Source: Qin Yu friends circle
In China, if you want to choose an industry as the representative of industrialization and informatization "two integrations", China manufacturing and mobile Internet "double bonus", many people will choose smart phones. It is no exaggeration to say that the competition in the Chinese smartphone market is the highest level of competition in the world, and Chinese consumers are enjoying the most convenient mobile life in the world.
I have been paying attention to the competition of smartphones, but some of the data I have seen recently made me realize that I may have overlooked an important force in the competition, that is, glory.
According to the release of GfK, one of the world's top five market research companies, in the Internet mobile phone brand market, the top three shipments in the first quarter were glory (105.22 million), Xiaomi (9.45 million), and Meizu (4.6 million).
According to Bain, an international consulting firm, on China's "NPS of Consumer Goods and Services" brand, the NPS of glory reached 47%, which is comparable to Apple's mobile phone. NPS is a testing tool pioneered by Fred Reichheld, the founder of Bain's customer loyalty business, in 2003. The basic method is to let users answer “How much are you willing to recommend XX to your friends (relatives, colleagues...)? / product", 10 points said very willing, 0 points said very unwilling. According to the recommendation, users are divided into three categories: recommenders (9 to 10 points), passives (7 to 8 points), and derogatory (0 to 6 points), while recommenders and derogators account for the total number of users. The difference between the percentages is NPS. The higher the NPS, the higher the customer loyalty, and the NPS of most companies is between 5% and 10%.
I was surprised by these independent data from third parties. As one of Huawei’s “double brands†in the smartphone market, has glory already rushed to the front? why? What is the revelation? Around these issues, I communicated with Zhao Ming, President of Glory.
Zhao Ming is a typical science and engineering man. He joined Huawei in 1998 after graduating from Shanghai Jiaotong University. He served as president of Huawei DMA/WiMAX/TD product line, global wireless solution sales department, representative of Italy, and vice president of Western Europe. In such a position, I returned to China in March 2015 to be responsible for the global expansion of glory.
Everything done today must be the accumulation of the future
Qin Lan: Last year, I participated in Shenzhen Satellite TV's program about Chinese companies going out. I went to Europe, the Middle East, India, and Africa, and I can see the shadow of Huawei. Especially when I saw the Huawei mobile phone advertisement on the big screen outside the Milan Cathedral, I was very excited.
Zhao Ming: I have been the representative of Huawei's representative office in Italy, responsible for the business of neighboring countries including Italy, Switzerland, Malta and San Marino. We can't afford the advertisement for the place in the early cathedral. Huawei terminals are the first to follow the telecom operators, to be the operator's custom machine, playing the carrier brand, do not have to do mobile advertising. Starting from 2012 and 2013, we decided to directly target users, from 2B to 2C, so we started to open channels, play Huawei brands, and communicate directly with consumers.
Qin Lan: From relying on operators to directly facing the market on their own, is this determination difficult?
Zhao Ming: There have been internal discussions. However, Huawei has always said that "customer-centric", this is Huawei's genes, has not changed. So who is the end user of our products? The people who ultimately use Huawei products are our customers and should be centered on them. Specific to the consumer business sector, “customer-centric†is clearly defined as “consumer-centricâ€. This point is clear, all strategies, research and development, marketing, channels are to better serve consumers, the problem is naturally solved.
Qin Lan: I didn't pay attention to glory. I think it is in a forgotten corner, so I was surprised to see the data recently. You started to take charge of the glory business in March 2015, so you rushed to the front so quickly. Is it "mistaken"?
Zhao Ming: Glory has always been relatively low-key, which is related to the entire Huawei culture and our growing environment. Although some people say that we are "rich second generation", the gene of the rich generation is the gene of 2B. Huawei is a "double-brand" operation in terms of smart phones, and its glory is positioned as a technology brand for young people around the world. After the glory brand operated independently, although it was 2C, and it entered the market with the Internet mobile phone model, it still has some 2B factors in its bones. For example, we have always insisted on doing everything, developing each short-term behavioral goal or medium-term strategy, and considering how this contributes to our long-term strategy. Everything we do today must be the accumulation of the future, so we are not afraid that every step is faster or slower, but depends on whether it leads to the ultimate goal. We will not pay special attention to short-term interests, will not follow the trend in marketing, and will not harm long-term interests for short-term interests.
But without a word, we have built a path to the future. We hope not to take a detour, or to try to avoid detours as much as possible.
