国际化战略方案：华为PK海尔..pdf

精心整理国际化战略：华为PK海尔2008-2-2 全球品牌网韩锋海尔和华为都是在国内国际化做的比较早和比较好的企业。海尔在 05 年对外就传播“1000亿，世界的海尔”。全球销售额是 1000亿人民币，海外销售大约在 100 亿元左右。占整体销售额的 10左右。华为海外销售额在2005年达 47.5 亿美元，占同期全球销售额的82 亿美元的 58。产品销售已达全球80 多个国家和地区。判断一个公司是否国际化，有一个很简单的标准：其海外销售额占全球销售额的1/3 以上的话，才可以称得上是一个国际化的公司。从这个角度评价，华为已是个真正国际化的公司。华为已把国内销售总部降格为与海外其它八精心整理个地区总部平行的中国地区部，可见华为国际市场在华为的重要性。而海尔国内销售仍占大头，海外销售的话语权还不大，是一个还在国际化征途上的公司。海尔和华为开始国际化的时间点基本是一致的，都是在 95 年左右开始走向国际市场，已经经过了十几年的国际化历程，为何在国际化方面有这么大的差距呢？海尔是家电行业，华为从事的是通信、IT 行业，海尔销售的主要是与老百姓生活息息相关的家用耐用消费品(CONSUMERGOODS)，主要是通过大卖场销售。而华为销售的是针对运营商使用的通信系统，属于基础设施的资本性产品（CAPITALGOODS）,一般是用户通过招标直接先客户采购。虽然，这两个企业在行业背景、文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 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ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3精心整理产品、渠道等方面有巨大的差异，但在国际化方面还是有可比性的，下面从三个方面对华为和海尔的国际化进行比较和分析：一、国际化战略的路径选择：海尔“先难后易”PK华为“先易后难”。海尔“先难后易”的国际化战略简单的说就是先打开发达国家市场，后进入发展中国家市场的战略。按海尔的说法，到消费者最讲究、最挑剔的市场，到强者如林的成熟市场，摔打历练，才能迅速成长，占领制高点，然后，居高临下，进入其它市场。海尔先后在美国和意大利等地建立了工厂。笔者在服务海尔海外的时候，对这个战略持怀疑态度，从海尔的海外实际的运作情况来讲，这个战略运作的也不是很成功。海尔虽然在美国有工厂和贸易公司，但文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 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ZG9G3D6B7Q3精心整理在美国市场一直没有占领主流市场，只是在细分市场上小有斩获，在欧洲和日本等发达国家市场的表现也是差强人意。打个形象的比喻，先难后易，就像让刚毕业的小学生去参加高考一样，结果可想而知。这个战略“看上去很美”，逻辑上也好像成立，但实际操作的效果并不理想。华为国际化采取的是务实的“先易后难”的战略。华为的任正非是“学毛标兵”，他的国际化战略是农村包围城市的“海外”翻版。华为的国内市场也是通过先做县城再做城市的农村包围城市的战略创建起来的。这种“先易后难”的战略与其说是华为的主动战略选择，在某种程度上也是一种不得已而为之的战略。因为华为当时不管在产品、技术、人才、综合实力上和强大的国外竞争对手都差距悬殊，正文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3精心整理面较量的话，凶多吉少。针对当时的市场情况，东方不亮西方亮。欧美跨国公司吃欧美市场的肥肉，华为先去啃亚非拉的骨头。不能正面碰撞就侧面迂回。96 年华为启动了拓展国际市场的漫长之旅，起点就是非洲、中东、亚太、独联体以及拉美等第三世界国家。在经过长达10 年的发展中国家市场的磨砺和考验后，华为的产品、技术、团队、服务等已日趋成熟，完全具备了与世界上最发达国家竞争的强大实力。华为才陆续登陆欧洲、日本、美国市场。农村包围城市的“先易后难”的战略取得了阶段性的胜利。对大多数想国际化的企业来说，要根据自己实力、竞争对手比较、国际市场的情况来具体确定自己的国际化路径战略。笔者人为，对大多文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3精心整理数初出茅庐的国内企业，华为的国际化战略是可以参考的正确选择。二、国际化人才战略：海尔“三融一创”PK华为“输出革命，赤化全球”企业要国际化，必须要有开拓国际市场的国际化人才。海尔在国际化人才战略上基本上是“拿来主义”，集中体现在海尔的“三融一创”上，即：融资，融智、融文化来创立品牌。海尔国内从事国际市场开拓的销售人员加上各产品部负责海外销售的人员，加起来也不过数百人。海尔海外的销售管理模式基本是采用区域的代理制为主。在当地成立的独资或合资的销售公司雇佣的绝大部分是当地的职业经理人。海尔负责海外销售的人员大部分是以商务出差的形式去管理海外市场，常驻海外的人员文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3精心整理很少。基本是依靠当地的职业经理人来经营和管理。这就是“三融”里的“融智”的具体体现吧。海尔这种依靠当地人才的国际化人才战略笔者认为，在国际化发展的初期阶段是有问题的。大多数的欧美、日韩跨国企业，它们在国际化的过程中，人才战略步骤一般是这样的：第一步从国内培养本国的国际化人才输出派驻海外市场；第二步本国的人才培养当地优秀人才；第三步逐渐实现人才当地化、本土化，只有部分高层职位由本国人员担任，甚至全部本土化。这个过程要根据每个国家的实际情况，持续五至十年的时间。笔者以前服务过的松下公司和沃尔玛公司人才的彻底当地化都用了十年左右的时间才完成。韩国三星目前在中国市场驻在的韩国人员据说也有上千人之多，它文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3精心整理的本地化还在进行当中。海尔的国际化人才战略看似走了一条捷径，实际上是绕了一个大弯，最后还得从头再来。海尔过早的去依赖海外市场当地的职业经理人，而不是花大力气培养自己的国际化人才，弊端是很多的。最根本的问题就是海外市场不受控。海外的各分支贸易机构成了游离于总部管理之外的，割据一方的诸侯。笔者服务海尔海外的时候，就真切的感觉到了这种人才模式的弊端。而华为的人才战略上走得是和很多跨国企业相同的路径：先从国内大批的向海外输出人才开拓国际市场。据说华为在海外工作的有一万人左右，占其员工总数的 1/4 强。华为几乎将其所有的高层管理者“驱逐”到海外去开拓海外市场。华为人把这种人才战略形象地称为“输出革命，赤化全球”。文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6 HQ4X8C1O4F1 ZG9G3D6B7Q3文档编码:CG6Q2T6S5R6