Huawei Wisdom: Develop Strategy to Execution at Critical Moments

Foreword
Preface
Contents
About the Author
1 Huawei’s Successful Transformations and Revolutions
	1.1 Huawei’s First Transformation—Product Strategy Transformation from “Technology-Centered” to “Customer-Centered”
		1.1.1 What Problems Are Covered by the Rapid Growth of Enterprises
		1.1.2 Transformation and Upgrading from “Crying up Wine and Selling Vinegar” to Customer-Value-Oriented Solutions
		1.1.3 The Basic Elements of Successful Transformation: Strategy, Process, Organization and People
	1.2 Huawei’s Second Transformation: Global Strategic Transformation from the Domestic Market to Overseas Market
		1.2.1 Efforts to Break Through Under Internal Difficulties and External Troubles
		1.2.2 Success as the Necessity from the Possibility
		1.2.3 Globalized Vision and Pattern
	1.3 Huawei’s Third Transformation—Business Model Transformation from B2B to B2C, B2b
		1.3.1 Huge Impact on Process and Organization System by Business Model Transformation
		1.3.2 Transformation and Revolution Like “Starting a New Undertaking”
		1.3.3 System Model of Huawei’s Transformations
2 Management of System and Strategies for Product Innovation
	2.1 Huawei’s “Customer-Centered” Product Innovation Strategy
		2.1.1 The Innovation Strategy and System Architecture of Huawei—“Inclusive Innovation with Customer-Centered and Focus on the Main Channel”
		2.1.2 Leader and Management Mechanism of Innovative Business
	2.2 Options on the Mode and Strategies of Innovation
		2.2.1 Modes of Innovations for Enterprises
		2.2.2 Finding the right position and establishing the right strategies for innovation
	2.3 Formulation of Strategies on Product Innovation and Decision Management
		2.3.1 Steps of Product Innovation Strategy Formulation
		2.3.2 Four Elements of Innovation-Decision Management
3 Key Choice of Enterprise Internationalization Strategy
	3.1 The Summary and Reference of the Internationalization Mode of Chinese Enterprises
		3.1.1 Summary and Reference of the Internationalization Mode of China’s Manufacturing Enterprises
		3.1.2 The Path of Internationalization of Service Enterprises Represented by BAT (Baidu, Alibaba and Tencent) and the Enlightenment upon It
	3.2 Clear and Reasonable Internationalization Strategy as the Premise of Successful Internationalization
		3.2.1 Suit the Remedy to the Case—Evaluation of Enterprises’ Internationalization Ability
		3.2.2 The Formulation of the Strategies for Internationalization and the Selection of Its Path
4 An Iron Army for International Marketing
	4.1 Huawei\'s Customer-Centered International Organization System
		4.1.1 Frontline “Iron Triangle” Pioneering Team
		4.1.2 Efficient Collaboration System Between the Front Line and the Back End
	4.2 Go Out of the “Green Gauze”—Qualitative Change of Overseas Marketing Ability
		4.2.1 Evaluation of Enterprise Marketing Ability to “Suit the Remedy to the Case”
		4.2.2 The Construction of Marketing Ability
	4.3 Management and Incentive Mechanism for Talents During Internationalization
		4.3.1 Breaking the Bottleneck of Overseas Talents Through Obtaining and Selecting “Generals”
		4.3.2 “Concrete” Cadre Training Mechanism and “7-2-1” Overseas Talent “Double Speed” Plan
		4.3.3 Effective Incentives from Three Perspectives
5 Transformation and Innovation of Business Model
	5.1 Driving Force Behind the Change of the Business Model
	5.2 Analysis and Summary of Typical Business Model Transformation
		5.2.1 Retail industry: The transformation of the business model from Suning Appliance Co., Ltd.(short as “Suning Appliance” hereafter) to Suning Commerce Group Co., Ltd. (short as “Suning Commerce” hereafter)
		5.2.2 Manufacturing industry—from Foxconn to FIH Mobile Limited
		5.2.3 Catering industry—Analysis of Haidilao business model
	5.3 The Framework for the Design of the Business Model
		5.3.1 Introduction to the new business model
		5.3.2 The framework for the design of business models
		5.3.3 Cases of the design of the business model
	5.4 The way to Build a Successful Business Model
		5.4.1 Analyze the Cost Structure, Realize the Whole Process Cost Down
		5.4.2 “Create Value for Customers” Upon Optimized Profit Model
		5.4.3 The construction of the core competence of the enterprises
		5.4.4 Customer segmentation and customer selection
6 Huawei’s System for the Planning of Strategies
	6.1 Huawei’s Strategy Management System and System Framework for Strategy Formulation
		6.1.1 Why It is Often Difficult to Get the Strategies Implemented?
		6.1.2 The Difficult Development of the Management System for the Strategies of Huawei
		6.1.3 System Framework of Strategy Making
	6.2 The Orientation of Enterprise Development Determined by Strategies
		6.2.1 Strategic Analysis
		6.2.2 Strategy Decision
		6.2.3 Arrangement
7 Huawei’s Strategy Implementation System
	7.1 A Clear and Feasible Annual Business Plan as the Key to the Implementation of the Strategy
		7.1.1 Strong Logic Between Annual Business Plan and Strategic Planning
		7.1.2 Six Components of the Annual Business Plan
		7.1.3 Strengthening the Management of Annual Business Plan
	7.2 Strategy Decoding as the Foothold of Strategy
		7.2.1 Brief Introduction of BEM for Strategic Decoding
		7.2.2 Method for Strategy Decoding Based on BSC
	7.3 Conclusion
Bibliography