华为2004年年报
为什么每一次重大危机,华为都变得更强
为什么每一次重大危机，华为都变得更强文/华夏基石业务副总裁兼成长企业研究中心总经理 苗兆光孟晚舟事件还没有最终结果，但它预示着华为在新的经济周期下要面临新的危机。
如何渡过这次危机，关乎华为未来的发展走向。
从华为经历过的4次大危机及其应对措施来看，华为的危机管理和风险防控机制已经相当成熟。
第一场危机：2002年“华为的冬天”2001－2002年，华为遭遇了一次真正意义上的生死存亡关头。
为此，任正非曾写过《华为的冬天》一文。
从1987年至今，华为的业绩都处于上升趋势，只有2002年出现过例外的负增长。
任正非同时罹患抑郁症。
对全员持股的华为来说，负增长简直是一场灾难。
此前，员工从来没有真正意识到自己投入到华为的钱有可能血本无归。
员工人心惶惶。
华为推行员工持股制后，任正非的股权已经被稀释到1.42，其他部分都是员工共同持有。
员工也从来不会担心这些钱会回不来，因为公司每年给员工的分红率高达30%。
面对突如其来的负增长，员工心里出现了波动。
有的要求退股，有的要求离职并且要求公司兑现股权，甚至还有人要求股权重组。
同时，华为还面临很多官司。
现金流本来就是负增长，此前的2001年，华为还出现了历史上著名的“万人大招聘”，企业在逆势扩张。
当年的业绩目标是330亿元，实际完成了220亿元，还有1/3没完成。
业绩没完成，但预算是扩张性的。
82019.6非告诉员工，要冷静应对互联网。
他打了个比方：我们是修铁皮管道的，而互联网面的很多内容就像是水，水要依托管道才能输送。
互联网是一项技术，本身并不制造新的东西，只是在改变制造的效率。
有了互联网，房子依然是房子；车依然是车，也飞不起来；豆腐还是用来吃的，也变不成互联网豆腐。
互联网本身的价值，是应用好这项技术带来的效应。
它越发达，越需要铁皮，越需要管道，而华为恰好就是做这个的。
这种定力，是老任的厉害之处。
所以，华为在互联网冲击下没有晕头转向，再次安然渡过危机。
孟晚舟事件第一，财务出身的梁华代替孟晚舟行使CFO职责，保证公司有序运行。
华为技术有限公司财务报表
《财务管理学》华为技术有限公司财务报表2010市场营销0903 NO.9 宁宇利润表资产负债表现金流量表经营成果29,271 百万元，同比增长39.0%，营业利润率达到15.8%，比2009 年增加1.7 个百分点，其中期间费用率基本稳定，销售毛利率比2009 年增加2.3 个百分点，达到41.9%，主要得益于“Single”战略与产品创新。
净财务费用比2009 年增长人民币3,088 百万元。
所得税费用减少人民币198 百万元，其中当年所得税费用比2009 年增加人民币942 百万元，达到人民币5,639 百万元，递延所得税费用下降人民币1,140 百万元(2010 年递延所得税费用人民币-1,967 百万元，2009 年人民币-827 百万元)。
净利润达到人民币23,757 百万元，同比增长30.0%。
期间费用与管理费用率上升0.5 个百分点，其他业务收支占收入比率上升0.1 个百分点。
净财务费用/（收益）汇兑损失比2009 年增加人民币2,878 百万元，其他净财务费用较2009 年增加人民币210 百万元。
财务状况20.6%，比2009 年的19.6% 增加1 个百分点。
应收账款同比下降7.3%，公司继续加强应收账款管理，回款效率进一步提升，2010 年应收账款周转天数（DSO）为94 天，比2009 年的125 天下降31 天。
存货同比增加10.5%，存货周转天数（ITO）在2009年100 天的基础上减少8 天，主要原因是计划集成、发货控制以及作业标准化等措施的顺利实施。
应付账款同比增加20.8%，2010 年应付账款周转天数（DPO）为115 天，比2009 年的113 天增加2 天。
长短期借款合计人民币11,640 百万元，比2009 年的人民币16,377 百万元降低28.9%，2010 年长期借款比重为76.9％，比2009年的51.8％增加25.1个百分点。
经营活动现金流■盈利能力增强，净利润同比增长30.0%。
中兴与华为比较(牛与狼的殊途同归)
标题: 中兴VS华为：牛与狼的殊途同归来源：《中国商业评论》2005年5月作者：米周/迟宇宙从企业性格、创始人出身及处世风格，到企业体制、激励方式、管理思想、企业文化甚至发展战略，同一行业的两个不同核心企业居然会如此地截然不同！南辕北辙的成长路径，却成就了各自的辉煌……如果没有华为，中兴也不可能始终保持着活力，而如果没有中兴，华为也不会有如此快的发展速度。
”一位先后在华为和中兴工作过的企业人士这样评价。
20世纪80年代就开始崛起的“巨大中华”，今天已经只有"中华”--中兴和华为依然屹立不倒。
2004年，华为实现全球销售额462亿元人民币，其中国内销售272亿元，国际销售额22.8亿美元。
中兴则实现合同销售额340亿元，其中海外实现合同销售额136亿元(折合16.44亿美元)，海外销售同比增长达169.5%。
而这一年，两家公司耗10年之功的国际市场，终于有了突破性的收获。
业界估算，2005年，中兴与华为的海外销售总额将会达到60亿美元，逼近整体收益的50%。
与此同时，在各类含金量极高的中国企业排行榜上，华为和中兴牢牢占据了前两名：中国电子百强中纳税第一的是华为，第二是中兴；中国软件百强、中国专利百强、中国最具企业创新能力企业的排行榜上，华为和中兴依然占据前二位。
中兴和华为的这种现象，被业内人士称为“双子星”现象。
它们位于同一地域，在资源、市场、技术、管理、营销等各方面相互补充、相互合作、相互竞争；这又是两家截然不同的企业，他们的同与不同，他们的殊途同归，无形中破解了"经营模式决定企业成败”这一众多企业家一生沉迷的命题。
侯为贵vs任正非企业文化的不同，很大程度上是因为创业企业家个性的不同。
中兴和华为以不同的路径取得了同样的成功，殊途同归的关键要素就是其创始人和精神领袖--侯为贵和任正非性格和思想上的不同。
“以和为贵”与“是非不分”任正非参加过红卫兵运动，也因为作为知识分子的父母的“挨批”而政治上受压迫，这使他的价值观与社会的主流价值观保持一致，所以后来一投入到深圳改革开放的熔炉中时，他便走上了一条义无反顾的创业之路。
华为财务分析
12案例目的 案例背景基本概况行业状况与企业发展 全球化战略 挑战与机遇 公司治理案例分析经营业绩分析财务概要 盈利能力分析 营运能力分析投融资分析偿债能力分析 融资之道 研发投入与合资案例结论与启示３ ３３４ ５ ６ ７９９9 10 131515 16 19223一、行业状况与企业发展第一节 基本概况第一部分 案例目的第二部分 案例背景企业财务分析是以财务报告为主要依据，对企业既定财务状况及经营业绩的合理性与有效性进行的确认和判断。
财务能力分析的内容主要是企业盈利能力、营运能力和偿债能力。
财务分析最后要回归到对业务的分析上，有效的财务分析应该可以用财务数据及财务专门的分析方法来印证业务经营状况。
通过了解华为投资控股有限公司所处行业的特征和发展状况、企业为增强竞争优势而采取的战略以及近几年的财务报告和数据，评价公司的经营业绩和投融资状况，深入分析华为今年来作为非上市公司是如何保持良好的财务状况，如何在全球竞争中保持领先优势的，这些对中国企业的跨国经营都具有参考和借鉴作用。
在总结启示的同时也分析华为可能存在的问题并给出一定的解决思路。
以125.6亿美元的实际销售额跻身全球电信设备商前五。
全球经济疲软的情况下，华为仍在全球市场上实现了稳健的增长。
超越阿朗、诺西成为全球第二大电信设备商。
提出业务架构调整，形成运营商业务、企业业务、消费者业务三架马车并驾齐驱的局面。
同年加大企业网投入力度。
华为选择了加速向外扩张的战略；正是由于低利润率业务的加速扩张，使得华为2011年的报表数据不佳。
2011 2010 2009 2008 2007（一）企业发展 (2006年后)面临被管道化的风险，且传统业务利润率下降成本上升，致使国内运营商资本开支略低于年初预算，且投资进度趋缓。
退周期，在一定程度上降低了电信业对通信设备的需求。
全球运营商和设备商纷纷进行大规模的整合或转型以应对严峻的挑战。
电信行业竞争加剧，3G “收获期”仍有待时日。
华为的发展历程
华为的发展历程华为的成功历程：华为于1987年成立于中国深圳◎是第一大通讯设备供应商◎全球第三大智能手机厂商◎全球领先的信息与通信解决方案供应商◎公司围绕客户的需求持续创新，与合作伙伴开放合作◎在电信网络、企业网络、消费者和云计算等领域构筑了端到端的解决方案优势◎致力于为电信运营商、企业和消费者等提供有竞争力的ICT解决方案和服务，持续提升客户体验，为客户创造最大价值。
目前，华为的产品和解决方案已经应用于全球150多个国家，服务全球运营商50强中的45家及全球1/3的人口。
◎2013年《财富》世界500强中华为排行全球第315位，与上年相比上升三十六位。
1996年，华为与长江实业（香港）旗下的和记电信合作，提供以窄带交换机为核心产品的“商业网”产品。
1997年起，华为开始系统地引入世界级管理咨询公司，建立与国际接轨的基于IT的管理体系。
2000年之后，华为开始在泰国、新加坡、马来西亚等东南亚市场，以及中东、非洲等区域市场和其他地区全面拓展。
2001年开始，华为以德国为起点进入西欧市场，与当地著名代理商合作，成功进入德国、法国、西班牙、英国等发达地区和国家。
2004年，华为国际化战略大获全胜，与IT巨头思科的官司得以和解，产品突破欧洲和美国市场，海外收入首次超过国内，击败众多国际巨头，成功成为英国电信的优先供应商。
2010年11月1日，随着NE40E全业务路由器入选法国电信IP 网络扩容名单，华为在法国电信五年的IP化改造中持续受益，进一步奠定华为IP领域的领先地位。
