一篇值得参考的分析理想OV小米向华为学习的内容

Core Viewpoint - The article emphasizes the importance of understanding one's own strengths and past successes before attempting to adopt Huawei's channel management strategies, rather than simply replicating them [1]. Group 1: Learning from Huawei - Companies should first recognize their own successful practices and understand what Huawei did right to achieve its competitive edge [1]. - Effective communication with stakeholders is crucial to identify which aspects of Huawei's approach can be adapted and how to implement them [1]. - A top-level redesign of the benefit distribution and responsibility mechanisms is necessary based on the company's actual situation [1]. Group 2: Case Studies of Companies - Company O made the mistake of hastily appointing Huawei executives, leading to cultural dilution and a chaotic environment, resulting in the longest adjustment period [2]. - Company V avoided large-scale executive appointments but failed to recognize its past successful experiences, leading to a focus on key accounts while neglecting smaller channels, although it quickly corrected its course [2]. - Company M had a solid foundation but struggled with the distribution of benefits and responsibilities, aiming to bind channel partners without offering equivalent incentives, a challenge that persists in its smartphone business but has been addressed in its automotive sector [2][3]. Group 3: Adjustment Period - Companies generally experience a 3-5 year adjustment period to align their channel structures with their inherent capabilities [3]. - Company Ideal has made all the aforementioned mistakes, indicating that there are no shortcuts; the focus should be on doing the right things first and then executing them correctly [3].