How does Huawei's mobile phone at Nokia's hometown be the first

Located in Finland in Northern Europe, the mobile phone overlord Nokia was born. At its peak, Nokia once occupied more than 40% of the global market and sold more than 1 billion mobile phones.

According to a survey released by Helsinki University of Technology in 2010, during the period from 2005 to September 2009, Nokia dominated the local market with a 90% market share; Samsung, ranked second, had a share of only 5 %.

Today, in this cold land, it is another scene.

In the interview with Interface News, Huawei's consumer business president Wang Yanxi revealed that in the mobile phone market in Northeast Europe, Huawei’s average market share has reached 20%, and Apple and Samsung have won the top three together. In some countries, including Finland, Huawei’s market share even ranked first.

The pattern of three points of the world is still continuing. Now, Huawei hopes that through a series of measures to help itself win more advantages in the Northeast European market.

Huawei's Northeastern Europe Consumer Business President Wang Yanqi Rebuilds Sales System

Huawei's achievements in the Northeastern European market are not achieved overnight.

"At the very beginning, we originally thought that we could copy our domestic experience, but later found that this road was unreasonable." Wang Yanxi said.

Huawei's consumer business in Northeast Europe, CMO Tony Rong, joined Huawei in March 2010. Two months after taking up the job, he was sent to Warsaw, the capital of Poland, and began the expansion of Huawei's consumer business in the Northeast European market. He is one of the witnesses of Huawei's entire development history in the local area.

"At the time, the markets of Northeast Europe and China were completely two extremes." Before joining Huawei, Tony had worked at a mobile phone channel provider in China. He said that at that time, China had already established a system of mobile phone sales, such as the census data of each store, the maintenance of user relationships, and the channels for media marketing. However, in the northeast European market, all this did not exist.

“Here we have only a few operator customers' contact information. After I came, I asked the local staff how our channel data was. They asked me, what was this?” Tony said.

At that time, Huawei’s main business revenue in the local area was derived from the operator’s business. At the time, Huawei's terminal revenue in the Northeastern European market was 90% of its revenue from data card sales.

In other words, the cell phone is almost zero at that time, and everything needs to be started again.

Huawei also initially focused on the open channel retailers, but it is not simple to persuade local retailers to accept a Chinese brand that is almost completely foreign.

In 2011, Tony went to the Czech Republic, a neighboring country in Poland, to visit five local distributors and hoped to persuade them to put Huawei phones on the counter. However, the results of the Czech trip are not ideal.

"Five visits, and four are not willing to cooperate with Huawei, only one willing to give a single business." Tony said. The lack of visibility is the main reason why dealers are unwilling to cooperate with Huawei.

Even if the negotiations with the dealer willing to cooperate, Tony also encountered a lot of problems. In addition to language communication, the biggest difficulty lies in pricing.

In the absence of familiarity with the pricing system, Tony was only able to negotiate this less formal way and the other party to negotiate the selling price; each time they meet, the two parties must conduct lengthy discussions on the selling price of the product to seek the interests of both parties. maximize.

In the end, the dealer decided to buy 2,000 Huawei U8500 and test the water. However, these mobile phones were sold only two years later.

The same situation also appeared in the Finnish market. In the capital city of Helsinki, Tony successfully cooperated with a distributor and sold each other 5,000 Huawei U8800 mobile phones. However, he subsequently learned that it was not sold until three years later.

"There is no brand interaction ability, no channel initiative, such products are actually difficult to sell." Tony believes. At the beginning, Huawei’s products were more of a “placeholder” role.

However, at first Huawei can only solve the problem of product presence through this most basic method. After all, if there is no sense of presence, subsequent sales are castles in the air.

"The old routine will not work, we can only make a long-term investment in preparations for a long-term, practice basic skills." Wang Yanxi said.

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