2013年4月，华为被选中参加新西兰电信的4G/LTE网络建设，该网络于同年10月上线。
2013年6月18日，全球最薄智能手机华为P6发布。
同年，华为第三次入围世界500强，排第315名发展战略：农村包围城市战略华为创业之初，技术力量和产品实力非常薄弱，因此公司制定了农村包围城市战略。
先是以用户机PABX积累经验和实力，继而拿下农村交换局，再是升级到县城C4网络、地级市C3网络，然后占领省会城市C2网络，最后攻取国家骨干网络C1，最终成为中国国家级通信网的主要供应商。
华为年度报告
华为年度报告华为是全球知名的通讯设备厂商，其在近些年来取得了飞速的发展。
最近，华为公司宣布发布了其年度报告，公开了公司在过去一年内的财务和运营现状。
根据华为公司公布的财务数据，2019年华为的收入为858.8亿美元，同比增长19.1%；净利润为62.7亿美元，同比增长5.6%。
此外，华为在全球的运营业务也得到了很好的拓展，其手机出货量已经超过2.4亿部，市场份额位居全球第二。
这些业绩反映了华为公司在过去一年的持续发展和强大竞争力。
除了财务数据，华为还公布了许多成功案例来展示公司在技术创新、人才培养和社会责任等各个方面的进展。
第一个成功案例是华为在5G领域的优势。
作为全球领先的通信技术厂商，华为已经成功地推出了许多5G技术创新和应用。
2019年，华为已经在170多个城市发布了5G商用网络，成为全球第一个提供5G基站产品的企业。
此外，华为还与全球的媒体、运营商和产业伙伴合作，推出了许多5G解决方案，包括智能家居、智能城市和自动驾驶等。
第二个成功案例是华为在人才培养方面的成就。
华为公司一直致力于培养高素质、有创意、国际化的人才队伍，以支持公司的创新和发展。
在过去的一年里，华为公司通过各种培训计划和项目，帮助员工提高技术和管理能力，并鼓励员工积极参与各种创新项目和贡献活动。
这样的文化和环境吸引了许多优秀的年轻人加入到华为的团队中来。
第三个成功案例是华为在社会责任方面的表现。
作为一家领先的科技企业，华为公司始终坚持以企业责任为中心，践行可持续发展的原则。
在过去的一年里，华为公司发起了许多社会公益项目，包括教育、健康、环境保护等领域。
华为公司还通过技术创新和社会投资，在全球范围内促进数字包容，为世界带来更美好的未来。
总之，华为公司在过去一年取得了非常显著的业绩，并展示了自己在科技创新和社会责任方面的成就和贡献。
这些成功案例证明了华为公司拥有非常强大的创新和竞争力，并为公司未来的发展和成长奠定了良好的基础。
华为公司在过去一年里不断加强自身的核心竞争力，不断推动技术创新并拓展市场，其成功经验值得其他企业学习和探索。
华为公司2004年报
5691112243334352Huawei Technologies Annual Report 2004About Huawei Technologies3=Huawei Technologies Annual Report 2004Everyday, nearly1 billion peopleall over the worldare communicatingthrough Huawei’sproducts and solutions.4Huawei Technologies Annual Report 20045=Huawei Technologies Annual Report 2004Financial Highlights Note: (*) Excluding discontinuing D in millionsYear Ended December 312004200320022001(*)2000Revenue3,8272,6942,1282,2901,933Net Income624384108258345Cash Flow From Operations396385311204255Operating Profit Margin18%19%10%17%24%Return on Net Assets31%23%7%20%47%HUAWEI TECHNOLOGIES CORPORATION and Subsidiary Companies6Huawei Technologies Annual Report 2004The YearFebHuawei established a jointventure with Siemens to ofter TD-SCDMABoth parties set up a joint venturespecializing in the development,sales and services of TD-SCDMAtechnologies and products toboost TD-SCDMA commercialization.Over USD100 million was invested inthe joint venture, 51% of whichwas contributed by Siemens and49% by Huawei.AprFor the first time, China domestichigh-end routers begin to servethe national backbone networksof China Telecom on a large scaleHuawei’s IP core router series NE5000and NE80 were applied on a largescale. The Terabit core router NE5000claimed a 100% market share inbuilding two super national backbonenodes for Guangzhou, China. Andthe NE80 claimed a 75% marketshare in the new construction project.Both the NE5000 and NE80 also areserving as integral parts of theChinaNet national backbone networkand have become dominant datacommunication products in thenetwork of China Telecom.Jun China Mobile Selected Huawei to exclusively contract its softswitch-based private IP network T elecom service over IP network is an important concept change for global telecom operators to prepare for the coming NGN and 3G era. This IP network is currently the world largest mobile softswitch bearer network in the world.Successful completion of phase-1UMTS network project for Etisalat On 31 May 2004, the phase-13G/UMTS network of Etisalat in UAE was completed, and the whole set of UMTS equipment, including wireless access network, circuit-switched and packet-switched domain core network and multimedia color ringback tone platform, was built into the network.Jul Cisco claim against Huawei resolved 28 July 2004, Huawei, Cisco and 3COM submitted a “request for terminating lawsuit” to the East Texas Court of America. Accordingly, the court issued a decree to terminate the lawsuit against Huawei, ending in a final settlement in the dispute on intellectual property rights. Each party undertook their own legal fee,lawsuit expenses and other related expenses. This decree stated that Cisco shall not institute any future lawsuits regarding this or equivalent cases. Mr. Chambers, CEO of Cisco,expressed to the media “Huawei is an excellent company and good competitor.”Aug Huawei launched the world’s first large-capacity long-haul G.653-based optical wavelength division trunk Huawei launched the