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C114訊 4月5日消息 昨日，應歐洲最頂尖的商學院——倫敦商學院邀請，華為消費者業(yè)務CMO張曉云向來自多個國家的MBA學生做了一場主題為《打造21世紀的高科技公司》的演講。
在演講中張曉云對倫敦商學院的學生講到，華為是一個時常讓人大吃一驚的公司，由于不是上市公司，華為儼然已經成為謎一樣的存在，為此她來到這里分享華為的故事，破解華為短時間內迅速發(fā)展的謎團。
華為是什么？張曉云表示，華為是一個新東東！It is really a new thing。
以下為倫敦商學院演講實錄：
Hi guys, good evening everyone. Thank you Professor Jeff Skinner for inviting me here today. And, many thanks to professor Chandy for coming tonight.
大家晚上好！感謝Jeff Skinner 教授的誠摯邀請，也非常感謝Rajesh Chandy教授的光臨。
It’s great to be at LBS today for such a special event. I imagine that most of you, when you first saw the title of today’s speech as ‘Creating the 21st Century Tech Company’ – yes, a tech company – might have expected a Geek, techie, or most likely a male to be here. But, it turned out to be a lady. So, first of all, let me introduce myself to you.
今天，很榮幸今天參加倫敦商學院的這場活動。我猜當你們第一次看到今天演講的主題——“打造21世紀的高科技公司”時，一定猜想演講人是一位男性，很可能是位極客、一位技術控。但結果站在這里的卻是一位女士，因此請允許我先做個自我介紹。
I am Glory from Huawei’s consumer business group. I have been with the company for almost 15 years, having started as an engineer in R&D. I have travelled through a broad range of territory during my time at Huawei: from a sales for the overseas market to the spokesperson for the consumer group. I also worked with the team to establish Huawei’s e-commerce business. And, today, I head the global brand and marketing team.
我是華為消費者業(yè)務的張曉云，已經在華為工作了將近15年，剛加入華為時，我是一名研發(fā)工程師。在過去的15年中，我在華為的職業(yè)生涯跨越很多領域，從海外市場的銷售，到華為消費者業(yè)務的發(fā)言人，我還參與組建了華為消費者的電商業(yè)務。目前，我負責華為消費者業(yè)務的全球品牌和營銷。
Before I get started, I have a question for you. How many of you have been to China?
開始演講前，我想問大家一個問題，你們當中有多少人去過中國？
I have two more simple questions. I know that many of you here today major in marketing and retail and luxury goods. You know what brand awareness is. Here, I have three figures. Can you match three brands to these figures? I want you to think about Apple, Samsung and Huawei. Okay, here come the figures of brand consideration – the growth of consideration over the last year. Can you still match the figures? Yes, while we still have a long way to go to ensure people know who we are, we feel inspired by the great momentum of our brand growth.
我還有另外兩個簡單的問題。我知道，今天在場的大多數(shù)人主修市場營銷和奢侈品零售。你們當然知道品牌認知度意味著什么。我這里有三個數(shù)字，大家能將這三個數(shù)字與三個品牌關聯(lián)起來嗎？我想讓你們關聯(lián)的品牌是蘋果，三星和華為。這個答案很簡單，不是嗎？ 下面我會給你另外三組數(shù)字，它們是關于品牌考慮度的數(shù)字---是2015年幾個品牌考慮度的增長幅度。你還能將這組數(shù)字與品牌進行對應么？的確，讓更多的人認識華為，我們還有很長的路要走，但華為品牌發(fā)展的巨大勢能讓我們感到備受鼓舞。
Another small quiz: here I have three numbers to reflect the price of a smartphone. One is the average price for an Android phone, while the other figures are the average price for a Samsung and Huawei. Can you match them?
下面是另一個小測試：這里有三個反映智能手機價格的數(shù)字，一個是安卓手機的平均價格，其他兩個是三星和華為的平均價格。請問，你能將它們對應起來嗎？
Ok, let’s start off today’s sharing. Think back five years ago, if you can. How many of you had heard of Huawei then? Can you put up your hands?
