Bolts of recent trouble-Huawei Huawei, Huawei phones-IT news

There is an old saying in China: the great honours. Recent rapid growth in the global smartphone market Huawei′s recent trouble.

First has industry people for Huawei phone business of high-speed growth, from management schema of angle think should will now of Huawei according to enterprise level business and consumers business split into two home independent of company listed; second has industry people to Huawei phone lack independent bottom operating system of support for by, think Huawei phone currently of heavy hardware innovation (so-called of black technology) not has challenge and overtaking Apple of strength; last is has rumors said, Huawei for Le depending on large dug angle Huawei backbone employees, At the top management level EMT has set up a "play music".

Spin-off: 1+1 is greater than 2 but 1-1 is less than zero

If we take a look at the so-called Huawei should be divided, or what the condition is and when to split that divided? Whether a company should be in accordance with the business split is actually quite a complex issue, other than one or two sentences, or simply writing articles can say. Therefore we only quite "skins" to talk about in terms of our views .

First from revenue of angle see, although said Huawei phone where of consumers business last year growth rapid, but from its revenue by accounted for Huawei overall revenue 30% (1/3) around see, consumers business of body volume and no big to can forks of scale, more important of is, from profit of angle see, although Huawei no announced its consumers business actual of profit digital, but from Huawei Chief Financial Officer Meng Wanzhou said of Terminal profit capacity and Shang a years is flat of level, income scale growth, speech see, Huawei consumer business profits is even less sufficient to support its independence, once independent, consumer business revenue and profit gap is likely to cause adverse side effects .

Second is Huawei consumers business go to today, except itself of innovation and marketing strategy outside, let its sales and ASP (average price) constantly rose of main reasons one of of brand visibility of upgrade, and Huawei whole enterprise through innovation years accumulation down of products spleen visibility is inseparable, that is, Huawei consumers business today of brand visibility of established, both itself of reasons, also has zhiqian Huawei accumulation down of inherent brand effect of extends and power , even in some when This extension and booster effects throughout its consumer business real product information.

For example Huawei consumers business in mentioned innovation (for example patent, and development input) and competition of differences of advantage (for example phone excellent of communications capacity) actually are is from Yu whole Huawei enterprise, certainly we here is not denied Huawei consumers business itself of innovation, but take this description both currently one by produced of benign of collaborative effect, and Huawei Chief Financial Officer Meng late boat by said of this year and next year on Terminal of requirements is do more brand construction of speech seems to also from side proved, consumers business of brand also enough hard, Or implicitly told the industry, consumer business far from independent level. And mentioned collaborative effect, Huawei rotating CEO Guo Ping recently on media said of Huawei Terminal in development in the great borrowed has group of technology and global more than 170 multiple national of logistics support system, future still will insisted this strategy, not consider listed or other capital operation arrangements of speech again confirmed this collaborative effect except innovation, and brand external, in channel, especially overseas channel, aspects by produced of power.

Finally, ren zhengfei, Huawei′s boss′s management style, the "big group, multidisciplinary" (borrowed from using military terminology are always good at) Group of coordination and mutual support is always advocated and effortless, and Huawei cloud, pipe, port strategy. So once the split, not to say contrary to the company′s overall strategy, also has the potential to make the volume is huge, Huawei Technologies, and the rapid increase of volume plummeted . So far, in fact, if we assume that no company′s consumer business, Huawei′s revenue to directly reduce 1/3, but in view of its main operators of business cycle longer, slower Recovery Fund, growth slowed. Huawei, both in terms of volume, growth is supporting operations, definitely not as good as they are today in terms of cash flow, which means that consumer business is also crucial for Huawei′s overall business. Speak more generally, consumer business with Huawei as a whole acts as a rapid turnaround in the business′s cash flow, maintain body weight, Huawei′s main operator of business outside of volume, more focused on profits, plus the right to both, regardless of strategy implementation, the actual operations or propaganda is more good than harm .

Operating systems and ecology: the necessity and feasibility for subzero temperatures keep cities without siege

Next we′ll look at the industry′s so-called Huawei Huawei, the lack of the underlying operating system is challenging and the comments go beyond Apple′s biggest weakness. To say the truth, we think this is a false dichotomy. Solely from the perspective of the underlying operating system, is not only the company, none of the mobile phone manufacturer in the world can rely on their own operating system and around which to build eco-challenge and catch up with Apple, at least not yet. And only pose a threat to Apple, or at least greatly exceed Apple′s market share is Google′s Android and its ecosystem, and the well known fact that,Android is the "many hands make light work" on a number of strategies to achieve this overwhelming. Heads up, manufacturers, I′m afraid the most typical is Samsung . But from zhiqian of Bada to now of Tizen, Samsung in phone industry build and established home operating system and ecological system of target always no achieved, need description of is, Samsung is in its phone (hardware) occupies absolute advantage of situation down development home operating system and ecological system of; second is as software, exact to said is to operating system started of Microsoft, its in phone industry in the playing spell years, but currently of market share also but 3%~4% around, and used of is and Google also of "Many hands make light work" policies, and have their own phones (hardware) Lumia. But this Samsung hardware or none of the advantages of Microsoft software into its system and ecological advantages, creating separate operating systems and ecosystems is very difficult .