first G.653-based large-capacity long-haul optical wavelength division trunk into service for T elemar – the top fixed network operator in Latin America. As a result,Huawei became the sole optical network equipment supplier to own and commercially apply such technology. This G.653-based optic network extends 1,000km, and spans many of the major cities in Brazil, it is now the main transmission trunk that can meet the service dispatching requirements of T elemar in the coming years. Huawei accomplished a single-band rate of 10G at the C band, and 16-wavelength DWDM transmission.This project set the record of the single-band rate of 10G for transmitting a capacity of 160G on the G.653 fiber for 1,000km.Sep Telekom Malaysia awarded Huawei UMTS contract On 28 September, 2004, Huawei won the UMTS bidding project to help Telekom Malaysia build its UMTS network.Huawei’s project obtained an enormous export loan from a foreign bank for the first time Algeria T elecom Company (borrower)entered into a loan agreement with the Paris Bank of France (lender) for credit of the buyer totalling USD28 million. This project is under the financial guarantee of the Algeria National Bank, and theHuawei Technologies Annual Report 2004telecom equipment is exported byHuawei to the Algeria T elecomCompany – Algeria’s state ownedoperator. The business contract signedbetween Huawei and Algeria T elecomCompany is financed 85% by this credit.As an exporter , Huawei provides, installsand operates CDMA devices for 80,000users for the borrower – AlgeriaT elecom. China Credit InsuranceCompany secures an insurance policy toinsure the buyer’s credit .OctEMTEL cooperated with Huaweito debut the first commercialUMTS commercial network inAfricaOn 16 October 2004, the first UMTScommercial telephone call in Africa wasmade from EMTEL of Mauritius througha network built with Huawei’sproducts.NovHuawei obtained syndicationLoan of USD360 millionOn 12 November 2004, Huaweiconcluded an agreement with 29 bankson a loan of USD360 million. Initiated byHuawei, the loan solicitation was asuccess with a facility of USD360 million,enjoying an 80% increase from theoriginally expected USD200 million, inthe form of subscription. The three-yearterm loan and revolving loan will helpHuawei expedite its international marketdevelopment. The international bank’sbelief in Huawei’s business model isexemplified by this loan on creditwithout security. The CommonwealthBank of Australia, ABN Amro HoldingN.V., Hong Kong and HSBC, and Bankof China (Hong Kong) were theinitiators in the arrangement, withHuawei drawing an additional25 banks from Europe, the Middle East,Hong Kong, Southeast Asia, Japan andChinese Mainland.Dec Huawei’s 3G terminal is available for sale for the first time and Huawei’s data card stands out On 2 December, Huawei’s UMTS data card was availabled and used by Smartone – a retail mobile operator of Hong Kong who debuted the first ever Huawei 3G terminal across the globe.Huawei’s 3G goes to Western Europe to build a nationwide UMTS network for the Netherlands On 8 December 2004, premier Wen Jiabao of China and premier Jan Peter Balkenende of the Netherlands attended the contract signing ceremony for the UMTS 3G project between Holland’s mobile operator Telfort and Huawei to witness the first cooperation in the telecom field between China and the Netherlands.After many years of work in 3G, this event is a breakthrough for UMTS equipment from China to be applied in Europe, the home of GSM and UMTS. This contract covers construction and service for the softswitch-based R4 architecture UMTS core network and base-station.China Development Bank offered Huawei Technologies credit financing of USD10 billion to support its international expansion Beijing, 27 December, 2004 – Huawei and China Developement Bank (CDB), signed a development financing agreement through which CDB will support Huawei’s international expansion with a credit facility of USD10 billion for both Huawei and its customers abroad in the next five years. Mr Chen Yuan,Governor of CDB, and Mr. Ren Zhengfei, CEO of Huawei, attended the signing ceremony.Huawei donated RMB20 