The author recently listened to a friend, and I wrote "Zhongxinghua: $ 10 billion dreams? ", Became the most popular articles within the two companies. Some surprised, but it is also possible to obtain some recognition. In the forebel, the author is more about some macro levels to face some of the two companies. Then, the heart is a tide, and the dizziness is predicted. The operation trend of the two companies this year, the author predicts: in the global competition of two companies, and the greater competition market pressure in ZTE, 2005, ZTE is targeting Huawei, very A comprehensive attack may be initiated. There is a famous metaphor in the domestic communications industry: Huawei is a wolf, ZTE is a cow. Wolf, fierce and abnormal, treat prey, no compromise, rush, break the throat, drink one blood. Cattle, and good, grazing, self-cultivating three-pointed field, leisurely see Nanshan. The two should not be a natural enemy, but this year, a big drama of a cow and wolf will still start, and this difference is that ZTE is likely to start the global market in the first quarter. I have a little busy in the face before it is changed. Supporting this Chinese battle is ZTE huge cash reserves. (ZTE 3 quarterly, the debt ratio is 68%, after the listing of the market, the ownership rights is amazing, and the annual liability rate is possible to reduce the level of 52-54%, the financial structure is reasonable. So, ZTE will be At the beginning of the year, I have a debt financing space of 35 billion Hong Kong coins exceeding 35 billion yuan. The author predicted that ZTE will have more than 8 billion cash reserves and financing capabilities in the beginning of the year. Huawei, ZTE has experienced a period of time due to product strategy There is a lot of weakening in the road. Huawei side weight, transmission, intelligent network and data, Huawei, the cause of the decision and policy, Huawei has not entered the CDMA95A, PHS and mobile phone fields, these three areas become ZTE Proud. In 2003, Huawei's income has 70% of the fixed network, and ZTE is 70% of the movement. It seems that ZTE you eat your grass, Huawei I eat my sheep, well water does not commit river water. Two relationships Subtle becomes slow, and even Huawei has a kind of "same roots" in Huawei with a "same root", and Huawei, the suffering of Huawei, the experience of Huawei. It lasted until 03 years. Between them, ZTE is on the market, enjoy unlimited beautiful sunshine. But this temporary sunlight is over. Starting in 2004, the two companies launched another round of comprehension, this time, Huawei strongly impacts ZTE's existing site and future ground discs, the fierce style of the attacker and the new business guidelines, the fierce way, the way, the first two years, Huawei, Huawei, the first two years The comprehensive investment in the small Songtong market expands. Continue to maintain the domestic market share of the exchange of two types of business, gradually kick off the gap, becoming the first brand. Transmission, Huawei covers China Mobile, Telecom, Netcom And Tung Tong's main backbone network. ZTE has entered the market in the economic underdeveloped area in a loss. Data, Huawei adopts three types of ways of direct sales, distribution and joint venture (3COM), becoming domestic low-end data products in China. The biggest supplier, and try to enter the high-end market, become a large problem of Cisco's heart, and ZTE, basically not to grasp the enterprise network market, the sales scale of data products is small, Huawei's 2004 data product is expected to reach more than 4 billion, and ZTE Sales should be around a few billion, ten times the gap.
