted on full-time dispatch. Huawei's efforts were not in vain. Not long after, BABILON, another mobile operator in Tajikistan, resolutely abandoned foreign friends and actively and resolutely cooperated with Huawei, making Huawei a mainstream equipment supplier in Tajikistan.
Huawei encountered the competitive pressure from Chinese and foreign friends in Uzbekistan. The president of Daewoo Mobile has decided to terminate the cooperation with Huawei several times. However, Huawei people calmly deal with all kinds of unspeakable embarrassment with "forbearance and always laughing". By actively striving for opportunities and creating opportunities, we finally won impeccable respect and trust. After several ups and downs, Huawei has completely established its strategic position as the only GSM equipment supplier in Uzbekistan.
Facing the competition from international friends and businessmen, Ren hoped that Huawei people would learn Rabin's spirit of exchanging land for peace and open the market by the "softest" means.
Rabin is the first political leader who put forward the concept of "land for peace" in Israel for more than 40 years. He changed the controversial means of imposing military sanctions on Arab countries in the past, and promised to peacefully resolve the occupied Arab territories through political negotiations and gradually return them to the Arab countries concerned on the premise that Israel's security was effectively guaranteed. Rabin also promoted the process of mutual recognition between Israel and Palestine, and successively signed the Declaration of Principles on Interim Self-Government Arrangements and the Taba Agreement, allowing the scope of Palestinian self-government to expand from Gaza and Jericho to the West Bank. He also reached a peace treaty with Jordan and formally established diplomatic relations, thus making a breakthrough in the Middle East peace process. In the Syrian-Israeli negotiations, Rabin took a positive attitude and recognized Syria's sovereignty over the Golan Heights.
René Zheng Fei greatly appreciated Rabin's "gentlest" thought of "land for peace". In July 2005, Ren said in the article "Huawei is a friend of rivals, and there is no price war overseas": "Huawei is still weak, and it is not enough to directly compete with international friends. Therefore, we should hide our strength, learn from Rabin and exchange land for peace. We would rather give up some markets and interests, cooperate with friends to become partners, and create a good living space with friends. We have cooperated with friends and businessmen in many fields. After five or six years of hard work, we have been accepted by everyone. Therefore, large international companies are increasingly inclined to be friends with us and constantly strengthen cooperation and negotiation. If international friends think we are enemies, we are in a very difficult position. "
Huawei people faced humiliation with "extreme softness" in Uzbekistan, won trust and respect, and finally won a valuable market. Huawei was able to beat its friends in the Ukrainian market and won the bid to become Huawei's largest overseas GSM project at that time, which fully confirmed Huawei's "supreme" side. In the Ukrainian market, Huawei can be regarded as repeated defeats. After five years' expansion, it finally defeated the largest overseas GSM project of the winning bidder in Shang You in the third quarter of 2009, built the URS GSM whole network and intelligent value-added service platform exclusively in China, and signed the biggest single sales contract this year by combining the sales of fixed-line switches and data communication products.
During Huawei's attack on GSM project in Ukraine, local policy makers had a fierce quarrel with Huawei and put forward many unreasonable demands. Even at the last minute, he threatened Huawei's project team by saying "Turn to friends immediately if the conditions are not met". Huawei people did not bend their knees under such pressure, but tried their best to meet the needs of customers. But when it comes to the principle of cooperation, no matter what pressure the bureau sets, they are unmoved. Seeing that Huawei people were unmoved, the bureau could only give up unreasonable demands and abide by the principle of "equality, long-term mutual benefit and mutual respect", and its top decision-makers signed a contract on their special plane when they left. Similarly, in the process of narrowly defeating the opponent in the CDMA2000 1X project in Belarus and solving the subsequent technical crisis, Huawei was "supreme" and adhered to its principles, winning the high respect of the bureau. Faced with the promise of friend 100% "yes", Huawei was able to win the bid with a 60% "no" answer.