million in cash plus RMB20 million worth of emergency communication equipment to four tsunami victim countries Huawei donated communication equipment and cash to Thailand, Sri Lanka, Indonesia and India, victims of the tsunami in Southeast Asia.Huawei also took part in the rescue effort by setting up tsunami rescue teams.Huawei’s Shanghai Research Institute passed CMM 5evaluation On 23 December 2004, the chief evaluator of KPMG authorized by American SEI, Gyan Prakash Rastogi declared that Huawei’s Shanghai Research Institute had obtained the CMM 5 certification.This is Huawei’s fourth CMM5certified software research institute following the India Research Institute,Shenzhen Central Software Department, and Nanjing Research Institute. In 2004, many Huawei research institutes passed the CMM5certification, which demonstratedHuawei’s international competitiveness in core technologies,top-ranking software development process management, and quality control worldwide.7=8Huawei Technologies Annual Report 200417 years ago, we entered the information industry which characterized fast change and intense competition. Through our group efforts, we have gradually developed a deep and thorough understanding of information technology and telecom services. We realized this in the form of customized solutions and services to win the trust of our customers. This is why we have been successful.After the IT bubble experience, we are more acutely aware that the entire information industry is threatened by the conflict between limited demand and limitless supply. Our competitive edge of “quality, service, cost-effectiveness and customer satisfaction” has helped us stand out in the international market in the past few years. Nevertheless, new challenges are imminent. We will continue to generate the innovations that have helped the company consistently progress from its inception, explore newcooperation model, and achieve a common win-win result in developing with our partners and customers.Innovation is always an impetus for us to progress. However, we are also strongly aware that this age is characterized by both competition and cooperation. When new large scale opportunities and challenges are expected in the information industry, every enterprise must develop multi-level cooperation with partners and understand customer requirements together, create customer value together, dissolve the market risks, and build a secure commercial system and a win-win development pattern to survive. In recent years, we have partnered with our international peers in many fields to realize a winning situation and share in success, which reflects our willingness for cross-culture cooperation on an agree-to-differ basis.To grow together in harmony and to complement each other in our differences – this is the wisdom of ancient oriental psychology. We will keep our promise of setting a broad interest community, stage long-term cooperation, co-exist with each other, and grow together.In this ever-changing world, one thing remains constant –Huawei’s focus on being customer-centred. We will continue to quickly respond to customer requirements, build customer-satisfying networks and provide best-of-breed services that meet customer requirements. We believe that the future is promising, though not without challenges and crises. With our customers and partners, we endeavor to bring better communication services to more people, and help them live a better life.Executive Management TeamHuawei Technologies Co., Ltd.We believe that the futureis promising, though notwithout challenges and crises.With our customers and partners,we endeavor to bring better communication services to more people, and help them live abetter life.9Huawei Technologies Annual Report 2004=Huawei T echnologies Annual Report 2004Serving our customers isthe only reason Huaweiexists. Customer demandis the fundamentaldriving force of ourdevelopment.10Huawei Technologies Annual Report 2004Huawei T echnologies Annual Report 2004Our VisionOur MissionOur Strategy11Huawei T echnologies Annual Report 2004=Huawei Technologies Annual Report 200413=Huawei Technologies Annual