Clear strategic control points, restrain desire
Qin Wei: I have always said that Huawei insists on strategic focus and never wastes strategic resources on non-strategic opportunities.
Zhao Ming: I was appointed in February 2015 and returned to the glory business on March 12th. At that time, there were too many concepts about the Internet. Everyone was talking about Internet thinking, and the media was also staring at propaganda. Although glory has a relatively high starting point in terms of technology, platform, supply chain, risk management, compliance, and patents, it naturally has a deficiency. The mother's light is particularly dazzling. We seem to be in the shadows, and others cannot see it. This is a strategic choice. Is it to do some radical behaviors to create hot spots and gain eyeballs? Still build your abilities according to your strategy and gradually build up.
Huawei emphasizes group capabilities and does not allow "personal star-making", so we can't take the eyeball route and only carefully observe and think about the nature of business. A particularly dazzling marketing behavior, the numbers are very good, but it may be at the expense of long-term interests. For example, what is the capacity of the entire market, what is the basic user of a brand, and how much the user can absorb in a month, which is a certain rule. If the stimulus or the "yellow cattle system" is used to press the amount far greater than the user can afford, it will actually hurt the entire market base and violate the essence of the market. And if you choose to gradually scale up the market through product influence, brand influence and channel influence, you can't do it overnight.
When we understand the market in this way, we firmly believe that the development of glory must match our own abilities, and it is most important to build our own abilities. What is the control point of glory? We are not as good at marketing as others, and we don't tell stories, so the point of control is not marketing. On April 28th, 2015, GMIC (Global Mobile Internet Conference) was the first time I gave a speech as the person in charge of glory. I spoke to the industry. We organized the management team to discuss it many times, and finally put the three points of quality, innovation and service. As the core strategic control point of glory. At the same time, the concept of "having friends have a future" is put forward, reflecting the open mind. In that speech, I said that "stupid birds do not wait for the wind", the outside world is interpreted as a marketing event. In fact, this is our strategic choice. It is to continue to invest and break through in a limited key control point to form a strategic depth. A limited range builds competitiveness.
According to Huawei's strategic focus, if we want to build a company with innovation and technology leadership, it is impossible to do it in general and lead in all areas. Instead, we must combine the strongest partners in the industry to form complementary advantages. Friends have a future" as a strategy. For example, retail and channels, there are not many people with glory, and they are very young. They are certainly not the directors. They should cooperate with those who are best at doing this. There are also smart homes, such as TV, there are so many brands of Konka and Changhong, and the manufacturing industry has to invest heavily. What is my unique place? Maybe just make a set-top box, a TV box. I did what I did best, and worked with them elsewhere. I don't touch the core interests of others, and I can form strategic cooperation with others and become partners.
When we define the boundaries of glory, which do not do what, and where we don't do it, partners will be bold and committed. This is actually a matter of commercial nature, that is, to restrain and control one's own desires, to earn only the money you deserve, not to damage the interests of the partners, and always want to take the value they should get into their own pockets.
From the GMIC speech on April 28, 2015, the initial but relatively systematic presentation of how we will do in the future, until now, we have some changes in the way we do things, but the strategy has never changed. Every year, I have not instilled any new ideas for everyone, that is, the strategy that was formulated at the beginning has been implemented meticulously and meticulously. The last is the result of today. Quality and innovation are related to the polishing of products. Any product made by glory must be highly consistent with the brand positioning. It is to make mobile phones for young people and to be the technology of young people.
Implement strategies with the most rigorous standards
To make mobile phones for young people, it is necessary to study the preferences of young people, and how it differs from the positioning of business phones. In the life of young people, pay attention to games, music, Internet access, mobile ID (Note: industrial design should be beautiful and lively, brands should be able to make them self-satisfied, have personality, because each individual is unique, are eager to We have won respect in society. All of this, we have to gradually present it in our products. From last year’s glory V8, glory 8, to this year’s glory V9, you will see that glory is increasingly set up for the attributes of young people. Unique value.
For example, glory has made blue a mainstream color in the industry. The glamorous sea blue of Glory 8 sold out of stock in Europe. Because other mobile phones are the same, everyone looks tired, and gold, white and black are all such colors. Glory insists on dare to try boldly. Although some of the original niche colors such as pink are sold very generally, they have been insisting on exploration, and finally the blue is selling fire. The blue version of the Glory V9 is also currently selling the best. Before the market, there were also various blues such as light blue, but they were not accepted by the market. They were only a small color match. Only when the glory of the sea of ​​blue was broken, the blue became a mainstream color.
