After reading Customer-Centered 1 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.
After watching customer-centric 2. After reading the book Customer-Centered, I was deeply impressed by Huawei's value proposition of "Customer-Centered" for 30 years, and at the same time, I was deeply impressed by Huawei's practice 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, the "Jiu San" brand was ranked158th in the brand list with a brand value of 317.98 million yuan, and became the 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.
After reading customer-centric, 3. By reading Customer-Centered, I learned more about Huawei and the real reason why Huawei went 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.
Reflections on "customer-centered" 4 Now many enterprises are studying Huawei's corporate philosophy and exploring how Huawei stands out among domestic electronic products. What we need to do is not only to learn from it, but also to reflect and improve. By reading Customer-Centered, we can learn the management ideas of excellent enterprises and be deeply inspired.
When you open the title page of this book, the first thing you see is the inscription of Ren. If a company is really strong, it should dare to criticize itself. If it is a tottering company, it can't expose its ugliness at all. If we want to stand up in the world, we must dare to accept our ugliness. As the saying goes, "those who are afraid survive", and companies that maintain a sense of crisis can survive.
"We should be as broad-minded as the sea and embrace all outstanding talents to work together. Find the support, understanding and help of all the scientists in the world who are in the same direction as us, find the direction and strength of progress from them, and tolerate crooked melons and cracked dates. A cup of coffee absorbs cosmic energy. " Nowadays, the market is changing rapidly, so we must establish the crisis consciousness of the enemy, find the crisis in time, and try our best to resolve it with a sense of urgency that hangs by a thread; Learn to improve yourself in the crisis and show your charm and value.
Open the catalog and see a very eye-catching title. Serving customers is the only reason why Huawei exists. In fact, serving customers is not only the reason why Huawei exists, but also the reason why all enterprises exist. Similarly, serving customers is also the mission of our company.
We always keep in mind the corporate mission of "providing healthy food for the society", and do not forget your innovative spirit, firm belief and hard work. Focusing on customer demand, production serves marketing, quickly adapts to market changes, and quickly meets consumer demand.
Nowadays, people are pursuing high-quality life, and product quality is the foundation for enterprises to settle down. It is their responsibility to provide customers with healthy food, improve service quality, create high-quality products and realize enterprise development on the premise of growing together with customers.
Thinking about Customer Centering 5 "Customer Centering" is a business management book. It's about Huawei's long-term hard struggle since its establishment more than 20 years ago, insisting on taking customers as the center, focusing on the core, and not being tempted by other interests, and finally entering the ranks of leading enterprises in the world information and communication technology industry. This book is divided into three articles. The first one is customer-centric. This is the main line running through Huawei's business management. On the basis of putting forward the proposition that "customer service is the only reason for Huawei's existence", this paper expounds Huawei's value proposition, quality management strategy, business model of "deep scouring the beach and low weir" and the concept of measuring all work with customer satisfaction as the criterion. The second article, growth. Focusing on the theme of long-term effective growth, this paper systematically expounds Huawei's management strategy and policy. Chapter three, efficiency. Focusing on the proposition that future competition is management competition, this paper expounds Huawei's policies and principles in organizational design and operation, continuous improvement of end-to-end processes, and construction of digital enterprises, and probes into the guiding principles of Huawei's management reform.
Huawei takes customers as the center, strugglers as the guide, and long-term hard struggle as the main value form. After years of persistence, Huawei finally let the values guide the development of the enterprise and connect everything on the basis. Originally, I thought that all listed companies' cognition of customers in value management was clear, non-slogan and easy to implement. After reading this book, it suddenly became clear: most enterprises with the slogan of customer service and customer-centered are far away from customers, paying no attention to customer demands at all, and finally leaving the market and being abandoned by customers.
This reminds me of Inspur's pscloud software, which contains the PS Cloud CRM solution, which is committed to customer-centered, creating personalized services, providing fast office methods for small and medium-sized enterprises, and greatly improving the marketing efficiency of enterprises.
As an enterprise, we should always adhere to the development concept of "customer-centered". Only in this way can we not be abandoned by consumers.
After reading Customer-Centered, I was lucky enough to read Customer-Centered. In more than a month, I savored it carefully and slowly recalled it, feeling that I had a certain understanding and insight into Huawei culture. So I wrote a few essays and accumulated my thoughts.
In just a few years, Huawei has risen rapidly, and this amazing speed has amazed everyone. What is the secret of Huawei's success? Most people summarize it as "high salary, high pressure and high efficiency". Indeed, this cultural feature is determined by Huawei's industry characteristics and its own resources, but it is also too general. Huawei relies on the core values of "achieving customers, hard work, self-criticism, openness and enterprising, sincerity and trustworthiness, and teamwork", which are the essence of Huawei culture and the elements of success.
Customer-centric, Ren once explained, "Huawei advocates the core values of' customer-centric' because only customers are feeding back Huawei and providing Huawei with a foundation for development. No other third party (including the government) can provide funds for Huawei's survival and development. Therefore, only by serving customers well and letting customers willingly give us the money in their pockets can Huawei have a foundation for development.
Customers are the only source of enterprise income, just as water gives fish an environment to live in, and fish can't live without water. For enterprises, customers are the only reason for their existence.
1. Achieving customers means achieving yourself.
Huawei believes that customer service is the only reason for survival, and customer demand is the driving force for Huawei's development. It insists on taking customers as the center, responds to customers' needs quickly, and continuously creates long-term value for customers, thus achieving customers. Providing effective service to customers is the work direction and value evaluation scale of Huawei employees. While achieving customers, it also created its own value.
Only hard work can win the respect and trust of customers.