Report 2004Through many years ofexpansion, Huawei hascontinuously elevated its brandpositioning in the industryacross the globe.Our products have entered 14 developed nations in Europe andNorth America, including Germany, France, UK, Portugal, U.S.,and Canada; and have been selected by world-renownedoperators such as BT, Telefonica, FT, SingTel, AIS, MTN andTelemar.14Huawei Technologies Annual Report 2004No.2 TRANSFORMING MANAGEMENTNo.2 Transforming ManagementWe consistantly aim at industrial benchmarks and keep improving our everyday work and achievements.During the growth of our company, we have performed a series of management transformations to keep abreast with international industrial benchmarks. We are cooperating with world-class management and consultancy companies such as IBM, Hay Group, PwC and FhG. In respects to Integrated Production Development (IPD), Integrated Supply Chain (ISC), human resources management, finance management and quality control, we have staged in-depth transformations, introduced industrial best practices, and set up IT platforms.Through many years of practice, Huawei hasphased in the best-of-breed full-process operation and management, and has maintained balanced development between corporate scale, operation benefits, and capability construction.Business model: In Huawei’s macro businessmodel, the production development roadmap is navigated by customer demands, and the objective of enterprise management is to builda process-based organizational operation. We are cooperating with IBM, Hay Group, KPMG, PwC,FhG, Mercer, and Gallup etc. to phase in advanced management concepts and harmonious methodology in the industry. We stage systematic transformation in respect to business processes, organization, quality control, human resources, finance, and customer satisfaction, and process-The Huawei Hotline Services Centre15=Huawei Technologies Annual Report 2004based business management systems to create value for customers. Through consistent improvement, we developed our management system in accordance with the best international practices, which has withstood the test of rapid and continuous business growth, commanded the recognition of global customers and partners, and strongly supported the globalization strategy of the company.Process realignment: On the basis of the core process of the company such as the Marketing Management Process, Integrated Product Development (IPD), Integrated Supply C h a i n(I S C)a n d C u s t o m e r S e r v i c e, complemented by the finance “four unifications”and the human resource (HAY) project, we staged a business process transformation on a full scale, introduced practical industrial benchmarks, and set up a complete IT platform.Organization transformation: Starting from product line transformation and navigated by the company’s executive management team and our “Strategy and Customer Standing Committee”, we strengthened the decision-making support capability of the Marketing System for understanding customer requirements, strategic direction control, and our business planning. Through effective operation of the Investment Review Board (IRB), marketing management team, product system management team, operation and delivery management team and other supportive teams, we ensured the implementation of Huawei’s general strategy driven by customer requirements.Quality control and production process: Germany’s FhG helped design Huawei’s production process system, including the 3D warehouse/automatic warehouse and the whole production line layout, thus reducing material movement, shortening the production cycle, and improving the production efficiency and quality.Human resource management: We set up a human resource team as a powerful cohesive force and work efficiency, developed a consummate human resource system. Through cooperation with HAY, we made progress in evaluating positions, setting up a remuneration framework, regulating that remuneration, and introducing the KPI system. We kept improving the performancemanagement and introduced the calibre model to improve theThe Huawei Trial-manufacture Centre16Huawei