Young people like to take pictures. Last year's glory V8, in order to wait for the dual camera technology to mature, we have delayed the listing of products for four and a half months. Objectively speaking, because it has been pushed to the market a few months later, the impact on overall sales is very large, and we are also self-reviewing internally. But this is our insistence on product definition and adherence to the shooting standards. This property of parallel double-shot is only highlighted after the glory of 6Plus. From generation to generation, dual-camera is now standard on all flagship machines.
This is the style of glory to do things. Since it is decided to treat innovation, quality and service as strategic service control points, it is necessary to practice it in a down-to-earth manner. In May 2015, shortly after I took office, more than 17,000 glory 3C, glory and play version of the transport vehicle worth 20 million yuan worth of mobile phones caught fire. After the fight, most of the mobile phones were fine. The insurance company identified that the mobile phone was not bad. No compensation. What about the more than 17,000 mobile phones? We also hope that they can be sold in the market by re-testing or adjusting the software. However, the assessment shows that the ignition is equivalent to a high temperature aging, and the accelerated aging test shows that the undue non-performing rate will increase after one year of use, but no one can tell if it is improved. How to do? It is unrealistic to say that there is no entanglement, but no one of our quality personnel guarantees or signs that "no problem." That is to say, the future will have an impact on users. Does this risk take risks? Finally decided not to take it. Not taking this risk is equivalent to ensuring a commitment to quality with a price of 20 million yuan.
As is known in the industry, one of the most stringent standards in the glory supply chain system is “zero receipt and retreatâ€. When I came to a batch of materials, I took a few random inspections. There was a fault point in the sampling. This batch was completely returned, and the cost was extremely high. Suppliers also complained. A structural manufacturer in Shenzhen said in a public speech that they also serve international mobile phone brands. Huawei's standards are strictly strict. But in my opinion, even if there are fewer faulty parts, it is impossible to sell them to customers, and that will become our hidden form. There has always been a statement within the company of Huawei and Huawei. Can the mobile phone be without failure in the future? Of course, this is the ideal of engineers, but even if the failure rate of one-hundredth, one-thousandth of a thousand, such a large base, there will be tens of thousands of people and tens of thousands of people experiencing failures. Everyone said that it is huge on the Internet. Paradox volume. Even if only one in ten people go online, it is also a huge volume, because people who have a bad mobile phone must have emotions. Therefore, we internally said that “zero receipt and retreat†is more demanding and costly, but it can be better to make quality better. The money we invested in this is far more than the investment in advertising. The marketing cost of glory is basically more than 2%, and the money spent on “zero receipt and retreat†is far more than that.
How did the "performance monster" come out?
Qin Lan: I have listened to your strategic and strategic control points and deepened my understanding. Chinese smartphones are now competitive, and the rest are strong, and each has its own characteristics. Does glory have a very special point, relying on it to "fix the country"?
Zhao Ming: I think that no matter how many points, it comes down to one point. It is ultimately to talk about products. The brand will finally land on the product itself. We basically introduce every product, NPS (net recommended value) belongs to the first group in the industry, even the first and second. This is the survey data of third-party companies. That is to say, although our marketing expenses are not high, marketing activities are not many, but because we insist on doing a good job and investing in products, the experience brought to consumers is good.
Qin Lan: Can you understand this way, the pursuit of the ultimate product experience is the foothold of glory? Consumers are willing to recommend glory, which are the main indicators? Internet fast? Reliable performance? Good material? User interface is friendly?
Zhao Ming: User experience is a system. For example, the glory V9 that is now selling very hot, the solution at that time was "I want it fast." Young people want mobile phones to perform well and use them fast. For example, if you want to play games fast, I will build the best game mobile phone. New year's red packets, everyone will red packets, I will do it quickly. The user needs to take pictures quickly and the Internet speed is fast. Also, can you not drop the line on the high-speed rail? Of course, this has something to do with network coverage. It is not something that we can solve. But we are working hard to develop a high-speed rail model, specifically for high-speed rail applications. Under the condition of speed of nearly 300 kilometers per hour, we can repeatedly consider what performance processing and optimization can be done by mobile phones.
