十年前交手，就知道华为开关电源很可怕

十年前交手，就知道华为很可怕

重庆百年江湖餐饮公司行政总监周润丰

去年周润丰跟随重庆企业家团拜访华为，当再看到这家企业的时候，周心里百感交集。十年之前他就与华为作为市场竞争对手交过手，那个时候让他感到非常难缠的对手，如今已经成长为让所有世界级竞争对手感到害怕的企业。

重庆企业家团拜访华为。

周润丰曾身处通讯行业，他所供职的合资企业主要从事高频开关电源、动力环境集中监控系统的生产、销售工作，在市场上面临的直接竞争对手就有华为。

用“彪悍”服务赢得市场

周在10年前供职的合资公司生产的产品在市面上口碑颇好，而华为的产品最初面世时，在产品质量口碑上还远远赶不上这些合资和外资企业。。

不过当时的华为已经开始让竞争对手感到头疼。在产品质量尚不能完全取得竞争优势的时候，华为祭出了价格战招数，同样的产品价格比外资、合资产品低出不少。除此之外，华为销售团队与竞争对手展开服务争夺战，让周印象深刻。客户提出的任何要求，华为的销售人员承诺随时随地进行解决。有的产品在使用过程中，一旦发生故障，先发回总部进行调试，如果再无法解决，工程师通宵达旦守候在机房里进行调试，直到问题解决为止。这种“彪悍”的服务态度，让竞争对手大跌眼镜，当初外资和合资品牌是以高高在上的姿态进入中国市场的，对客户的服务意识还不是很强。

而这种服务战术实际上为华为产品质量改进赢得了时间。周润丰回忆说，华为大概用了不到三年的时间，整个产品质量焕然一新，已经能够与他所在企业的产品一较高下。

拔除一切可能的障碍

华为的销售团队以“狼文化”著称于市场，周润丰讲了一个例子。

周的一个同事当时负责某一个地级市场开拓，客户采购的一套系统合同金额并不大，只有200多万元，但各个竞争对手都盯得很紧，因为这属于系统的一期工程，如果一旦签约，后期扩容工程将使得中标方受益匪浅。

当时华为和国内另外一家通讯企业已经成为这个区域市场上的主要力量，周所在企业的产品快被边缘化，差点连投标的机会也没获得。周的同事靠努力为公司赢得了竞标机会，并且后来居上，拿下了这个关键订单。

这个有些偶然的成功让周的同事非常高兴，因为据他私下得知，华为对此曾志在必得，在一个月前就几乎锁定了这个订单。但随后发生的事情让周感到震撼，在签约的第二天他的同事就接到了猎头公司挖角的电话……

周自认营销好手，但有好几次和华为的竞争，“怎么失败的都不知道。”

华为的鲶鱼效应

周润丰回忆说，与华为交手最多的年份是2000年到2003年，那时整个通讯市场被五六家企业瓜分，其中合资和外资企业占据了大半河山。

华为像进入鱼池的鲶鱼，直接动了外资产品的奶酪，在华为搅动市场的这几年，外资市场份额逐年下降。

周说，曾几何时，西方公司大举进入中国市场，高价格、低服务，甚至无服务。当年的程控交换机每线价格是500美元，当华为这样的企业进入这个市场后，今天程控交换机每线价格是10美元左右，华为还有利润可赚。

45岁退休的华为人

周有一位朋友在华为供职，之前在国外做技术服务，后来被调回国内审计部工作。周润丰很疑惑，专业不对口，为什么还要继续留在华为。朋友回答，不懂的东西可以现学，而且在这个平台上有很多的资源可以整合。

这位朋友对周润丰的说辞展示了华为对知识分子的凝聚能力。周说，朋友在华为已经做到了中层管理岗位，他并不想离开华为，同时认为留在华为，对于个人成功几率会更大。

周问这位28岁进入华为的朋友准备待到什么时候，现年37岁的朋友说会干到45岁退休。45岁退休的华为人认为自己对企业的效力程度相当于其他企业的60岁。从收入、工作强度和投入产出比等综合因素的考量，使得华为人将退休期望时间提前了十五年。

周分析，这也是华为在这十年中成长为世界级公司的原因，以客户为中心，以奋斗者为本，长期坚持艰苦奋斗的企业文化已深入华为人心，这使得华为走出了一条让其他企业羡慕不已的上升曲线

Ten years ago, I knew that HUAWEI was terrible

Zhou Runfeng, chief executive officer of Chongqing century Lake restaurant company

Last year, Zhou Runfeng visited HUAWEI with the Chongqing entrepreneur group. When he saw the company again, Zhou felt mixed feelings. Ten years ago, he had hand in hand to HUAWEI as a market competitor, and at that time he was a very tough opponent, and now it has grown into a company that is afraid of all the world's competitors.

