After reading the book "Customer-Centered", I was amazed at Huawei's value proposition of "Customer-Centered" for 30 years, and I was deeply impressed by Huawei's implementation of this core value in a large enterprise with as many as180,000 people. It is precisely because Huawei has always adhered to the principle of "customer-centered" for 30 years, put customer needs first, constantly meet customer needs, and constantly expand and develop the market that it can become a giant of global communication enterprises. Many excellent management concepts of Huawei are worth learning and learning from.
Serving customers is the only reason for Huawei's existence and the only foundation for its survival. Adhere to customer-centric, respond to customer needs quickly, and continue to create long-term value for customers and achieve customers. Providing effective service to customers is the work direction and value evaluation scale of Huawei employees. While achieving customers, Huawei has also created its own value. From 1987, Huawei had only six employees with a registered capital of 20,000 yuan, and today, 30 years later, its annual sales exceeded 600 billion yuan, making it a leader in the global information and communication technology industry and creating a miracle in the history of enterprise development in China and even the world.
Huawei regards customer demand as the source of development. When Huawei entered the international market in 2002, it encouraged its employees to "meet the needs of customers so that we can survive". Market demand still needs to be met, and difficulties still need to be overcome. If the employees say that we are young and tender now, we will fight for you when we grow up. This is unacceptable. The market does not believe in tears. Only by fighting can we rush over. "This is how Huawei is guided by the needs of customers. Where there is demand, Huawei will go. After 30 years of unremitting hard struggle and persistent pursuit, Huawei has traveled all over the world, from Europe to Africa, from Asia to America, and from Mount Everest to the seabed. No matter in the face of war, disease or natural disasters, Huawei people have not stopped moving forward. The 8000-meter Mount Everest, the north and south poles at MINUS 40℃ and the barren African land can be seen everywhere.
I think the root of Huawei's success is the corporate culture in China. As Ren said, "The material resources that human beings have are limited. One day, oil, coal, forests and iron ore will be mined. Only knowledge will increase, and only culture can flourish. " With 30 years of hard work and consistent practice of corporate culture, Huawei people have finally achieved today's glory.
The same is true of our enterprise Jiu San Group. In the past 33 years, we have always adhered to the core values of "honesty, responsibility, dedication and loyalty", with the corporate mission of "providing healthy food for the society and making every Jiusan person have a sense of accomplishment, belonging and happiness", and adhering to the ultimate pursuit of product quality, ingenuity and conscience, so that the "Jiusan" brand has gradually become the representative of healthy edible oil in the eyes of consumers. The scale of the enterprise has also developed from a small factory with 65,438+60,000 tons in 0985 to an enterprise group with an annual processing capacity of soybean120,000 tons. In 20 18, "Jiu San" brand ranked158th in the brand list with its excellent quality and excellent market reputation, with a brand value of 317.98 million yuan, and became a representative brand of edible oil in China.
"Call of duty, lead the future with initial heart." I firmly believe that enterprises such as Huawei and Jiusan, which are responsible, responsible, Do not forget your initiative mind and adhere to their ideals and beliefs, will certainly achieve long-term sustainable development in the process of growing together with customers.
In the current fierce market competition, Huawei can become a leader among many domestic brands, and its business philosophy and management ideas are worth learning from every enterprise. After reading "Customer-Centered", Huawei's "Customer-Centered" corporate culture deeply shocked me and made me feel something based on my own post.
Every company has its own unique development process. To learn from the success of an enterprise, we can neither blindly imitate nor mechanically apply the development business model to our own enterprise. On the contrary, we should learn from its corporate values and soul. The preface of this book directly expresses Huawei's corporate core values, and its essence is about how to become and be an industry leader. Since its establishment 30 years ago, Huawei has persisted in taking customers as the center, focusing on the core and not being tempted by other interests; Adhering to the principle of "drilling a hole with strength and drilling a hole with profit", after long-term efforts, we finally entered the ranks of leading enterprises in the world information and communication technology industry.
What impressed me deeply was the words of Huawei Chairman Ren, "From the fundamental point of view of enterprise survival, enterprises must have profits, and profits can only come from customers. Huawei's survival itself is supported by meeting customer needs, providing products and services that customers need, and obtaining reasonable returns; Employees should be paid, shareholders should be rewarded, and only customers give Huawei money. If we don't serve our customers, who can we serve? Customers are the only reason for our survival. "
Looking back on the corporate culture of Jiusan Group, the corporate mission of "providing healthy products for the society and making every Jiusan person have a sense of accomplishment, belonging and happiness" is also a customer-centered cultural concept. People eat Jiu San oil, and they are our customers. Only by getting the approval of customers can we prove that our 93 product is the best, and we can have a sense of accomplishment, belonging and happiness. Therefore, customer demand is the source of enterprise development, and expanding the market is also to meet the needs of more customers. "Serving customers is the only reason for the existence of the company", which is not only the only reason for the existence of Huawei, but also the only reason for the existence of Jiu San Group and all developing enterprises.
Between the lines of the book, it is revealed that Huawei has always maintained a "sense of crisis", which comes from Huawei's growth experience. The competition in the mobile phone communication industry is cruel. Huawei has been squeezed by powerful rivals since its establishment, and it will collapse overnight if it is not careful. Huawei has maintained a sense of crisis for a long time, worked hard for a long time, won without arrogance and lost with grace, and fully recognized the situation of the industry before standing at the top of the industry. This is also worth learning from our enterprise. The top companies in the world's top 500 companies are always vigilant, let alone us. Every employee should have a sense of crisis and urgency.
As a 93-year-old, I will always keep the attitude of a struggler, keep in mind the "three spirits" and "those who are afraid survive", persist in the determination and confidence of development, and do my job well.
Huawei's Customer-Centered Reading Mode Essay 3 By reading the book Customer-Centered, I know more about Huawei and the real reason why Huawei has gone from obscurity to blockbuster. This book is a collection of important speeches and management ideas, many of which reflect Huawei's foresight.
The vast majority of enterprises with the slogan of serving customers and taking customers as the center are far away from customers, paying no attention to customer demands at all, and finally staying away from the market and being abandoned by customers. Only with customer as the center, strugglers as the guide and long-term hard struggle as the main values, can values guide the development of enterprises and connect everything on the basis.
Our existence value is to serve customers! However, all enterprises that understand customer value attach great importance to customers' needs, opinions and suggestions, and there are also unconventional ways to show this attention from various forms such as services and products. In this book, Ren said that an idea is very important and deserves to be considered by every responsible person. He said: customers are the only people who give us money, and we should serve them well. The appointment of a very simple business relationship profoundly expounds the importance of customers to enterprises.
The long-term strategic essence of an enterprise revolves around how to become an industry leader and how to become an industry leader. Customer-centric is the main line running through Huawei's business management. Who is the best for us in this world? They are customers, and only they can give us money to live. To exaggerate, they are our parents. We should serve our customers well, pay attention to the interests of our partners, downstream traders and feed enterprises, and achieve a win-win situation.
In the final analysis, the sustainable development of enterprises is to meet the needs of customers, and serving customers should run through all aspects of the company's production and operation management. Creating customer value is the center of all our work. Only by striving to meet the needs of customers and sincerely touching customers can we bring about the long-term development of enterprises.