The user's hope is our direction. At that time, EMUI5.0 was requested. It was 500 days without stagnation. We really installed 5,000 photos on the mobile phone to open the aging test in the laboratory of Huawei Beijing R&D Center. A mobile phone, emulation user installed more than 100 APP, thousands of photos, all kinds of applications are fully open, will this situation be stuck? That's how we do it.
Speaking of the game, we have in-depth docking with the R&D team of Tencent and Netease's most mainstream games, and have tested the phone to them. For example, the frame rate, we play "King of Glory" to open 60 frames, 60 frames is the highest frame rate, 60 frames, we average 55 frames, 57 frames. In the game mode, we perform temperature control, frame rate, fluency and other indicators in the highest case of CPU (central processing unit) and GPU (graphics processor) processing data. Now online, the glory V9 is a "performance monster", which confirms our ultimate pursuit in the game from one side.
How to understand Internet mobile phones?
Qin Wei: There is a problem. You used to be not a mobile phone. You are engaged in wireless. Can the past experience be transplanted to the right side of the mobile phone?
Zhao Ming: I used to change a position in Huawei for 1.5 to 2 years. I worked as a hardware engineer and was responsible for the third generation mobile communication algorithm. I have done market expansion and product sales in Europe, and I am responsible for the third generation mobile communication. Base station development, with the team from the R & D, market, supply chain, finance, planning, end-to-end, system thinking was built at that time. Later, he was responsible for product planning and product strategy, integrating 2G, 3G and 4G, and fully integrated from the base station controller to the base station. Later, he went to Europe to deal with the government and the industry, including government ministers and prime ministers. These comprehensive exercises made me realize that if you don't want your personal ability boundaries to become the boundaries of your organization's abilities, you must open yourself. Glory has come to this day, it is not me alone, but I have turned the boundaries of the capabilities of my colleagues who are best at doing various tasks and the boundaries of the capabilities of the team into the boundaries of my ability. I encourage them to force them to constantly expand their boundaries of abilities.
The entire sales system like glory has a very limited number of employees, but if you can turn the ability of the partner into my ability, instead of just keeping the order in my basket, then we can greatly expand our borders. . This is the role of a partner and a win-win situation.
Qin Lan: The earliest positioning of glory is the Internet mobile phone. How will it be positioned in the future?
Zhao Ming: Internet mobile phones are not equal to selling mobile phones online. This is too limited. We are customer-centric, what needs consumers have to support his needs. Some users may not be accustomed to buying online, then they can't force him to buy online. This is anti-human. Glory relied mainly on online sales at the beginning. It is easy to buy our ability boundaries and not to be offline. The step-by-step layout has not yet been laid. But I never exclude glory from selling mobile phones online, because where to sell it is not necessarily related to your business nature. However, the cost structure of offline and online is not the same. When you go offline, can the cost structure adapt to the characteristics of offline, and consumers accept it? This is the key.
Nowadays, the cost of online traffic is getting higher and higher. Drainage, such as advertising in “Today's headlines†and marketing on Weibo, is getting higher and higher, while offline has some unique advantages, such as operator subsidies. Online, by deploying more SKUs (product sales units), the products are diversified and some costs can be properly shared. And now the offline mobile phone retail stores are also fading out from the most core and most expensive business districts. Considering comprehensively, there are various cost structure features on the line and offline, and different business model choices. Offline can sell mobile phones can not make much money, but can provide services (such as film), can be repaired, similar to the automotive aftermarket. Therefore, glory does not exclude offline sales, and there is also a good layout through partners online. Partners who make glory mobile phones can make money, he is happy, willing to continue to cooperate, and willing to invest.
In addition, our cooperation with operators is also very good. Operators are willing to cooperate with glory because the users of glory are young, white-collar and student-level. Online games and music, young people are the most active users, and contribute a lot to traffic.
Therefore, we understand that Internet mobile phones are more important from the perspective that young users are basically Internet aborigines and prefer online life. Online sales are an important feature, but not all. Still have to use the product to speak. First, the glory of the mobile phone is in the hands, is it different from the design? Young people want to be unique. Does glory have their own personality? Second, glory represents a young attitude to life and a way of life. No one can control the age, but the mindset and lifestyle are optional. Glory is to be with young people. To be fast, to be dazzling, the beauty is different, the bright sea blue screen is called Sao Lan, this is the feeling that young people want.