The Chongqing entrepreneur group visited HUAWEI.

Zhou Runfeng used to be in the communications industry. The joint venture he worked for was mainly engaged in the production and sales of high frequency switching power supply and the centralized monitoring and control system of power environment. The direct competitor in the market was HUAWEI.

Win the market with the "tough" service

The products produced by the joint venture company 10 years ago were well known on the market, while HUAWEI's products were far from the joint ventures and foreign companies when the product was first introduced.

But at that time, HUAWEI had begun to give competitors a headache. When the quality of the product is still not fully competitive, HUAWEI offers a price war, and the same product price is much lower than that of foreign capital and joint venture. In addition, HUAWEI sales team and its competitors launched a battle for service, which impressed Zhou deeply. Any request from the customer, HUAWEI's sales staff commitment to solve problems anytime, anywhere. Some products in the process of use, once the failure, first sent back to the headquarters for debugging, if not solved, engineer all night waiting in the machine room to debug, until the problem solved. This kind of "fierce" service attitude makes the competitors very bad. At the beginning, foreign capital and joint venture brand entered the Chinese market with high attitude, and the service consciousness of the customers was not very strong.

This service strategy has actually won time for HUAWEI product quality improvement. Zhou Runfeng recalled that HUAWEI took less than three years, and the whole product quality was new. It has been able to compete with the products of his company.

Remove all possible obstacles

HUAWEI's sales team is known for its "wolf culture" in the market. Zhou Runfeng gave an example.

A colleague of Zhou was in charge of a certain ground level market, and the amount of a set of system contracts bought by the customer was not large, only about 2000000 yuan, but all the competitors stared very tight, because it belonged to the first phase of the system. If the contract was signed, the later expansion project would benefit the winning party.

At that time, HUAWEI and another domestic communication enterprise had become the main force in the regional market. The products of Zhou's enterprises were quickly marginalized and the opportunities for bidding were not obtained. Zhou's colleagues won the bidding opportunity for the company by hard work, and came back from behind to win the key order.

This occasional success has made Zhou's colleagues happy because, according to his private knowledge, HUAWEI had been determined to lock the order almost a month ago. But what happened next week shocked him. On the second day of signing the contract, his colleagues received a phone call from the headhunting company.

Zhou thinks he is a good marketing player, but there are several competing with HUAWEI.

The catfish effect of HUAWEI

Zhou Runfeng recalls that the biggest year of hand to hand with HUAWEI was from 2000 to 2003, when the whole market was divided by five or six companies, with joint ventures and foreign companies taking up most of the rivers.

HUAWEI, like catfish entering the fishpond, directly moved cheese from foreign products. In the past few years, HUAWEI's market share has been declining.

Zhou said, once upon a time, Western companies entered the Chinese market in a big way, with high prices, low service and even no service. The price of the SPC Switch per line is $500 per line. When HUAWEI such enterprises enter the market, the price of the SPC switch is about $10 per line, and HUAWEI still makes profit.

Hua Weiren, 45, retires

A friend who worked in HUAWEI before doing technical services abroad was later transferred back to the domestic audit department. Zhou Runfeng wondered why he had to remain in HUAWEI. Friends replied that things that could not be understood can be learned now, and there are many resources to integrate on this platform.

This friend's speech to Zhou Runfeng shows HUAWEI's ability to condense intellectuals. Zhou said that a friend has already done middle management positions in HUAWEI. He did not want to leave HUAWEI. He also believed that staying in HUAWEI would be more likely for personal success.

Zhou asked the 28 year old friend who was entering HUAWEI when he was ready to stay. When the 37 year old friend said he would retire at the age of 45. HUAWEI, who retired at the age of 45, thinks that he is equivalent to 60 years of age in other enterprises. Considering the comprehensive factors such as income, job intensity and input-output ratio, HUAWEI people have raised their retirement expectancy by fifteen years.

Zhou analysis, this is the reason that HUAWEI has grown into a world-class firms in the past ten years, with customer centered and striving as the base, the corporate culture that persists in hard struggle has gone deep into HUAWEI's heart, which makes HUAWEI out of an upward curve that envied the envy of other enterprises.

华为UPS,3KVAUPS,UPS2000-A-3KTTS,200KVAUPS,400KVAUPS,通信电源,整流模块

,壁挂电源,嵌入式电源,机柜,通信机柜,网络机柜,直流电源系统,一体化开关电源,高频开关电源,

室外电源机柜,室内电源机柜,华为开关电源,ZXDU68T601,华为TP48200,华为TP48600,华为ETP4830,华为ETP4890