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Customer success only has Huawei success
In Huawei's view, all work must be responsible to the leaders to the customers. R&D is not only about pursuing the advanced technology, but also about meeting the needs of users and providing value to users. First of all, it is about solving the direct needs of users, secondly, it is about meeting the potential needs of customers, and secondly, it is about bringing value to customers and making customers successful.
Therefore, the interests of customers are the most fundamental interests of Huawei's survival and development.
Case:
Before fiber optic communication , the copper wire network was an important infrastructure for fixed network operators. Then the copper wire itself is easy to bend, so it is more convenient for users to use. The copper itself will not decompose in a short time, is not easy to rust, and has a long service life.
The backbone cable of many European operators does not belong to the 1930s and 1940s, so they all use copper wire networks. It has a history of 80 or 90 years. When Huawei built a network in Europe, it fully considered the situation of European operators. We know that fiber-to-household construction is a more suitable way to build a network for newly built communities or intensive towns, but for old communities, it is a speed-up transformation of ultra-broadband networks.
is particularly like European users. Their residences are very scattered and the construction facilities are very aging. If all fiber-to-household construction plans are adopted, they will face the complexity of fiber-optic transformation projects, the project cycle is relatively long, and the network investment is relatively large. Of course, the return on funds will be very slow, and a series of problems will be faced.
If the existing copper wire network resources can be fully utilized and the intervention rate can be increased through new innovative technologies, that is, the transmission speed of copper wires will be greatly saved, and the investment in ultra-broadband network construction will be accelerated.
According to the analysis results of a British consulting company in 2008, if copper wires are used in the whole UK for broadband network construction, its investment is only 1/5 of the cost of optical fiber communication construction. Huawei can increase the copper wire rate by two to three times through spectrum expansion and coding optimization.
Considering the actual situation in Europe, Huawei has not implemented the most advanced fiber optic communication technology in many places in Europe, but has made full use of existing copper wire facilities, coupled with Huawei's latest generation of processing equipment, allowing customers to achieve the effect of fiber optic communication while saving a lot of capital investment.
So Huawei not only puts forward direct demands for customers, but also uses advanced technology to increase the network speed to gigabit, but also considers it from the perspective of European users, saving a lot of money, time and energy to solve the potential needs of customers. In addition, Huawei's basic equipment has created huge value for customers and brought customer success.
For example, British Telecom has used Huawei's technology to build ultra-broadband networks since the end of 2009. Huawei has provided one-stop solutions including equipment, outdoor cabinets, power supplies, batteries, etc. By 2014, BT had deployed more than 40,000 outdoor cabinets, accounting for 2/3 of the UK's population and 19 million households had all covered ultra-broadband, and completed the construction of BT's next-generation ultra-broadband network 12 months ahead of schedule. The construction of
ultra-broadband network also provides a wider pipeline capability for British Telecom to develop new businesses. British Telecom released BT and high-definition video services based on ultra-broadband network, which has brought about a blowout growth of TVs in line with broadband users. In less than a year, its TV users increased by 2 million.
Swiss Telecom also adopted the same way, reusing copper wires to build ultra-broadband networks, solving problems such as difficulty in obtaining power on operators' sites, so its construction efficiency is 70% higher than that of traditional methods.
From the above cases, we can see that Huawei did not sell the most advanced fiber optic technology and equipment to operators based on its own interests, but instead made full use of their original infrastructure based on the reality of customers, that is, telecom operators, which greatly reduced the operator's investment and shortened the investment cycle.
not only provides high-quality products to operators' users, but also brings market success to operators, and the success of operators in turn makes Huawei successful.
Since I am a consulting company, I have seen too many people in the consulting and training industry. Some companies that do training say their courses are versatile and omnipotent, just to sell the courses to customers, and do not start from the actual needs of customers and the actual situation. As a result, the customers blindly learned a lot of flashy courses. In the end, the courses were completed, and the company went bankrupt.
To be honest, even if I am doing consulting training, in my opinion, many times training courses can only solve some problems, and are definitely not omnipotent, nor are they a panacea that can cure all diseases. Exaggerating the role of training too much, and even blindly selling courses to customers without knowing the needs of customers is an extremely irresponsible behavior.
training first understands the real needs of customers, including what problems the customers currently have, how to solve them, what goals they want to achieve, etc., and then formulate a plan for customers that meets their actual situation. This plan does not necessarily mean that the more expensive the better, and it is not necessarily the more complex the better. It is best to let customers solve the problem at the lowest cost.
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