好的，下面讓我們開始今天的分享。大家想想五年前，你們當中有多少人聽說過華為？聽說過的能舉下手嗎？
Unless you are a real techie or a Chinese, it makes sense that you did not know us at all at that time. Huawei set up in the year 1987, but back then we were a B2B company. We sold our base stations or switched to the carrier instead of the end consumers. That is why, although we were already the 2nd largest telecom network provider in the world and virtually served a 1/3 of the world population – still, few consumers knew us well.
五年前的你對華為一無所知，其實很正常，除非你是個地地道道的技術控或者是中國人。華為成立于1987年，那時候還是一家B2B（企業(yè)對企業(yè)）公司。我們向運營商提供基站和交換機，而客戶并非終端消費者。這就解釋了為什么當我們已成為世界第二大電信網絡供應商，服務著世界1/3的人口時，消費者對我們還是知之甚少。
5 years ago, we made a bold decision to step into the smartphone market with our first Android smartphone. Yes, that is it. It was called Ideos. Can you still remember your very first smartphone? It might not look as good as the phone you are using today. At that time, the industry response to our first try was underwhelming. More doubts than applause. Analysts doubted that a B2B company could build success in a B2C market. It was almost the Achilles’ heel in this industry that there was no one single brand that could be successful in both a B2B and B2B market.
五年前，我們做出了一個大膽的決定，推出自己的首部安卓手機正式進軍智能手機市場。就是這部手機，名叫IDEOS。還記得你們使用的第一部智能手機嗎？那時的智能手機看上去外觀可能不如今天的手機漂亮。當時，業(yè)界對我們的第一次試水反響平平。更多的是懷疑而非掌聲。分析人士質疑B2B公司能否在B2C市場站穩(wěn)腳跟。因為那時沒有一個品牌能夠在B2B和B2C兩個市場取得成功，所以這幾乎成了這個行業(yè)難以逾越的鴻溝和通病。
In fact, many analysts thought we were totally insane…
事實上，許多分析師認為我們完全瘋了！
After all, smartphone had become one of the word’s most - if not the most - competitive categories. There were so many players: Samsung was taking off, and HTC was making a noise. Microsoft and Google had just jumped in. Even the traditional computer companies Dell and HP were screening to enter.
畢竟，就算不是競爭最激烈的領域，智能手機也已經成為世界上競爭最激烈的領域之一，當時有那么多玩家：三星初露鋒芒、HTC轟動一時，微軟和谷歌一試身手，甚至傳統(tǒng)的電腦公司戴爾和惠普也躍躍欲試。
So, a few years after we jumped into this industry, it was painful for us to find the hard truth that the smartphone market was not sexy at all. Instead, it was bloody. Even some of the world’s best tech companies were struggling to make a profit. A lot of them were losing money. While some of the big potatoes fell by the wayside. Today, many of the brands no longer exist.
因此，進入這個行業(yè)幾年后，我們不得不接受殘酷的現(xiàn)實：智能手機市場不僅毫無性感迷人可言，實際上異常血腥。即使世界上一些最優(yōu)秀的科技公司也不得不為盈利苦苦掙扎，很多公司在虧損。一些業(yè)界大鱷在競爭轟然倒下，許多品牌已經銷聲匿跡。
How about us? 4 years later, and up until the end of last year, our performance is at 108 million shipments while revenue has soared by 70% to $20 billion.
我們的情況如何呢？四年過去了，到去年年末，我們的出貨量達到1.08億部，收入猛增70%，達到約200億美元。
Media began to pay attention to us - even in China, as the world’s most competitive market for smartphones. As far as I can remember, at any one time in this market, there have been more than 400 brands. We have surpassed Apple by 3 straight No.1’s: No.1 in market share for sell-out data, No.1 brand awareness, and the No.1 Net Promoter Score. We cherish the NPS a lot, because it is all about the word of mouth of the consumers.
越來越多的媒體開始關注我們了。在智能手機競爭最激烈的中國，最高峰時這個市場同時存在著400多個品牌。經過幾年的努力，2015年我們在三個方面全線超越蘋果位居中國的行業(yè)第一：市場份額第一（sell out數(shù)據而非sell in數(shù)據）、品牌知名度第一、凈推薦值第一。這其中，我們尤其珍視凈推薦值，因為那完全取決于用戶的真實口碑。
This is a company that constantly surprises. And since we are not a listed company in the stock market. Huawei has been seen as a mystery.
