Swot分析华为策略[1].ppt

SWOTanalysisforHW SWOTanalysismodel Strength CorecompetitionisthekeyfactorforHWconsistentlydevelopamongthestrongcompetitorsenvironment Thenfromthebeginning HWfocusonresearch channelserviceandbuilduphisownbrandadvantage 1 Ranking In2009 WIPOannouncedthatin2008 HWapplied1737PCTpatentandrankedtheNo 4andtargetedtobetheNo 1continually 2 ProductandTechnologyDependingontheDIYresearchanddevelopmenttoptechnology HWpositioneditselfamongthehighendmarketingintheworld HWisoneofthefewcompaniescouldprovidenextswitchsystemandholdmany3Gpatents andwhatismore itscommunicationproductsaredevelopedbyitselfandcouldfulfillclientsrequestinallrespectively Usingitexcellentmanagementandproductsdevelopment HWsatisfiedclientsintheareaofsystemdesign expanding specializationandprovidedtheefficiency securityandflexibility 3 LowcostandresourcemadeHWhavingtheadvantagecomparingwithotheroverseacompetitorsintheareaofproductcost 4 BasedonChinalocalcustomersrequest andprovidedspecialservice HWunderstandsthatChinaisnotonlytheplacewherenetworkrequiregrowingrapidly butalsothenetworkbasefollowingNorthAmerica HWalsounderstandsthefistpriorityistomakingsurethedevicefunctionandstability andthenprovidesthespecialserviceaccordingtoclients specificrequest Onthisfield HWalreadyhadaccomplishedonegoodrecord 5 Astotheinvestmentonresearch HW snumberalreadyhittheaveragenumberofworldwiderate Nearly80 isacceptedbyhighendtechnology Weaknessanalysis 1 Asonelocalfirm itishardtoavoidtheweaknesslike strongimpactoftheleader spersonality decisionmistakebyonesingleperson notmuchattentiononpublicopinion fireorhirerandomly andseriouslycompetitionwhichcausedsuicideamongemployees 2 Notmuchcashinhand DuetoHWstockisnotonNasdaqyet itsfinancecapabilityisnotstrongasAlcatelandCisco Inthisway HWwillbenoteasytogotoworldwidemarketandblocksHW sdonationonresearch Weaknessanalysis 3 DuetothehesitationaccordingtotheChinesecreativecapability HW sinnovationisunderbigdoubtofothercustomers Atthesametime customerswillchallengeHWproductresponsibilitybecauseofitslowerprice 4 Lowkeystyleinfrontofpublicandlackadvertisementvigor whichwillnotbringbenefittocompanybrand 5 SomeofHW sculture like fightlikeawolf isnotsuitableforemployeepersonaldevelopment OpportunityThefastdevelopoftelecommunication bringsmoreopportunityforHW Thereisoneunlimitedbusinesschancesin3Gmarketandalsoonebigrequestforterminalandthereisfarless3Gcellphonethan2Gones AllofthesebringopportunityforHW especiallyfortheWCDMA Earlyin1998 HWstartedWCDMA stestandresearchworksandbuildupbrancharoundtheworldlikeBeijing Shanghai ShenzhenandEuropeandUSA Accordingtooversea sexperience inthenmarketof3Gbasedonitsdataandvalue addedservice 3Gterminaldevice asthecarrieroftelecommunicationdataandvoiceservice willbemoreandmorespecializedforcustomersandHWhadthiscapacitytocompletethat ThreatCurrentlyHWconfrontsseveralthreatsasbelow 1 ComparingwithCisco Alcatel HWisinworsesituationinHR design networkdeployment AndfollowingonthemoreconsiderationonnetworkpowerandfunctionfromSP HWmaybelostthe trumpcard ofitslowerpriceattractiveness 2 WorldwideSPsaretransferringmorebusinessopportunitiesintoChinaanduseChina slowercostresource Forexample AlcatelbuiltupJoint venturewithShanghaiBellandTCL NortelalliedwithChinaPutianaswell AllofthisshadowsHWlowerpricestrategyandbringsmoreserouscompetition 3 Aftertheeconomicrecession eachcountriesusemanysevereprotectiononitsbusinessdevelopment Suchasenvironmentstandard IntellectualProperty allwillbehavingonehugeimpactonourtelecommunicationproductexportbusienss4 TheopeningbusinessofTelecomandimport exporttaxreduction makeHWtoacceptbigchallengefromworldwidestrongcompetitors 4 若干建议 企业管理模式作为重视企业文化和规范管理的科技企业 华为可以考虑引入 机构知识管理 建立有组织 有系统的学习文化 模式和手段 有序地提升员工和整个机构的最核心竞争力 不断学习知识的能力和有组织的机构知识资源 直接辅助企业的经营管理 同时 机构知识管理 有助于建立学习型 协同型的企业工作文化 可以协助华为发展成为学习型的现代组织 领导人产生机制这里谈到的领导人 并非指最高决策者一人 而是指企业战略及决策层的一个群体 领袖人物个体在企业中的作用被中外企业的一个个传奇故事 创业 转型 不断印证 而企业不断克服困难 持续发展的具体实现则更有赖于一个系统化的组织架构 以及协同配合的整个决策和执行团队 领导人产生机制和员工晋升机制是相辅相成的 前者是后者的最高示范 而晋升机制既是领导人产生机制的基础和验证体系 又可以提供源源不断的优秀人才储备和优秀人才档案 而就华为的长期发展 在制度的基础上凝聚的集体智慧将是更重要的成功要素 因此科学而有序的晋升体制 稳健而透明的领导人产生机制是不可忽视和回避的 人力资源管理华为一直以来人才的流入流出都比较大 甚至被人指责造成了人力资源上的大浪费 在高速腾飞的阶段 企业无可避免地被使用一些非常规的人力资源策略 而非常手段也确实会产生非常的激励效果和经营业绩 建立一个开放 自由的企业环境 重视员工的个性和自主性 华为应当注重以人为本 员工是企业最重要的资源 企业应该注重对员工的培训和激励 经营及管理手段在具体管理手段的运作层面 华为所面对的挑战主要在于能否切实贯彻执行经过论证的管理体系 以及