Now, after more than 20 years of business practice, in the process of globalization, Huawei people gradually understand a truth: Huawei can no longer compete for the market impulsively and fearlessly like a group of "hyenas" as before. Huawei people need to combine "softness" and "rigidity" to truly combine rigidity and softness.
"Enterprise is to develop into a group of wolves", which is the first and only systematic exposition of wolf culture in Ren's speech "How long can Huawei's red flag fall" in June 1988. Ren described the wolf like this: "The wolf has three characteristics: one is a keen sense of smell; Second, the indomitable and selfless offensive spirit; The third is group struggle. To expand, enterprises must have these three elements.
A wolf is an animal that can always keep a sense of crisis. When they are eating, whenever someone tries to get close, wolves will launch crazy attacks to protect their interests from threats. The wolf's sense of crisis is evident.
Ren wants to turn Huawei people into wolves. He believes that Huawei is far from meeting the standards of success, but is just growing. Huawei has only slightly improved in the international market and will face more severe external competition.
With the merger of Ericsson and Marconi, Alcatel and Lucent, Nokia and Siemens, the gap between Huawei and the world giants has suddenly widened. At this time, Huawei has just climbed the beach in overseas markets and is at risk of being driven back to the sea. Ren also had to sigh: "We just expected to get some respite, straighten up and pat the dirt on our bodies, but we didn't expect to start a longer trek again."
The law of the jungle, or lead, or perish, once, China telecom manufacturing and dragon, Datang, ZTE, Huawei four carriages neck and neck, representing the highest level of local telecom manufacturing in China; Today, only Huawei can stand out and monopolize the market. Although ZTE has been making unremitting efforts in recent years, it can only follow far behind. All this stems from Huawei's sense of crisis. Ren knows that Huawei needs to maintain a sense of crisis like a wolf if it wants to survive in the cracks. As Nobel Prize in Literature laureate Rudyard Kipling said, "The law of the jungle is as old and real as the sky. Only by believing in this principle can we survive, and if we violate this principle, we will perish. "
When hunting prey, wolves usually don't act alone, but move in groups, so that they can kill animals several times their size. For example, when wolves kill reindeer, they will take the method of chasing more. When reindeer have to turn when they encounter obstacles, other wolves will flank them from both sides. At this time, no matter how fast the reindeer run, it is impossible to escape the "encirclement" of the wolves.
Inspired by "Wolf Warriors", Ren started to implement "pressure tactics" at the early stage of his business. When Huawei first entered the Henan market, it adopted the "wolf pack tactics", which made Huawei's nearly 1,000 salespeople all over the world stop all their work and get together in just a few days. Huawei drove this mighty marketing army and went straight to Henan. At that time, ZTE sales staff who were also competing for the Henan market could only sigh: "Compared with the strength of 1: 100, the outcome is obvious. Today, Huawei people have become a group of wolves with green eyes. They rely on their keen sense of smell and never miss a goal.
1992, the communication equipment in domestic capital cities and big cities was dominated by multinational companies such as Nortel, Lucent and Alcatel. This year, Huawei successfully independently developed switches and equipment, but Huawei did not rashly enter, but skillfully adopted "wolf tactics." At that time, due to the limited number of employees, multinational groups such as Alcatel and Lucent could not pay attention to small counties and other places that seemed to have no business opportunities. Even Ericsson's local network in Heilongjiang has only 3-4 people stationed. However, Huawei saw the business opportunity, and let the "wolves" of the 200-member team stay in Heilongjiang all the year round, never letting go of any local network project.
With this group of "wolves", when there is a target in the market, Huawei can respond faster than its competitors, so that every project is bound to win. At this time, we thought of a description in the book "Smile of the Jackal" written by Aquilis Axe: "There are only two kinds of people: one is a rabbit; One is the jackal. The jackal's smile is the winner's smile. " Huawei people are such smiling jackals.