There is also laser aurora texture, which is the patented technology of glory. Many people follow up as soon as they come out. The Shenzhen Huaqiangbei electronics market even has publicly peddled our formula. In fact, this is the product of the system, the product of technological accumulation, which guarantees that each time we come up with something more innovative.
The glory of the brand, the glory of different genes, is built and precipitated like this. I can't stop others from imitating, but I have to work hard to make sure I always lead. We must be the leader and leader, we must bear the pressure and difficulties, and insist on innovation. If we do not pursue the first, only pursue profits, objectively speaking, cut down 1 billion US dollars of research and development, profits will come out immediately, but this is not what we want to do, because some long-term value cultivation, short-term is not effective.
Not necessarily how fast you run, but don’t run wrong
Qin Wei: What is your preference from the management style?
Zhao Ming: First of all, I like the phrase "use the present to protect the future and guide the present with the future." How can we combine the present and the future? This is what I usually think of. Second, I hope to create an outreaching, outward-expanding organization that constantly expands the boundaries and forms a self-learning, open, and inclusive team. It is not because a person has made a mistake and killed a stick, encouraging everyone to be in law. Innovate within the limits allowed by business principles. Third, the Huawei system is always the first to strive for the first, but I personally used to break down a grand goal into several paragraphs, and complete each step and control point, the result will naturally come out. So in the face of competition, I can have a normal heart, otherwise the gap between us and our competitors is so big, and the mentality is definitely affected. My approach is to forget the comparisons on these results, grab those points, and then do everything more efficiently than the opponents, and achieve better results with fewer people. If every step is done more efficiently, and the goal is still right, then slowly catch up. And in fact, many times, it doesn't necessarily mean how fast you run, but you should never go wrong, or sometimes run back.
Qin Wei: Where will the next step of the smartphone go? Curved screen? Shooting? Is it connected to other things?
Zhao Ming: I think first, the screen ratio will be higher and higher. Secondly, the camera will be further improved. The card machine has now been completely replaced, like micro-single, micro-sLR, not professional-grade SLR, and gradually Will be replaced; third, the mobile phone will gather more and more peripheral accessories and components in people's lives, such as the recorder you use, after the phone recording will be more powerful than the recorder, can help you Automatically do the minutes of the meeting, or the original, do not need to finish listening and finishing. If we have two conversations, we can distinguish clearly and automatically separate the speech recognition. Finally, the application of artificial intelligence technology in smartphones will become more and more extensive. The "intelligence" of smartphones ultimately depends on whether it can be constructed. A more powerful knowledge base, database, and then help you make decisions through artificial intelligence.
Qin Lan: Finally, I asked if you have invested more in glory in the position you have done in Huawei.
Zhao Ming: It is really like this. Because the challenges brought by this position and the span and jump of management are the biggest, many things are 2B and 2C, and the interests of all parties are still inconsistent, always clear, adhere to the strategy and principles, can not be lost Yourself.
A company is shaped by the choices made every day, and these choices are also the reason why glory is competitive. Most people who speak glory speak a little faster. This may be the characteristics of a startup company, because they are somewhat unsatisfied with the status quo. They are willing to be innovators and willing to go to the front line to fight hard. More importantly, they also know that they don't want to do anything. Huawei's success has proved that short-termism is not feasible, and glory is clearly preparing to inherit Huawei's genes in business.
After the interview of Zhao Ming, I think just died at the age of 95-year-old master of economics William Baumol's theory. And most scholars have always regarded price competition as the driving force behind growth. Baumol believes that the driving force behind growth is the combination of the following three aspects: the systematic and innovative activities within the enterprise, and an innovative industry. All companies are competing for the creation of new products and the creation of new processes, and the collaboration between companies to create and apply innovation. The pressures in the free market are forcing companies to innovate constantly, and it is this power that creates an extraordinary record of economic growth.
Chinese smartphone consumers are happy because this market is a free and open market. Those who serve them and make every effort to innovate for their choice are all high-level, good, and good. Excellent player.
The glory is inspired by the fact that even in such a fierce and cruel market competition, it can not be disturbed or confusing for the behavior of the opponent, but insist on returning to the fundamental, focusing on me, focusing on strategic depth, and meticulously implementing it. "Strategic-driven" road.
After all, the biggest "I" is the customer, the consumer. Attention and service consumers are the basis of competition. No one can dominate the consumer, but if they can create the desired and hopeful value for them with sincere innovation, they will be able to win them.
Editor in charge: Liu Bing
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