A discussion with Xia Chaojie, Vice President Middle East, Huawei, on the dynamics and business model of Huawei?s professional services group, which has been operating in the region since 2006
What is the end to end mandate for this division of Huawei?
Chaojie: Huawei’s aim is to enrich life through communication. Thus as a services business group our focus is to listen closely to our customers needs and to ensure their business success through professional services solutions. Our professional services solutions are innovative and customised, based on business collaboration and partnership, taking into consideration market trends, securing customer assets, satisfying end-customer requirements, maintaining OPEX spending and generating new revenue streams. Our ultimate goal is to provide best in class elite services and solutions to our customers in order to maintain their market leading position and to benefit from our global experience and innovations.
What is the business model of this consulting services division?
Chaojie: Our business model is based on our CARE strategy (Collaboration, Agility, Reduction and continuous Enhancement) where we pay full attention to our customers needs and pro-actively engage with them early enough to promote their business and support them to sustain their growth and maintain their networks services quality and excellence. Through our CARE offerings we make it happen believing that our advisory and consultancy market experience is made available to create the maximum value to the customer.
Can you describe the skills and customer facing structure of this division?
Chaojie: Huawei’s Professional Services is strategically structured to face the customers through dedicated customer centric teams, consisting of the key account team, the services solutions team and delivery management team. They are supported by three service business units working towards providing innovative solutions to fulfil the customer requirements. Huawei is keen to attract leading talent and expertise and is not saving efforts to continuously look after the improvement of its staff knowledge and competence through its internal learning programmes.
How does this division engage with the actual sales model from the products side?
Chaojie: Huawei has understood the ICT market trends and over years has successfully grown into a giant systems integrator where we solely believe that offering a comprehensive end-to-end solution is what our customers look for rather than offering products separately. Going through solution integration phase starting with demand creation, solution architecture and design and ending with putting the final touches of integration, our product sales team works together with our solution development teams to deliver the customised solution.
What is the engagement life cycle of this division with end customers?
Chaojie: Huawei’s Professional Services engages at early stages with our customers where services solutions planning, designing, implementation, operation, and optimisation services life cycle is enforced. Quality assurance is applied continuously all across those stages. Our regional offices are ISO certified and our internal delivery processes are in full compliance with industry best practices, examples like eTOM, ITIL and TL9000.
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Huawei Professional Services
The division started in the Middle East in 2006 focusing on creating value for the region’s telecom service providers in a very competitive environment by reducing OPEX, improving the quality of their networks, accelerating TTM and providing new technology training. In 2010 the regional professional services revenues reached $436M with a five year CAGR of 70%. Amongst its achievements over the last five years: 42 accumulated managed services contracts, staff of 1,700 with 107 project management consultants and 377 certified engineers, 96 certified service partners and 786 qualified engineers from partners certified by Huawei Technologies.
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