這是一個時常讓人大吃一驚的公司。由于我們不是上市公司，華為儼然已經成為謎一樣的存在。
So, the part of the story that you are probably most interested in is how did we pull this off in such a short space of time? Today, I want to share some of my experiences and try to disclose the myth of Huawei.
因此，有關華為的故事，最讓各位感興趣的內容可能是我們如何在如此短的時間內一躍而起。今天，我就來跟大家分享我們的經驗，揭開華為這個謎團。
Some analysts forecast that one day, Huawei will beat other vendors in the smartphone business. It is nice to hear that. But we plan to do it in our own way. Because, far beyond creating a fancy and more powerful smartphone, we are actually creating a new business model for the IT industry, during this transformational era of the 21 Century.
有分析人士預測，終有一天華為將在智能手機業(yè)務上擊敗其他友商。這種預言聽起來固然美妙，但我們有自己的計劃和行事方式。因為，在21世紀這個轉型時代，比起制造一款更時尚、功能更強大的智能手機，我們正在這個行業(yè)開創(chuàng)一個新的業(yè)務模式。
Before I introduce our new model. Let’s take a look at the traditional and dominant business models across the industry. I personally call it: The Innovation Guru Model. It begins with one man – yes, it is almost always a guy! Picture a passionate leader who sets a visionary mission for the company, perhaps a drive-less car or a space shuttle. And, then come the venture capital investors who smell the blood and take big bets. They are expecting a bigger return and always push the company to deliver quickly. The engineers are gathered to deliver against a set plan. Then comes the final product – some are made in-house, while others are outsourced. This is a typical Silicon Valley model of a tech company. Of course, there is much to be learnt from this model.
介紹我們的新模式之前，我們先來看看整個行業(yè)傳統(tǒng)主導的商業(yè)模式。我個人稱之為“創(chuàng)新大師模式”。它從一個“大師”開始，的確，幾乎總是一名男性！大家可以勾畫出這樣的畫面，一個充滿激情的“大師”，他為公司設定一個富有遠見的使命，也許是無人駕駛汽車或航天飛機。然后，風險投資者嗅到了腥味，不惜巨資投注。他們期待更大回報，所以催促公司迅速發(fā)展從而實現(xiàn)回報。眾多工程師們聚集在一起按既定的計劃完成項目，接著是最終產品---要么自己制造，要么外包出去。這是典型的硅谷模式的科技公司。當然，這個模式有它值得學習的很多地方。
The second model in our industry is the Conglomerate model. The pioneers of this type of model are the Japanese and South Korean companies who merged in the postwar era of the 1980’ and 1990’. These companies became hugely successful by becoming the experts in high tech manufacturing. They built their capabilities in material, engineering and, most importantly, the assembly of key components.
第二種行業(yè)模式是企業(yè)集團模式。這類模式的先驅是在戰(zhàn)后的1980年代和1990年代通過兼并而崛起的日本和韓國公司。這些公司成為高科技制造業(yè)的專家，獲得巨大成功。他們在材料、工程、以及最最重要的關鍵部件組裝方面表現(xiàn)出非凡能力。
Many companies adopting these two models became hugely successful in their time. But, since we are entering into a new era of web 2.0. We see the rise of the co-production, social booming, and the merge of crowd culture. Because of the advance of technology, people are better connected than ever before. We see significant changes in how people work and socialize.
很多采用這兩種模式的公司在他們的時代獲得巨大成功。但是，當我們步入Web 2.0的新時代，我們看到共同創(chuàng)新、社交化生產和聚眾文化的興起。由于科技進步，人們之間的聯(lián)系前所未有的順暢，人們的工作和社交方式發(fā)生了巨變。
You may be quite familiar with this picture – one we call the Starbucks Office: people no longer need an actual office to work. They can deal with it whenever and wherever they go.
你可能對這副畫面很熟悉---我們曾稱之為“星巴克辦公室”：人們工作不再需要實際辦公室，他們可以隨時隨地處理業(yè)務。
We also see the emergence of a new lifestyle – many call this the USB Life: we are more like a USB, and do not need to always hand over a big organization, you plug and play any time. You know that you can get access to your ‘peers’ and ‘organization’ any time you want.