Knowing that there are no scarce resources to rely on, Huawei embodies its own struggle in any small activity that creates value for customers, and it also embodies its own efforts to fully and effectively improve itself in the preparation process of labor, and insists on taking strugglers as the foundation, so that strugglers can get reasonable returns. As Ren said: customer-oriented, struggler-oriented, and long-term persistent efforts are the foundation of our victory.
3. Be good at summing up, self-criticism, continuous improvement and progress.
The purpose of self-criticism advocated by Huawei is not self-denial, but listening, sublating and constantly surpassing, so that it is easier to respect and cooperate with others and realize the common development of customers, companies, teams and individuals. Self-critical ability is essentially a manifestation of one's self-leadership, self-management of intellectual strength, self-restraint and internal control. Self-criticism, ideology, morality and leadership constitute the three elements of an excellent Huawei employee.
4. Customer-oriented, constantly innovating around customer needs.
Focus on the challenges and pressures that customers pay attention to, provide competitive communication solutions and services, and strive to transform advanced technologies, products, solutions and management into commercial value for the mission of creating maximum value for customers and taking customers as the strategic goal. Huawei regards human resources as the most valuable asset. While employees strive to create this value, they provide sufficient development space and sufficient returns for outstanding employees.
5. Win customers with integrity.
Huawei promises to be honest with customers, society, government, stakeholders and employees. Every leader is required to be an advocate and model of Huawei's integrity culture construction, and every employee is required to be the inheritor and practitioner of integrity culture. This kind of values and practice has laid a solid foundation for the rapid development of enterprises.
6. Raise a glass to celebrate if you win, and save yourself if you lose.
With the vision of enriching people's communication and life, and the goal of serving customers as the only reason for Huawei's existence, we vigorously advocate the wolf culture of courage and unity, and strive to make teamwork not only a cross-cultural teamwork spirit, but also a powerful guarantee for breaking departmental walls and improving process efficiency.
In short, the communication industry is a portrayal of the survival of the fittest. What I understand in this book is to define the reason why companies exist and what is the significance of first-class companies going to war. The personal summary is like this. The reason why the company exists is to serve customers, and the meaning of work is to provide customers with quality services, satisfy customers and achieve a win-win situation. * * * The premise of winning is that customers are profitable, and the company will have a long-term profit base.
Only by serving customers can enterprises grow. In the process of enterprise development, the pursuit is long-term interests. I have heard of many short-lived companies, all of which have similarities: quick success and instant benefit, blind expansion, and following the trend in areas or industries that they are not good at. It may be an opportunity or an abyss.
When the enterprise gains a firm foothold, Huawei defines the development of products as customer-oriented. It is necessary to deeply understand the real needs of customers, so that the products made in this way can only be paid by customers and solve problems for customers. Always maintain a United innovation force, whether from the needs of customers or the cost of our own products, we need to evaluate ourselves and observe our competitors at all times to maintain the competitiveness of our products.
To have the spirit of openness and cooperation, building a car behind closed doors will only stand still. We should establish an open, competitive and cooperative business ecological environment.
Thinking about Customer-Centered Huawei enjoys a good reputation in China and internationally. In just over ten years, it has jumped from a little-known small enterprise to the top 500 in the world, and the momentum of progress is no less than before. Huawei's success today can be said to be inseparable from its philosophy, which is customers. Of course, this seems like nonsense, but the customer mentioned here is not just a noun, but the position where Huawei puts customers. This also largely determines its development today.
Customer-Centered was written by Mr. Huang Weiwei, the chief management scientist of Huawei. The full text is divided into three parts. The first part is about taking customers as the center; The second chapter is Huawei's value proposition; Chapter 3: Quality is the life of Huawei. Each of these three articles is an independent individual, but they are interrelated. This book is divided into three parts to tell us the secret of Huawei's success. While sighing and transforming it into the company's vision, we also learned a lot of philosophy of developing an enterprise, which will be useful for life after reading it. But what impressed me most in the book is the first one: customer-centered. In my opinion, this article is the essence of this book. As a financial worker, I am deeply touched by the contents mentioned in this part.
The importance of customers to a company is self-evident, they are equivalent to our parents, and customers create income for us. Therefore, it is no exaggeration to regard customers as gods. Huawei is an enterprise that regards customers as God. The data shows that the customer satisfaction of Huawei brand products is as high as 85%. Think about it, a brand that has won the trust of customers is not successful.
With the continuous improvement of people's living standards in China, customers demand higher and higher service quality when they consume, and customers tend to enjoy a better service environment when they consume. At this time, meeting customers' requirements for service quality is the magic weapon to win. When I do financial work, I always find a rule, that is, the seriousness of everyone's attitude towards customers is often directly proportional to the performance they create, that is, the more serious they are to customers, the greater the gains they get, which is not difficult to understand. Who doesn't want to spend the same money to get better service, or spend more money for good service!
Therefore, everything should be customer-centered, and all our efforts are to satisfy our customers. Only when customers are satisfied can we create value for ourselves. Although I am a staff member of the finance department, there are not many opportunities for direct contact with customers. However, through activities such as contacting oil stations and young volunteers in party member, I can go deep into the grassroots, communicate with grassroots employees and face customers directly. They put forward many reasonable suggestions and demands, which are of great help to our work. Wherever truth goes, it will shine brightly. If we turn the subject of customers into the subject we face, we can apply what we have learned.
Another point is that no matter what position you are in, you should strive to create value for the company. Although I can't use some things, others can use them. Sharing these experiences with others can help you find the greatest value, and at the same time, both sides can benefit from it in the process of communication. This is a win-win situation and a way for people around you to get a great promotion.