People who cannot be retained by OV

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Text / Wu Yihan

Source: Photon Planet (ID: TMTweb)

OV came from the same lineage and believed in their duty, but later their respective growth paths were completely different. On the surface, OPPO is not comfortable with the status quo and plays aggressively; while vivo cat is behind OPPO, conservative and gentle.

A few days ago, Conterpoint announced the domestic mobile phone market data. In the first quarter of 2022, vivo won the top spot in the mid-to-high-end market with a market share of 28.2%, OPPO ranked third with a market share of 20%, and the two accounted for half of the market. . However, the data also shows that aggressiveness does not always beat conservativeness, and OPPO’s market share is much worse than that of vivo.

On the road of transformation towards the mid-to-high end, the conservative vivo achieved transcendence and fought a beautiful turnaround.

Changes in external market share, there is a hidden undercurrent inside, Photon Planet has learned from multiple channels that in the downward process of the domestic mobile phone market, the interior of OV is not peaceful.

“The fickle assessment indicators discouraged me”

Recently, some netizens complained on social platforms that the resignation performance of a major mobile phone company had been changed, and the year-end bonus was also “broken”, especially for employees who chose the floating system. An employee who will leave in mid-2021 said that the company split its year-end bonus into two payments without being informed, and one was counted as a salary payment. This has led to tens of thousands of additional taxes to be paid in the 2022 annual reconciliation.

The big company’s criticism is not only in the accounting of resignation performance and year-end bonus.

Wang Bing, who was still working in OV a year ago, faced working overtime day and night, and felt that the cost of getting in was too high, and his health, time, and opportunities were all occupied by work. Later, he decided to resign, “because I couldn’t see a future here. It happened that the company at that time had an adjustment plan to encourage voluntary resignation, and would also give employees corresponding resignation allowances.” In the end, he took the year-end bonus and resignation allowance and left. A place to work for two years.

Back then, Wang Bing left his hometown and went to Guangzhou with a good vision of entering a big factory. Not long after he joined the company, he began to feel that something was wrong.

The company’s ineffective overtime is very serious, meeting and filling out forms during the day, and working at night. Wang Bing recalled his former work and complained, “From 9:00 am to 5:30 pm, we were either having a meeting or arguing or filling out forms, and we didn’t officially start our work until we finished eating at 7:00 pm.” , 6 days a week) is his normal work routine. After doing the math, he spends 6-7 times a year in the company overnight, and each time he works overtime for testing, development, and projects.

As time went on, he became more and more unbearable for this kind of work rhythm, and several times he thought of quitting because he felt irritable working overtime. I also went to learn about the recruitment situation of other companies in the middle of the process, because I did not find suitable positions and opportunities, and finally they were all gone.

However, the fickle assessment system became the last straw that broke the camel’s back.

“The company’s evaluation system changes as soon as it changes, and the indicators are not clear, even one indicator per month. I remember that once within two months, the supervisor came to us to change the evaluation indicators three times. When the year-end assessment was over, he again I will change the indicator for you one month in advance.” Wang Bing felt that he was revolving around meaningless work every day, doing useless work. Like most young people in the mobile phone industry, he cannot change the general environment, and he can only choose to escape.

In fact, Wang Bing is not the only one troubled by these problems. But they are more just a few words in private, and then continue to work step by step. “Leaving here, the new job in the future may not be as good as the current one.” This is the voice of some people who do not have the courage to face the unknown world. For those who pursue stability, they will choose to stay; for those who have ideals and dare to fight, they do not want to waste their youth here, and Wang Bing is obviously the latter.

For Wang Bing’s confusion, in He Hong’s view, the root cause is the instability of the management. “The company’s middle-level leaders are often replaced. Each leader has his own set of work style and management style. It takes some time for subordinates to adapt. Once you get used to the rhythm of this leader, everything will become much easier. Unfortunately, the result is often not waiting for you. After getting used to it, I suddenly changed the leadership again.”

As soon as the leader changed, the grassroots employees also began to adjust their work rhythm to adapt to the new management model. Most of their personal time and energy were wasted here. Employees are getting busier and less productive. “The company is also aware of this situation. The boss has clearly pointed out the problem more than once, but there is no way to solve it.”

He Hong was also tormented by the assessment. Once, his department arranged to assess the ratio of automation at the end of the year. When they put all their manpower into automation, the supervisor temporarily changed the rules and told them to assess other indicators.

He Hong’s experience is somewhat similar to Wang Bing’s. He had the idea of ​​resigning last year, but affected by the epidemic, all walks of life were in recession, and he was worried that he might not be able to find a better job if he left the company. for a year. Until this year’s Internet winter, “the company was further downsized and the P-rank was outsourced.” He Hong believed that this was the company’s layoffs in disguise, and he was psychologically prepared.

At the same time, the workload is increasing and the content is getting more and more outrageous. “Let’s not say that the demand is doubled, and we have to achieve the goal of 65% automation of all use cases. There is still a lot of repetitive work.” He Hong feels that he does not need to consume any more, and leaving may be the best choice.

Although in He Hong’s view, the company has many flaws, it is not without merit. “To be honest, in addition to the management problems, OV is actually very generous in terms of employee welfare.” Compared with those He was the lucky one whose performance was downgraded and the year-end bonus was “broken”.

In fact, the organizational structure of OPPO and vivo is not very different. A former leader of He Hong told him that if he changed jobs from OPPO to vivo, the same position could be seamlessly connected. But there is a prerequisite. If the employee is fired by the company, he cannot change his job to another company.

Right now, he feels that it is difficult for this industry to have a new improvement, and he wants to change the track to work hard. After inspection, he set his sights on the current lively track, “I am now considering new tracks such as new energy car companies and smart factories. Even going to a car company to do a test is better than my current job. “According to him, many colleagues around him have plans to leave, and some are looking for a next home.

