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.
Customer-centered model essay selection 2 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.
Customer-centered model essay selection 3 By reading the book 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.
Customer-centered model essay selection 4 Huawei is the most successful private enterprise in China, and there is no one. Even in today's scale and scale, the development is still unabated, and the growth rate is still above 40% every year. As a non-Huawei manager, there will always be some gains from studying the deep-seated reasons behind Huawei's success.
Many private enterprises I have contacted are learning from Huawei, and even many state-owned enterprises and foreign-funded enterprises are learning from Huawei without hesitation. The predecessors in the field of management consulting said that Huawei's success has many factors, but the most important turning point is that the management invested heavily in inviting IBM to do IPD projects and a series of subsequent management reform projects; A friend of Huawei said that Huawei's success is actually the success of human resource management; Students who are still working at Huawei said that in the eyes of Huawei insiders, Huawei has too many problems, but everyone never complains about the problems, but actively changes them. Whether they can get rid of them completely or not, this is the way for Huawei to succeed; I once told customers superficially that Huawei's success stems from the correct allocation of funds. ...
In any case, Huawei finally succeeded, and it was successful that Huawei extracted some chapters from historical meeting minutes and printed them into books, which could be sold to Luoyang for expensive paper. Fortunately, my project team got off to a quick start. In July, it bought the book Customer-Centered, which was printed for the first time. It is said that many people want to buy it, but they have to wait until the second or even the nth printing.
From the content point of view, some contents of the two books, Customer-Centered and Struggler-Centered, are repetitive. It is inevitable to think about it. These two books are from the minutes, articles and speeches of President Ren at Huawei. The way to select manuscripts is the same, and so is the form. In addition, customer-centric and striver-oriented are Huawei's core values. It is inevitable to emphasize these two ideas at the same time in the same sentence or the same theme. For example, the main content of customer-centered: Huawei's value proposition, business growth and efficiency improvement are mentioned again and again, strengthened again and again, and refined into management reform measures.
Huawei's "customer-centered" and "struggler-oriented" are simple common sense, but in a large enterprise with as many as180,000 people, it is an amazing thing to put the common sense familiar to the public into practice. It is such a great thing that led to Huawei's great success.
Laozi said in Tao Te Ching: Tao gives birth to one, two, three and everything. The so-called "Tao" is nothing but a basic rule. This basic rule doesn't have to be profound or fancy. The simplest and simplest truth constitutes these basic rules. The so-called "avenue to simplicity" is this truth.
In the practice of human resource management, the so-called "Tao" is also a simple general rule. For example, the adjustment of enterprise strategy or the change of business model will inevitably change the requirements for organizations and people, and human resource management must also change with this change, which is the most fundamental "Tao" of human resource management.
There are many phenomena to support this "Tao". For example, many enterprises are loyal and have made many historical contributions, but in the process of enterprise reform, they have become obstacles to enterprise development. The boss sometimes takes seemingly inhuman decisive measures, but it brings irreparable harm to the organization. The emergence of this phenomenon lies in the fact that the "Tao" of human resource management has become a static "Tao". Neither the elder nor the boss is wrong. What is wrong is that enterprises are facing changes and their requirements for people have changed, but the elders do not respond to this change, the boss does not publicize this change, and human resources management is completely unaware of this change.
Adhering to the "Tao" of static human resource management, that is, many people often say "professional for professional" human resource management. When I was engaged in human resource management in an enterprise, I often told my boss that "professional things should be done by professional people". At that time, "professional for professional" human resource management still had a certain market, at least it would not bring fatal losses to enterprises. But now, the only constant in this world is change, and it is no longer appropriate for human resource management to stick to the static "Tao". It is a typical phenomenon that the human resource management organization of large enterprises changes to three pillars. In addition to the change of organizational form, the change of human resource management thought is the key.
It is generally believed that human resource management, as an auxiliary function, mainly comes from the inside; More specifically, even if the clients of human resource management come from inside, where do they come from? Some people say that human resource management is the cream in a sandwich biscuit, with the boss on one side and the employees on the other; But from a deeper level, where should the core of human resource management be?
Some people will say that as far as employees are concerned, from the external environment, employees are vulnerable groups, and the legal and public opinion environment will move closer to the employee level; From the cultural tendency rooted in the depths of the soul, it is still employees, because the boss is a minority and the employees are the majority; Personally, it is still an employee, because human resource management practitioners are more employed employees. But after reading Customer-Centered, I vaguely feel that if human resource management wants to be truly customer-centered, then the deep-seated positioning should first be placed in the enterprise. The reason why I use enterprises instead of bosses here is because I think enterprises may be more accurate.
According to the customer-centered principle, Huawei believes that only customers will provide Huawei with the profits it relies on, so any enterprise's investment in human resource management is provided by enterprises, not by any employees or trade unions representing employees. Starting from this standard, the customer of human resource management must be an enterprise.
Since the enterprise as a whole is the customer of human resource management, human resource management should take the customer as the center, serve customers at all costs, create value for customers, improve customer satisfaction, and then realize its own value. When the interests of employees conflict with those of enterprises, human resource management should adhere to the principle that local interests are subordinate to the overall interests; When the value investment of human resources conflicts with the short-term profits of enterprises, human resources management should adhere to the principle that short-term interests are subordinate to long-term interests.
After grasping these basic laws from the ideological height, the next step is the specific business implementation. Customer-centered human resource management should not passively undertake the strategic planning and business plan of the enterprise, but actively participate in the strategic planning of the enterprise, make clear the supporting role and gap of the current situation of human resources to the enterprise strategy, and decide the specific measures and strategies for cultivation and retention accordingly.
Back to the wisdom of The Simple Road, a book of Customer-Centered is very short, but besides books, it is also very important to apply the principles and rules in the book in daily work and life.