Technologies Annual Report 200417=Huawei Technologies Annual Report 2004quality of staff recruitment and development. We set up position management, remuneration management, performance management, competency management, and staff training management systems. We also d e v e l o p e d h i e r a r c h i c a lperformance management systems such as the work reporting system, PBC system and “last one eliminated” system which are navigated by customer requirements and measured by responsibility results, key events and behaviour process.Financial management: We set up financial services and monitoring systems, implemented and unified financial regulations, procedure, codes and monitoring and fulfilled financial monitoring and management worldwide. We have also set up the flexible planning budget system, full-process cost management concept, the Shenzhen Capital Management Center, and the Hong Kong Capital Management Center. We have established partnerships with over 20 banks to meet the capital requirement for the further business development of the company. The company has accomplished an independent audit system, and is now constructing a 3-level monitoring from external audit to internal control and business audit to minimize the finance risks and operation risks of the company.Supply chain. We developed the capability of a flexible supply chain and obtained the comparative competitive edge of fast, high-quality and cost-effective supply. We formulated pertinent supply guarantee strategies, built flattened manufacturing organizations to meet the market demand efficiently and flexibly; staged the Integrated Supply Chain (ISC) transformation to ensure implementation of the new process and systems; and implemented quality engineeringtechnologies to continue to improve supply chain capabilities and customer service levels. We developed partnerships with principal suppliers,enhanced purchase performance management and carried out the supplier certification procedure based on the industrial benchmark TQRDCE.Internal staff shareholding system:We have implemented the internal staff shareholding system. In the help of international human resource consulting firms, we implemented the virtual limited share,virtual share option scheme and MBO virtual share scheme, which enriched our incentive mechanism. The 15 years of experience gained from the internal staff shareholding system helped the company set up a effective long-term staff incentive mechanism, which supports thelong-standing development of the company.18Huawei Technologies Annual Report 2004No.3 Customer FocusWe give top priority to meeting customer requirements. And we mean it. Always.Serving our customers is the only reason Huawei exists. Our development is motivated by the demands of our customers.Since 1999, by grasping the opportunity of continuous construction and network transformation in the Chinese telecom market,Setting the pace in the Chinese marketwe continued to be oriented t o c u s t o m e r a n d i m p ro v e customers satisfaction and the competitiveness of products so that our market share and network levels are continuously enhanced. We have implemented strategic transformation, changed the competition pattern, and gained the leading position in the Chinese market. Our switchingaccess, optical network and intelligent networks dominate the market, and we have become the second largest datacommunications equipment supplier.While customers’ network construction is being realigned and market competition is becoming more severe, we have stuck toour marketing strategy of “being centered on the market and focussed on customers”. By providing pertinent solutions that deliver more added value and strong support to our customers,we set up long-term win-win relationships. All this has helped us develop stable and efficient marketing methods and patterns in the face of severe international competition.19=Huawei Technologies Annual Report 2004FOCUSNo.3 CUSTOMERCustomer focus and high-performance corporate culture:We adhere to the “customer first” and “good faith” service cultures, standing closely with our customers. This further