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华为的海外大员处于比较频繁的轮换中,难以形成一股相对个人化的强势力量“我要号召各位领导从部下中,推荐一些人、放一些人到海外去……”2003年,华为总裁任正非在一次内部工作会议上这样说。2003年是华为海外盈利的第一年,海外市场销售额10亿美元,占公司总销售额近1/3。对于把国际化当作度过“华为冬天”惟一途径的任正非,海外市场有着双重意义,贡献利润、培养人才。“2004年,华为总销售额460多亿人民币,其中海外销售额22.8亿美元,占到总收入40%。今年的目标是海
Huawei overseas members are in a relatively frequent rotation, it is difficult to form a relative personalization of the powerful “I want to call on the leadership from the men, recommend some people, let some people go overseas ...” 2003, Huawei president Ren Zhengfei said at an internal working conference. In 2003, Huawei earned its first overseas profit in the overseas market with sales of 1 billion U.S. dollars, accounting for nearly one-third of the company’s total sales. Ren Zhengfei, who regarded internationalization as the only way to spend the “Huawei Winter”, has a dual meaning in overseas markets, contributing profits and training qualified personnel. "In 2004, Huawei’s total sales of more than 460 billion yuan, of which overseas sales of 2.28 billion US dollars, accounting for 40% of total revenue this year’s goal is the sea