In the history of China's business, the dispute between " trade, industry and technology, " and "technology, industry and trade" is a very important debate with far-reaching impact. Speaking of this debate, the two companies, , Lenovo, and , Huawei, , had to compare them.
Objectively speaking, everyone has the limitations of the times. When Lenovo was famous all over the world, Huawei's scale and strength could not be compared with Lenovo. People believed it because they saw it. At that time, Lenovo's "trade, industry and technology" route was also considered a mature and steady move of Liu Chuanzhi .
In fact, Lenovo started out because of technology. When Lenovo made money with Hanka and switch , Huawei also needed to accumulate funds through proxy switches.
But later the two companies seemed to have exchanged strategic routes, one was intensively planning diversified, and the other was trying hard to achieve high-tech research and development.
So far, it seems that no one except the parties involved can explain clearly what this is.
Regarding Lenovo's diversification strategy , Liu Chuanzhi said in an interview with the media, "One of the reasons for enterprise diversification is that it encounters difficulties that cannot be solved in the operation of the original business."
As for the specific difficulties or restrictions, Liu Chuanzhi did not explain clearly.
But Liu Chuanzhi's positioning of himself is to change from an entrepreneur to an "investor" or "capitalist". He hopes to copy Lenovo's successful experience, culture and management capabilities to companies in other industries.
Liu Chuanzhi has also talked about Ren Zhengfei several times, "In enterprises doing technological innovation, they must have a very clear mind, it is not as brave as ordinary people. Ren Zhengfei takes risks more than me when he takes technological innovation, but he will be very heavy when he falls."
Liu Chuanzhi believes that he is different from Ren Zhengfei, and Ren Zhengfei is more bold, "I just walk 50 meters to set up camp, but Then continue. Ren Zhengfei took a path that climbed up the hill directly. When I went to Mount Everest , I walked a hundred meters and asked everyone to stop and breathe. Ren Zhengfei picked up a more dangerous road and went straight up. I was not as brave as him. "
Personality determines destiny. From a personality perspective, what Liu Chuanzhi said makes sense, but I think it is still a bit one-sided if it is just like this.
In fact, firmly following the technological research and development route is the consensus and long-term strategy of Huawei's senior management. This is clearly explained in " Huawei Basic Law ":
Our product development follows the principle of extensive open cooperation on the basis of independent development. When choosing research and development projects, dare to break the rules and walk the path that others have not taken. We must be good at using the restrained chaos state and seek breakthroughs in research in unknown fields; we must improve competitive rational selection procedures to ensure the success of the development process.
Huawei company The principle of allocating R&D funds at 10% of sales per year has been concluded and implemented in the early stages of Huawei's development.
As early as 2000, Huawei began to build research institutes, vigorously recruit people, and set up R&D centers overseas. Therefore, Huawei focuses on the "technology, industry and trade" strategy, and cannot be simply said that Ren Zhengfei is "brave and dares to take risks."
Ren Zhengfei is a first-class strategist, and there is a reason why he can be called a "business thinker". Behind Huawei's strategic choice is Ren Zhengfei's long-term learning and thinking process (no correct theory can be used, there will be no correct strategy).
In the business field, strategy is based on opportunities, and opportunities are an important driving force for corporate development. To understand and seize opportunities, we need to strengthen our learning and understanding of things before we can find opportunities.
"Customer-centered" is the core of Huawei's cultural values. Huawei believes that the evolution of customer values is guiding Huawei's product direction.
can only keep pace with the times, meet customer needs, and better serve customers. Of course, this also means maintaining the company's strong competitiveness and obtaining more profits. It can be said that customers are indeed the only reason for the existence of the enterprise.
, and R&D needs to be achieved through talents, so Huawei attaches importance to the scale of talents, emphasizes the focus on those who strive first, and establishes R&D institutions around the world. From customers to R&D to talents and enterprises, this is actually a complete business closed loop.
According to Huawei's official data, as of 2021, Huawei's company had 107,000 people engaged in research and development, accounting for about 54.8% of the company's total number; in 2021, Huawei's R&D expenses were RMB 142.7 billion, accounting for about 22.4% of the annual revenue; the cumulative R&D expenses invested in the past decade exceeded RMB 845 billion.
Huawei can enter the forefront of the world, Huawei can have strong R&D capabilities, Huawei can become one of the world's largest patent owners, Huawei can be selected into the top 50 innovations in the world, Huawei can have strong brand influence and long-term sustainable development of the company, all of which are related to these figures.
One year's R&D investment exceeds 100 billion yuan. Huawei's courage to take the technical route cannot be said to be just because of Ren Zhengfei's personality and courage. This is actually a foresight of Ren Zhengfei and the company's senior management.
Huawei adheres to the strategic policy of focusing on the main channel and adheres to the principle of pressure in resource allocation. The truth behind it is actually very simple. Either don’t do it. If you want to do it, you must do it to the extreme. "In terms of key factors in success and selected strategic growth points, allocate resources with the intensity exceeding the main competitors, or if you don’t do it, you will greatly concentrate manpower, material resources and financial resources to achieve key breakthroughs." shopping malls are like battlefields, and with more victory or less, and concentrate superior forces to fight an annihilation war. This is a very simple truth.
The commercial market is a big competition, and enterprises are facing a situation of survival of the fittest. Only by being the first place can we take the initiative and survive for a long time. To this end, there is no need to expand blindly, and we cannot be opportunistic. It is enough to insist on working in the right direction.