我們還看到千禧一代新生活方式的出現(xiàn)---很多人稱之為USB生活：人們更像是一個一個USB，不需要總是依賴某個大組織和大公司，他們可以隨時“插入”和“讀取”（plug and play）因為他們卻行，他們可以隨時連接“同伴”和“組織”。
These fundamental changes in the 21st century throw a lot of thoughts on company organizational structures. Because at the end of the day, company is all about a group of people gathering together to get things done. The top-down decision making process might not be as effective as it used to be.
21世紀的這些根本性變化，激起了對我們對企業(yè)組織結構的許多思考。因為企業(yè)說到底，也不過是一群人組織在一起共同工作。而傳統(tǒng)上自上而下式的決策方式可能不再像過去那樣有效了。
So, at Huawei, we have come up with our own way – we call this the Global Innovation Hive. Imagine a group of bees flying towards the same direction without a leader’s dictatorship.
因此，在華為，我們提出了自己的方式----我們稱之為全球創(chuàng)新蜂巢。想象一群蜜蜂沒有領袖發(fā)號施令，而朝同一個方向飛。
For Huawei, we only have one direction. F Far from the horizontal conglomerate model of controlling a key component and applying it into a bunch of stuff, we have been doing only one thing for 3 decades now: changing the way that people communicate. While it is great to have some visionaries who will take us to Mars someday, we still prefer dedicating ourselves to providing better smartphones that people can enjoy using every day. We do only one thing, one little minor thing – the smartphone!
在華為，我們只有一個飛行的方向。不同于控制某個關鍵部件，進而將其應用到不同的企業(yè)聯(lián)盟中制造不同的產品，，30年來我們只做了一件事：改變人們的交流方式。能夠擁有可以有朝一日把我們帶上火星的人才固然偉大，但在華為，我們聚焦致力于為人們提供更好的全連接世界，對華為消費者業(yè)務而言，我們聚焦于提供更便捷實用的智能手機，讓人們可以更好地享受生活。我們只做一件事，只做一個小小的東西---智能手機！
Under this new age of web 2.0, we have come up with our own way of organizing our company. First of all: our founder is by no means a guru. When he started this company, he realized the power of a group of engineers. He believed that the power of this industry resides in the mind of each individual engineer. Ultimately, this is an industry based on sands: did you know that all chipsets come from the silicon crystal and that the ultimate source material of the silicon crystal is sand? A material that is virtually worthless without the interference of people.
在Web2.0的新時代，我們發(fā)明了自己的公司組織方式。首先，我們的創(chuàng)始人絕非“大師”。他創(chuàng)建公司之時就認識到工程師的群體力量。他相信，這個行業(yè)的力量源自每一位工程師的頭腦。畢竟，這是一個基于沙子的行業(yè)：你知道嗎？所有芯片都來自于硅晶體，而硅晶體的最終來源材料是沙子！一種很容易獲取的材料，若無人類的介入，它們幾乎毫無價值。
Without a clear leader, we actually have 3 leaders in a row and they rotate every 6 months. That is Huawei’s famous rotating CEO system that relies on a democratic collective approach rather than a guru dictators。
華為沒有一位領導者，我們實際上有三位輪值CEO，他們每六個月輪換一次。這就是華為著名的輪值CEO制度：依靠集體民主決策而非一人獨裁。
Huawei is a privately held company. It gives us more freedom to control our destiny. You can see here the data that reflects our investment into R&D for the last 10 years: 37 billion US Dollars. The last 10 years have not all been good years for this industry. Many analysts say that Huawei went crazy, especially during the IT bubble burst years. But we never stopped investing. We know that we are aiming for the long-term and investing for the future.
華為是一個100%員工持有的公司。我們有更多的自由來掌握自己的命運。你可以看到過去十年我們對研發(fā)的投入：370億美元。這十年并非都是高科技的的黃金時代。尤其在IT泡沫破裂的歲月里，很多分析人士認為華為不理智，但是我們從未停止研發(fā)投入。我們很清楚，我們使命長遠，我們要投資未來。
More importantly, this is a privately owned company, but instead of being owned by its founder, it is owned by its employees. When Ren started this company he owned 100% of the share. Today, he has just 1% of stock of the company. The employees own the rest. This financial make up makes sure that a huge group of engineers are stick to the great platform to co-create.