(It is said that the reason why data products is not welcomed by the sales staff because the contract is small, and therefore, from the focus of energy and assessment, Zhongxing Many offices are basically concentrated on selling small rituals and CDMAs, and mobile phones, data products are like Chicken ribs). Intelligent network, DSL, Huawei also has become the largest supplier in China, and the global share is also row. Even the NGN, Huawei enters the high-end market in China Mobile, the world's second. In this way, Huawei Zhongxing is busy with mobile product market. When I ignore the solid network market, the fast-selling market is formed to form a big advantage (relative monopoly) pattern. ZTE's gap between Xinxing and Huawei is more large, the overall should be 10 billion yuan. In ZTE, there are two product efforts to suffer from such strategic selection, such as its network business department and the Ministry of Health, because ZTE is lacking in the sales of fixed-line and data products. Incentive without investing in big energy, the market in two major categories has declined. It is estimated that the two undertakings of ZTE can only sigh, sigh, why don't belong to your sales channel. Although ZTE has been talking about how it is guilty, but in the market of transmission, data, power and other markets, there is a big mistake in the field of product strategy in the field of product strategy. The fixed-line product is the most likely the most likely the operators of high-end and economically developed regions, but at least the chase of short-term goals. The mobile product has entered a very small number of developed regions, and the rest of the GSM, PHS and mobile phones are in the middle and low-end markets, and this is also foreign abroad. Second, in the field of 3G and CDMA450, Huawei took the surforant in the city, and the eastern side of the West is not bright. In the case of the 3G domestic situation, the CDMA450 is banned, and Huawei adjusts its offensive strategy. It is indeed surprising, which is a great advantage of the wolf - a flexible manifestation. In just one year, Huawei's 3G has opened five commercial bureaus in the international market, and the previous two days have a $ 200 million WCDMA contract in Thailand. ZTE 3G is basically not got. The current communication market is no longer a era of copying, but to see an empirical era, Huawei has led a year in the empirical, which is a terrible year. Zhongxing cattle is slow, the cooperation method is lacking. In fact, the 3G performance of Huawei's overseas market has greatly covered ZTE, which undoubtedly a fatal blow to ZTE. CDMA450, Huawei is also rapidly ranked first supplier, and ZTE has not formed a scale except in Russia. Third. Mobile phone. Huawei is 5 years in the mobile phone field than ZTE. However, in 2004, Huafeng mobile phone attack appeared very prominent, PHS, although Huawei has no commercial equipment, but mobile phone can quickly jump to the third, there is no big advertising expenditure, although it has also taken super Low-cost strategy, but at the same time, Huawei's brand effect is practical than ZTE. Because from online investigation and social reputation, Huawei's Chinese first scientific and technological enterprises have indeed won considerable eye and sought after. GSM mobile phone, Huawei has become the first batch of networked enterprises under the approved, in accordance with the experience of the experience in the company's business network channel partner, Huawei's channel sales network should be established soon, 3G mobile Huawei It has already begun to get orders in some countries and rapidly form bundling sales through the 3G network built by Huawei. ZTE's 3G mobile phones wanted to break through the international international network in the short term, and was restricted to the lack of 3G commercial network. Fourth, international. Huawei's open cooperation strategy makes it faster "borrowing the sea".
Whether it is TD-SCDMA, and 3com joint ventures, the 3COM 3COM, and the project cooperation with many international first-class telecommunications advisory agencies, and the brand improvement project of the international first-class public relations company, and the first-class IBM cooperates for IPD process restructuring. , And first-class Hays implement human resources and performance management, so that Huawei has more partners in international market development. ZTE still stays in the stage of self-propelled. Joint venture with multinational companies, I am afraid it is not only equity issues, but also more related to internal personnel arrangements. ZTE International is much stronger than a few years ago, but it has been quickly exceeded in Huawei in these two years. I have long observed the business strategy and strategy of domestic IT enterprises, and I found that ZTE often sees the cake than Huawei, but there is often no Huawei to go to grab the cake, and the result is a piece of first, but it is easier to be robbed by Huawei. A bigger piece. The reason is that it may be related to the management of ZTE's department, and it is often seen after seeing the cake. Everyone is quarrel, and the first is clear. And Huawei first grabbed again. I think I can't blame the Ministry of Exchange, because they are maximized the interests of the rules, and the most need to reflect on the department of the assessment baton. The waving ability of the assessment baton is also the core competitiveness of the enterprise. Fifth, differentiated. ZTE has a period of differentiation strategies that are deployed in their own. It seems to be able to avoid the front battlefield to make an enemy, find an acre of three-point land, more fun. This difference is then an uneasy. It is more exciting, it is the practice of the Southern Song Dynasty, "The warm air smokes can be drunk, and the Hangzhou is doing it." When the enemy didn't play, he was satisfied with a show, and when the enemy brought it, it was easy to attack the city. In the same product market with Huawei, ZTE is in the stretch. The best defense is an attack, otherwise it will be returned to the sea. It is not the final solution, and the wolf will rush in. Therefore, there is only one to play a wolf, and the CENT will be irritated. Cow, can be both buffalo, buffalo, yak, sweet, snail, can also fight cattle, a bison, is anxious, even the tiger is afraid of three points. It is expected that ZTE will be staged in 2005, and this amplitude is unprecedented. In terms of practices, possible situations are: 1. Create a marketing striker full of blood and red eyes, putting a positive battlefield: The Marketing Division should be integrated to achieve global layout. ZTE is currently divided into two marketing divisions according to customer group in China, and there are two marketing divisions in the international basis. But this does not meet the needs of market segmentation. The author believes that ZTE should be divided into four marketing efforts in overseas, and can be divided according to the four largest districts of Africa, Latin America, Asia and Europe. In addition to the difference in regional people in the Asian region, the human consumption life of the remaining three blocks is close to . This is conducive to the long-term tracking, analysis and development of telecommunications markets that have different "sex" countries and people characteristics, which is conducive to the rapid replication of telecom consumption patterns, thereby creating a larger market. Overseas local employees must have greatly developed, they understand their country's national conditions and telecom demand, in addition to providing competitive treatment, it also needs to design career planning, Chinese people need promotion, and foreigners need to be promoted, if necessary, Chinese training for overseas employees should be arranged to make them know more about Chinese culture and Chinese thinking. (Because ZTE is similar, it is China Headquarters, overseas market, quite a period, it is impossible to fully realize English as the company's official language. Therefore, it can take similar Japanese and Korean multinational companies, and promotion of China's president or other region. President, it must not only understand English, but also understand Korean or Japanese, which helps to communicate with headquarters).