accomplishes long-term win-win situations with customers. We have built up a professional service team characterized by dedication and service consciousness, set up a relatively consummate integrated service platform and developed professional engineering maintenance and training capabilities.We have also developed differentiated service advantages in the international markets. We have done all of this simply by strengthening the value outlook of “Serving our customers is the only reason Huawei exists” and enhancing customer service consciousness in the minds of our staff. By reinforcing the value evaluation system measured by responsibility results and an excellent incentive mechanism, all our objectives are driven by customer requirements. We ensure customer satisfaction through a series of streamlined organization structures and normative operation process. As a result, we have developed the customer-oriented high-performance corporate culture and enhanced our core competitive edge.In a customer satisfaction poll conducted by the third party consultant, Gallup for the years 2000-2004 in China,Huawei is ranked first in customer satisfaction.The Huawei HeadquartersNo.4 PARTNERSHIPSNo.4 Partnerships Cooperating with our customers, suppliers and the leading players in the industry, we join together to challenge the future through a win-win strategy.In today’s business environment, it is a trend for industry peers to develop together through cooperation. We are staging the open-door cooperation on a larger scale. On the one hand, we are building more stable partnerships with customers and suppliers, reinforcing strategic cooperation with international and domestic mainstream operators, building up our position in key markets across the globe, strengthening partnerships with key suppliers, and improving the response time and service advantages of the supply chain.On the other hand, we are specifically building up multi-level cooperation with peers, to jointly establish a future-oriented, coexistent win-win and secure development pattern. These kinds of partnerships will create better value for the world.In the past few years we have initiated multi-level cooperation in many fields such as technology, production and marketing to co-exist, we have overcome risks together and faced the IT winter together.We accomplished the business consolidation with Avansys, and sold the power supply services at a price of USD750 million so the company can focus on core telecom services. In the IT winter, we initiated a wide and favourable cooperation pattern around the world.In addition, we contributed low-end data communication technologies (51% shareholding) to incorporate a joint venture with 3Com (who contributed USD165 million, accounting for a 49% shareholding). As a result, we established and consummated the distribution system, and gained rapid growth in data communication services, which was forecast to increase by 100% in 2004. The joint venture enhanced Huawei’s brand reputation in the world, accumulated experience in capital operation, cultivated personnel, and initiated a new international cooperation pattern for the company.Also, we have founded a joint venture with Siemens to focus on the research and sales of TD-SCDMA andalso cooperated with Infineon to develop the 3Gmobile phone platform. Additionally, we havecooperated with TI, Motorola, Agere, Intel, IBM, Sun,Microsystem, Marconi, NEC, etc.20Huawei Technologies Annual Report 2004No.5 Robust R&DWe built a completecore technologysystem and a demand-driven R&D mechanism, translating real demands into telecom technologies and solutions.China-based cost-effective R&D is one of our advantages. We spare no investment in R&D. From its inception, even in the IT recession period, Huawei invested over 10% of its revenue into R&D.Huawei will remain driven by customer requirments. All R&D personnel realize that we are always driven by customer requirements. Customers need more than products and technology. They need solutions that bring them business success. Huawei has transformed from being “technology-driven”to “customer driven”, from “providing