“I don’t want to be a frog in warm water”

A person who has worked in vivo for 6 years said: “I have never encountered a better job than vivo since I came out of vivo.”

“vivo has two extremes, unity and solidification.” This is Xu Qin’s most intuitive feeling since she moved to vivo and worked for one year.

Vivo’s employees are united and exclusive. If you are a social recruiter with certain work experience, it is difficult to integrate into this group. Unless you really identify with and integrate into this culture, but there are very few such people, and more of them are pretending to be responsible. This creates a problem, bad money drives out good money and is eliminated in reverse. The part that can be left in the end seems to be responsible, but in fact, people who have great means will live better.

Vivo has always promoted the management model of a big family model. Most of the people who have been trained in this cultural model have a strong sense of corporate cultural identity and even a sense of belonging.

“These people are actually quite simple. They are content with the status quo and have strong obedience.” Xu Qin thinks that this group is too “Buddhist” and it is difficult for her to integrate into it, and of course she doesn’t want to.

Before entering vivo, Xu Qin had a period of work experience and had formed her own working model; she had her own considerations for the value culture exported by the company. “I have my own ideas and values. If I want to smooth the edges and corners to integrate into this group, I can’t do it.”

Xu Qin could not accept a company like vivo that pursues too much collectivism and traditional values. In her opinion, work and life must be separated, and work should have strict rules and regulations. Relying on relationships and affection can indeed bring a lot of convenience to work, but this does not last long.

The most unbearable thing for her, who is accustomed to the fast pace, is to often hold some meaningless meetings. “After a 5-6 hour meeting, a set of implementation plans could not be discussed, and no decision was finalized. I really can’t. Understand the value of such meetings.” Meetings like this are often staged, causing them to work overtime until 12 o’clock. This aspect reflects the internal efficiency of vivo.

A person with a sense of crisis is actually not suitable to stay in this model of enterprise work. They feel that if they stay here for a long time, they will lose their vigilance and gradually lose the pace of social development. But “if you’re someone who is not creative, willing to be mediocre and looking for stability, then vivo is a good choice.”

Nowadays, many people in the industry have jumped from BAT. “Especially the junior leaders with certain qualifications. On the one hand, as they grow older, they are very tired of high-intensity work and want to change to a leisurely and stable job; on the other hand, because of the endorsement of BAT on their resumes, they It has strong competitiveness and salaries are also very impressive.”

A vivo employee said that the leader of their group came from Alibaba, and half of the group came from BAT. They have one thing in common: after working hard for many years, facing fierce competition in the industry, they finally chose to return to their comfort zone. “Compared to the previous employer, our leaders are very satisfied with the current pace, with less work and less pressure, and a lot of time to return to the family. To put it bluntly, we are here to retire.”

However, for those employees who entered vivo as soon as they graduated, if they wanted to jump out of this group, they would most likely hit a wall. Because the set of training they received is very traditional, their thinking has been solidified over time, and they have gradually become disconnected from the outside world. People cultivated by this “Buddhist” culture can no longer keep up with the current “wolf” competitive environment.

This is the case with Chen Wei. He was not able to adapt to the work rhythm of the new environment at first. “After stepping out of the comfort zone, I couldn’t keep up with the rhythm of the new work for a long time. However, I am a channel, and the work content Compared with other industries, it is similar. If you are another brand, there will not be too long a transition period. If someone intends to develop across industries, please proceed with caution, because no one will lead you, and self-confidence can easily be broken. “

Vivo is too conservative, which is the main factor for Chen Wei’s decision to leave. He believes that being conservative means that the development space is limited. When the industry is at its peak, not innovating will only go downhill. From the perspective of long-term career development, you should jump out of this circle and find another way out for yourself. After resigning from vivo, Chen Wei changed several jobs one after another, but the salary and pressure increased almost simultaneously. Gradually, he missed the days when he was at vivo.

“I have also heard of people who came out of vivo, wandering around the outside world, and finally choosing to go back.” Although Chen Wei has been away from vivo for some years, he still often pays attention to the company’s trends. Although he missed it, he never thought of going back, “My self-esteem does not allow me to regret it, and I have to grit my teeth and persevere no matter how difficult it is.”

He told Photon Planet that if he had the chance to make another choice, he would still leave vivo. “Compared to the outside world, although vivo is good, I don’t want to be a frog in warm water.”


The cultural attributes of vivo have created a group with strong obedience. Employees reflect this identification with the company in their lives. Some people set their mobile phones, computer desktops, and even their avatars as pictures related to the company. This fully proves that the executives of vivo have strong interpersonal and organizational management skills.

But this has also created a group of employees who lack edges and corners and have no personality. In a sense, in the market environment where the performance of the mobile phone industry overflows and lacks innovation, “slow companies” such as vivo can still live very well.

Vivo, which sticks to one corner, is dedicated to seeking stability. This traditional and conservative concept sometimes obliterates the creativity of the company. OPPO is constantly testing its own boundaries, and it seems that there is not much gap between it and vivo.

In comparison, OPPO is more adventurous and creative. In the early days, OPPO relied on its own retail foundation and strong marketing model to rapidly expand the market and successfully squeeze into the top of the industry. Later, vivo also successfully reproduced the OPPO model. I have to say that OV seized the opportunity in that particular environment.

An industry insider said that the industry has now entered a bottleneck period, and no one has innovated, and most of the new products are changing the soup instead of the medicine. The so-called product iteration is actually just to relieve anxiety, and the fundamental problem has not been solved at all.

Faced with so many uncertainties right now, no one can say which conservatives and reformists will be the real winners.

(Disclaimer: This article only represents the author’s point of view and does not represent the position of

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