It is necessary to pay attention to the combination of short-term assessment goals and long-term strategic goals, and improve the business line to cultivate the short medium and long-term market by establishing a strategic assessment indicator, and will understand the tree planting. For pre-planting trees, it may be necessary to give subsidies or rewards. Otherwise, no one will plant trees in front of them, and the future generations are alive. True to do a good job in the social and cultural construction of the corporate social citizenship, to invest in local countries in local countries, don't worry, I will take some part from the sales, and build some Zhongxing Primary School or Zhongxing Friendship Hospital. Let the operator or the Minister of Communications reach 5 stars, letting their children are important to investigate, but doing a business people more important to long-term markets. Don't use our ventilation to fight the price war with the competitors, but you can't do it. In the domestic market, you need to focus on the comprehensive counterattack of traditional backbone online, and the price war is not a strategy. This is an effective means to combat the opponent's profit market. China Mobile ZTE has a poor, in which case the scale will be necessary. ZTE and Huawei in China cannot become the supplier of its first echelon, it is not enough to truly internationalization. Inspire. Due to the early monopoly operation, China Mobile is extremely high, so the price is not very sensitive, often use foreign equipment, but this monopoly profit has a critical point of a market share. In fact, it is a gold segmentation point. Once competitors If China Unicom reaches this market share, the mobile profit margin will drop rapidly, so in addition to the development of the development of developed regions will still take the strategy of purchasing foreign equipment, most economic unusually developed mobile regions will be more active. Consider domestic equipment with lower prices. Therefore, ZTE needs to take great help from the old strategy for Unicom to develop users, driving the promotion of the market share of the target region, thus maintaining a large pressure of the movement. At the same time, continuously increase the mobile product business, such as value-added services, such as value-added services, so that you can break through the mobile market. 2. Actively develop data products to combat the opponent profit area. Like Huawei to establish a mobile division, ZTE has also established the Data Division in the recent Data Department. To disconnect the data products that were originally dispersed into each product division, confronted with Huawei by joint agent distributors. At first, even if the scale of the market is small in the market, it can be taken to increase the appeal of agents and final enterprise network users to increase the appeal of agents and final enterprise network users, so that Huawei's profit market has dropped significantly. Make it unable to extract resources from the high profit area to replenish other products. Sales of data products, ZTE can consider adopting the performance of the company's gross profit and competitors to assess the performance of the data division, such as through white blade. The profit margin is only 1%, but by breaking the market pattern, Huawei's data profit margin suddenly fell to 20% from the assumption of 40%, then the ZTE Data Division has a great effort. Although it is not like the main force, the opponent cannot put more resources to support the main battlefield, so it guarantees the victory of the front battlefield. Some other sequential products of ZTE can also take similar assessment. 3, capital market and brand: ZTE is currently the most obvious advantage of Bihua is an international capital market. If Huawei is also listed, ZTE is undoubtedly sunny. Therefore, hit and delay the opponent's listing process, is also an important battlefield. Huawei's historical problem left for many years, it is very important to establish China's first communication manufacturing brand in the international capital market in advance.