更重要的是，雖然華為是一家私有公司，但它不是由創(chuàng)建人擁有，而是歸它的員工所有。任總創(chuàng)建本公司之初持有100%公司股份。而今天，他只擁有公司股份的1%，其余股份歸華為員工所有。這一財務上的分享機制確保了一大群優(yōu)秀的工程師們在這樣一個碩大的平臺上共同創(chuàng)造。
So, all in all, this is a new tech model - a model that is based on crowd intelligence. And, a model that leverages the full potential of a web 2.0 economy. It is a democratic and open-source style configuration.
總而言之，這是一種新的高科技公司模式----一個基于集體智慧的模式。并且是一個充分利用Web2.0經濟潛力的模式，它是一個民主和資源開放的結構。
What makes this new model even more stunning is that we have rolled out our model on a global scale like never seen before in history.
更令人驚嘆是，我們在全球推廣這樣的新模式，這在整個行業(yè)歷史上堪稱前所未有。
We have set up our User Interface center in San Francisco, London design center near Great Western Studio, Paris aesthetics center focusing on design trends and materials, Moscow algorithm center, Japan R&D for communications, India software center and Europe 5G center.
我們已經在舊金山建立了UI設計中心、在倫敦西區(qū)附近設立了設計中心，在巴黎設立美學研究中心聚焦設計趨勢和材料、在莫斯科設立算法中心、在日本設立通信研發(fā)中心、在印度設立軟件中心和在歐洲設立5G研發(fā)中心。
So this is a hive composed of 170,000 employees among which 40,000 are foreigners. We have 16 R&D centers scattered across the globe, and 28 joint innovation centers as well. Among our employees, 45% are engaged in R&D.
這是一個由17萬員工組成的蜂巢，其中4萬為外國人。我們有16個研發(fā)中心遍布全球，同時還有28個聯(lián)合創(chuàng)新中心，我們的員工中，有45%從事研發(fā)，這不是一個小數(shù)字。
As a company inspired by innovation hives and crowd wisdom, we even brought this collective idea to our external partners. That is why we collaborate closely with a wide range of partners including ARM for chipset, Harman Kardon for sound, Swarovisik for design and Leica for camera.
作為一個深受創(chuàng)新蜂巢和集體智慧激勵的公司，我們甚至把這種聚眾創(chuàng)新的觀念推廣到了我們的外部合作伙伴。正因如此，我們才與很多合作伙伴進行了范圍廣闊的密切合作，包括與ARM展開芯片合作、與哈曼卡頓展開音響合作、與Swarovisik展開設計合作、與徠卡展開成像合作。
Can you still remember our first smartphone 5 years ago? Here are some of our latest flagships.
P8 the breakthrough in low light shooting and light painting. Mate S, the world’s first smartphone with press-touch functionality. Mate 8 the flagship in the business segmentation. People love it because of its longest battery life in the big screen market.
還記得5年前我們的第一個智能手機嗎？幾年以后，我們的產品已經有了很大的進步。這些是我們最新的旗艦產品。P8帶給了這個行業(yè)低光拍攝和光影涂鴉的突破；Mate S是全球首款帶壓感觸控功能的智能手機；Mate 8是商業(yè)精英人士的最愛，在大屏幕手機中，它的續(xù)航能力最強，廣受歡迎。
Do you still remember this slide: if one day Huawei is to beat all other players in this market – if that is to true – it is not bigger number in sales or more shipment of the smartphones. Instead of making greater profit, we care more about what kind of innovation we will bring to this industry. And the meaning of the victory to us is the victory of a new business model focusing on crowd power over the mainstream model, which is more relied on individual authority. We learnt a lot from the past two models and came up with our own way of doing things in this new age. It is really a new thing. Hope you enjoy it.
你還記得開頭的這張PPT嗎？如果有一天華為在這個市場擊敗了所有對手----如果這一預言成真的話----那不是基于更高的銷售數(shù)字或出貨量。與更高的盈利相比，我們更關心我們還能夠給這個行業(yè)帶來怎樣的創(chuàng)新，我們能給消費者帶來什么價值。對我們而言，勝利的要義在于依靠聚眾力量的新商業(yè)模式對主流基于個人權威模式的勝利！我們從過去的兩種模式中學到了很多，并在新時代開創(chuàng)了自己的做事方式。它的的確確是一種新的模式！華為是什么？華為是一個新東東！
Thank you for your attention.
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