products” to “providing total solutions”, with a view to staging product development based on customers’ success.Grasping the linchpin of network technologies to develop a core technology system for system architecture, hardware, software and chips. Currently, we are a global leader in fields such as ultra long-haul DWDM, MSTP, NGN, integrated access, IP telecom network, IP DSLAM, intelligent networks, and signaling networks, and rank among the leading players in the fields such as intelligent optical network ASON, core backbone routers, switches, UMTS, CDMA and 3G terminal. We also have invested heavily in our ASIC chips. Up till now, we have designed nearly 100 types of ASIC chips, including 3G core chips. The design of the chip has been enhanced from 0.5 micron to 0.13 micron. The annual output of our independently developed chips is up to 11 million, which significantly reduces the system cost.No.5 ROBUST R&D21=Huawei Technologies Annual Report 200422Consistently staging cooperation on the basis of independent R&D.We have staged cooperation with the world’s leading players such as TI, Motorola, Qualcomm, IBM, Infineon, Intel, Agere, ADI,ALTERA, SUN, Microsoft, Oracle and NEC. This speeds up our response to the market, and helps us draw advanced technologies and management experience from a global perspective.Introducing the best R&D management model, and reinforcing the major platform support.Through the Marketing-PMT-IPMT organization operation, we resolved the product planning dilemma and the problems caused by deficient business decision-making. We shifted from relying on individual performers to entire management system to launch high-quality products. By using the CBB (common build block),we built a technical sharing system at all levels ranging from system, platform, module, and components. Through nearly 7years of CMM practice, we have established a set of mature, large-scale software engineering quality management systems, and introduced these core CMM concepts into the hardware qualityIntellectual property rights:Consistantly developing independent intellectualproperty, and investing heavily in standards and patents.Huawei Technologies Annual Report 2004The Huawei R&D Centremanagement system. Our software development departments were CMM5-certified. We promote standardize, modulate and platform-specific management. In the form of deliverables for design and development, we simplify the systems and organization, and prevent technical loss; with the asynchronous development method, we coordinate the development progress of all levels, shorten the time-to-market of products, and speed up the response-to-market.R&D organizations:Huawei has set up R&D organizations in Dallas and Silicon Valley in the US, Banglore, India, Stockholms-kontoret, Sweden, and Moscow, Russia. In China, we have institutes in Beijing, Shanghai and Nanjing. Through multi-cultural teamwork, we implement the strategy of globalsynchronous R&D. Huawei’s CentralSoftware Department, India Research Institute, Shanghai Research Institute andNanjing Research Institute have all passedCMM5 certification, which shows that Huawei’s software development process management and quality control havereached the highest level.Huawei Technologies Annual Report 200423。
华为的发展历程
华为的发展历程华为是一家全球领先的信息通信技术（ICT）解决方案提供商。
自1987年成立以来，华为始终致力于为全球客户提供高质量的产品和服务，并在全球范围内建立了广泛的合作伙伴关系。
下面将详细介绍华为的发展历程。
1987年，华为成立于中国深圳，创始人为任正非先生。
起初，华为主要从事电话交换机的销售和维修业务。
1990年，华为开始研发自有品牌的电话交换机，并在中国市场上取得了一定的成功。
1997年，华为开始进军国际市场，首次在海外设立办事处，并开始与全球运营商展开合作。
2000年，华为推出了自有品牌的移动通信产品，并在国内外市场上取得了显著的成绩。
同年，华为在香港成功上市，为进一步扩大资金实力和国际影响力奠定了基础。
2003年，华为成立了全球化运营委员会，加强全球市场的开拓和管理。
2005年，华为成立了全球服务中心，为全球客户提供更好的技术支持和服务。
2008年，华为在全球范围内建立了研发中心，加强技术创新和产品研发能力。
2010年，华为推出了首款自有品牌的智能手机，并在全球市场上取得了巨大成功。
2012年，华为成为全球最大的电信设备供应商之一，并在全球范围内建立了众多合作伙伴关系。
2015年，华为发布了自主研发的麒麟芯片，进一步提升了其在移动通信领域的竞争力。
2018年，华为推出了首款支持5G网络的智能手机，并在全球范围内率先实现了商用。
华为的发展历程充满了挑战和机遇。
通过持续的技术创新和全球市场拓展，华为已经成为全球领先的ICT解决方案提供商之一。
华为的产品和服务覆盖了电信运营商、企业用户和消费者市场，涵盖了通信网络、终端设备、云计算、大数据、人工智能等领域。
华为的成功离不开其坚持的核心价值观：客户至上、持续创新、合作共赢、诚信守法。
华为始终以客户需求为导向，不断推出创新的产品和解决方案，与合作伙伴共同成长。
同时，华为注重诚信守法，积极履行社会责任，为社会经济发展做出了积极贡献。
总结起来，华为的发展历程可以用坚持创新、开放合作和不断进取来形容。