"Dry Huawei" is not just a slogan. Glory will "resurrect" Huawei mobile phones in a new way.

"Turn Huawei over" is a slogan in the mobile phone circle. Xiaomi, OPPO, vivo and other domestic mobile phone brands all dream of achieving this feat one day.

Interestingly, under the sanctions of the United States, these domestic mobile phone brands will eventually realize this slogan in a passive form. But in my opinion, it always doesn't count. Because only Huawei itself or another "Huawei" can overthrow Huawei.

Last year, under the strong pressure of the United States, Huawei was split into "small Huawei", which is glory. Glory was originally a department of Huawei's consumer business, but in June last year, glory was packaged and sold to Shenzhen Zhixin New Information Technology Co., Ltd.

On the day when Glory officially left Huawei, Ren Zheng Fei, the founder of Huawei, delivered an impressive speech: "Glory should become Huawei's strongest competitor in the world, surpass Huawei and even shout the slogan of defeating Huawei."

Until now, many people still think this sentence is a situational sentence. After all, the glory after leaving Huawei itself does not exist. Some netizens even bluntly said: "Without Huawei as a backer, your glory can only be reduced to an' assembly factory' and nothing."

But one person took Ren Zheng Fei's words seriously, and he was Zhao Ming, CEO of Glory Terminal. Both employees and consumers are used to calling him "Brother Ming".

Zhao Ming said in an interview recently that "the best way to respect Ren Zhengfei and Huawei is to respect yourself and make yourself develop better." Then he changed the subject. "In the future, we will build our high-end flagship series Magic, which will have the level and ability beyond Huawei Mate and P series."

The meaning of this sentence is obviously to replace Huawei's position in the mobile phone market and make glory the first existence in the domestic smart phone market.

But what's the use of shouting slogans How does glory defeat big brother? How to build products beyond Mate/P series?

Before glory left Huawei, relying on Huawei's huge resources, it was easy to crush the flow of Xiaomi.

20 14 12 16 was the first anniversary of its establishment, and reached 20 million sets of sales, with sales of nearly $3 billion, an increase of over 30 times, making it the fastest growing brand in the mobile phone industry that year.

In 20 17, glory ranked first in China's internet mobile phone sales with sales of 54.5 million units and 78.9 billion yuan.

In 20 19, glory joined the killing of offline channels, directly competed with OPPO and vivo for offline users, and successfully helped Huawei brand rank second in global smartphone shipments that year.

Without US sanctions, it is foreseeable that Glory will become a domestic mobile phone brand second only to Huawei. However, things change, and after the glory is sold, how can you grow into a towering tree alone?

One of the great advantages of glory in the past is Huawei's self-developed chip Kirin. Although in terms of paper parameters, Qualcomm Snapdragon chips in the past must be stable at Kirin's end, the advantage of self-research lies in that the product end can put forward various requirements for the chip end and achieve better software and hardware collaboration, thus bringing better use experience to consumers.

This is why Xiaomi's mobile phone products have higher parameters, but the actual experience is always inferior to Huawei's mobile phone, and the market share is gradually eroded by glory. This is the charm of "self-researched pork". Self-researched technology can often give you more control over the product. Therefore, the competition of any product is ultimately the competition of technology.

So, after glory loses Kirin, can it still easily control Snapdragon?

I said earlier that "the competition of products is ultimately the competition of technology", so as long as the technology is still there, the final product will not be too bad. Although Glory lost Kirin, as long as the technology is still there, it can still control Snapdragon more easily than other manufacturers.

For example, in the use of SoC (System on Chip), manufacturers often need in-depth training, but the so-called "deep level" has different understandings for different manufacturers.

Manufacturers with strong technical strength can do it more carefully with different businesses, processes or different ways, and divide power consumption management into more than a dozen gradients. Even go deep into the protocol layer or bottom layer of the chip, find out the problem little by little, and give full play to the chip's strength through algorithm optimization and customized development.

However, manufacturers with relatively poor technology can only manage the power consumption of chips very roughly. For example, problems that can be handled with low power consumption are still handled with large cores, resulting in very high power consumption of the whole chip. Finally, the phone is hot, the chip crashes, the game drops, and the battery life is crazy. The overall user experience is very poor.

So why does glory have the ability to vigorously develop SoC?

As I said before, glory is a "small Huawei" separated from Huawei. This sentence not only means that glory and Huawei have the same ancestry, but also means that glory is the inheritance of Huawei's culture and technology. After glory became independent, it took away more than 6,000 employees from Huawei, of whom more than 4,000 worked in R&D.. Most of these people are Huawei veterans, bringing core technologies such as camera technology, process technology and architecture design to new glory, including imaging, communication, system design, algorithms and AI.

Technological innovation is Huawei's greatest advantage, and glory inherits this advantage to the greatest extent, so it is not an exaggeration to compare glory to "small Huawei".

Of course, with technology, you can't do whatever you want. As the saying goes, "three generations are not rich". If there is no good corporate culture to support it, even the best family business will be destroyed by new glory. Therefore, glory takes away not only technology from Huawei, but also the corporate culture of "striving for the upper reaches".

After the establishment of New Glory, Zhao Ming and the management team formulated a principle, that is, to attract outstanding talents from all over the world to become bigger and stronger, so as to provide employees with unprecedented opportunities and provide all-round incentives such as opportunity incentives, vision incentives and material incentives. All members of Glory participate in sharing, but the proportion of high-level sharing is very small, which continues Huawei's tradition of "gathering wealth and gathering people".

Ren, the boss of Huawei, only holds less than 65,438+0% of the shares, and all the remaining shares are distributed to100000 employees of Huawei. Such boldness is rare in the world. Although glory can't completely copy Huawei's equity model, it is consistent in its attitude towards employees. As long as there is such a corporate culture, glory is the perfect inheritance of Huawei's "spirit", and even to some extent, glory is the "resurrection" of Huawei's mobile phone business.