The One Behind It All Chapter 18

From mid-1993 to early 1994, all employees of Huawei's installation team worked tirelessly and traveled all over the country to activate more than 200 JK1000 office machines. It was them who initially established the hard-working service image of Huawei people: no matter on the plateau outside the Great Wall, on the border islands, in the mountain towns, or in the old revolutionary base areas, wherever the marketing department started the war, they were busy everywhere. They traveled all year round, had no fixed place to live, endured isolation and loneliness, overcame dietary habits and language barriers, and made the telephone ring for the first time in villages that had been silent for thousands of years. On behalf of Huawei, they have given those remote areas a symbol of civilization and a link to wealth, winning the trust of users and extensive market influence.

The unexpected joy that JK1000 brings to Huawei is the intangible valuable experience and service reputation. First, the lessons learned from the failure in the development of JK1000 and the R&D personnel who grew up in the failure laid a solid technical foundation for the next step of developing digital program-controlled switches for bureaus, as well as the technical mastery of the high-quality requirements for equipment used by telecommunications bureaus. Second, Huawei's high-quality service in installing equipment left a deep impression on local telecommunications bureaus. This later developed into Huawei's "unique skill" in defeating foreign equipment. You must know that foreign equipment manufacturers cannot organize a company anyway. An "installation team" runs across China's vast rural areas and difficult remote mountainous areas. Third, Huawei's excellent after-sales service commitment has been an eye-opener for telecommunications bureaus everywhere.

Before Huawei launched telecommunications bureau equipment, equipment from foreign manufacturers was mainly used on the Internet. Equipment from these foreign manufacturers charged high fees for services such as software upgrades, equipment spare parts, and maintenance. Huawei said that as long as it is Huawei equipment, software upgrades will be provided free of charge, no matter how long it takes. Huawei has established a training center on a provincial basis. Regardless of whether you buy Huawei machines or not, we will provide training opportunities so that each county or city has at least one maintenance personnel. In addition, a spare parts center will be established to provide sufficient spare parts. If there are any major problems, you can contact the provincial office. The reason why Huawei's services are well-known in the Chinese market is because the marketing personnel in its 29 offices across the country are all technicians and can provide fast technical services.

Summarizing the lessons learned from the research and development of JK1000, Huawei established its own service system and service concept, and put forward its own service slogan: to effectively ensure service quality, improve the overall efficiency of customer networks, help customers establish network competitive advantages, optimize network performance, and increase customer base. Business income, assist customers in cultivating excellent maintenance personnel. After years of hard work, Huawei has since established the industry's most complete customer service system in China; it has set up technical support centers and spare parts centers in 29 domestic offices, and all branches are interconnected through various data dedicated lines; at the same time, it has established a customer problem management system, training Technical support management systems such as certification systems, customer information systems, spare parts management systems, and experience case systems have also been improved to provide effective IT support for customer services. In addition, in order to further increase its support capabilities for customer networks, Huawei has The system extends to the local network, where a service manager is set up to coordinate company resources and respond to customer needs in a timely manner. Good service has become an important reason for customers to choose Huawei.

The failure of JK1000 also enabled Huawei to gradually understand and learn to master the laws of the market in practice, instead of simply doing market relations or launching a product that it thought was advanced and suitable. "The market does not believe in tears!" "No matter how good your ideals are, stop at competitors!" These may be the first lessons that young Huawei and young Huawei people learned from this failed product. In the communications market, technology upgrading is cruel. Chinese companies that are already in a backward position may have worked hard to introduce or develop a technology, but it may have already been phased out abroad. Foreign companies often take advantage of their strong technological advantages to adopt a "demand-boosting" strategy in network construction and equipment procurement, eliminating existing technologies in advance, leaving domestic companies in the embarrassing situation of no market demand for products in their infancy. Regarding the JK1000 product, Huawei's understanding of China's economic development level and network status was correct, but it was wrong in its estimation of the strength of its competitors. The young Huawei did not expect that under the guidance of many foreign competitors, almost all customers would turn to purchasing newer and more advanced technologies and equipment in advance.