We give examples of Samsung and Microsoft, in addition to trying to make in the present Apple and Google attracts mobile industry almost over 90% of operating system and under the condition of ecosystems, to independently build their own operating systems and eco-system much more difficult, and more have argued is necessity and feasibility . Huawei is really necessary to build their own operating systems and ecological systems? 10,000 step back and say, even if there were, if the possibility is zero, or to enhance their own competitiveness and influence is very small, running to thousands of characters to explore, in addition to outside the Gallery, seems to have no value, might as well explore the challenges under the existing resources and advantages, and even catch up with a practical way. We should add that is, from the perspective of investors, and Apple′s own hardware remains its core, the so-called eco-only operating systems and is "moat" Defense rather than hardware, "siege" means , which Apple recent 8 losses were due to that hardware innovation bottlenecks caused sales declines in the industry has also been confirmed. So-called city is not or is no longer expanded, moat, where is the meaning? As for Huawei, beyond Apple′s primary task is to "siege" (far from the Apple "the city"), the first to surpass Apple in hardware sales, according to Huawei mobile phone is currently growing and Apple iPhone "sideways" performance, the three years beyond the Apple is the most realistic path. Of course, we are not here to deny that to build their own operating systems and ecological significance, but should be combined with industry trends, enterprises ′ own resources depend on the specific characteristics and industrial competition. Otherwise, it may lead to the decentralization of resources and unnecessary risk, and hysteresis "siege" of time and miss the "siege" of opportunity.

"Fight music": this non-root phase why too fast

Last is called Huawei set up "play music" rumors say, our instinctive reaction is to see the news video "made" this rumor, was simply trying to make up her own with Huawei. Because other than the phone, we can′t seem to find any overlap. Whether their business model (a life is based on technology innovation, is the capital of hype for a living), and is the main core of business.

Even if only the intersection of the mobile handset business, both in terms of volume was influential is not comparable. Imagine a year in million units shipped, the ASP keep up and all over the world, with annual revenue up to 129.1 billion yuan; another year shipped millions of units, based on cost or even below cost price and sales in the Chinese market, and annual revenue 6.089 billion yuan (2.097 billion loss) how could it compare? Think of music as before the customary "who sprayed fire who, with who target" mode and the capital, maintaining visibility, especially with the industry′s "fire" corporate exposure, exposed over the "playing music" and talk of a comfortable sense.

As mentioned at the beginning of this article, companies resulting in the wind will not subside, and our current industry needs "static tree", remove the "wind" of the impetuous, and don′t let the "wild wind" blowing through a supposed rational enterprise and industry.

树大招风，华为最近比较烦 - 华为,乐视,华为手机 - IT资讯

中国有句俗话：树大招风。最近在全球智能手机市场高速成长的华为最近就比较烦。

首先有业内人士针对华为手机业务的高速成长，从管理架构的角度认为应该将现在的华为按照企业级业务和消费者业务拆分成两家独立的公司上市；其次有业内人士以华为手机缺乏自主底层操作系统的支持为由，认为华为手机目前的重硬件创新（所谓的黑科技）不具备挑战和赶超苹果的实力；最后就是有传闻称，华为针对乐视大量挖角华为骨干员工，在最高经营层EMT成立了“打乐办”。

分拆：1+1大于2但1-1会小于零

我们先来看看所谓华为是否应该一分为二，或者说一分为二的条件是什么及何时一分为二？实际上一家企业是否应该按照业务拆分是相当复杂的问题，非一两句话或者简单写篇文章就可以说透的。所以我们也仅是从相当“皮毛”的角度来谈谈我们的看法。

首先从营收的角度看，虽然说华为手机所在的消费者业务去年增速迅猛，但从其营收所占华为整体营收30%（1/3）左右看，消费者业务的体量并没有大到可以自立门户的规模，更为重要的是，从利润的角度看，虽然华为没有公布其消费者业务实际的盈利数字，但从华为首席财务官孟晚舟所言的终端盈利能力和上一年是持平的水平，收入规模增长等言语看，华为消费者业务在利润方面恐怕更不足以支撑其独立，即一旦独立，消费者业务营收和利润的巨大反差很可能给其造成不利的负面影响。

其次是华为消费者业务走到今天，除了自身的创新和营销策略外，让其销量和ASP（平均价格）不断上升的主要原因之一的品牌知名度的提升，与华为整个企业通过创新多年积淀下来的品脾知名度也是密不可分，也就是说，华为消费者业务今天的品牌知名度的确立，既有自身的原因，也有之前华为积淀下来的固有品牌效应的延伸和助力，甚至在某些时候，这种延伸和助力效应还贯穿在了其消费者业务实际产品的宣传中。

例如华为消费者业务在提及创新（例如专利、研发投入）和竞争的差异化优势（例如手机超卓的通信能力）其实均是来自于整个华为企业，当然我们这里并非否认华为消费者业务自身的创新，而是借此说明二者目前合一所产生的良性的协同效应，而华为首席财务官孟晚舟所称的今年和明年对终端的要求是做更多品牌建设的言论似乎也从侧面证明，消费者业务的品牌还不够硬，或者含蓄地告诉业内，消费者业务远未到独立的水平。而提及协同效应，华为轮值CEO郭平近日对媒体所言的华为终端在发展中极大借用了集团的技术以及全球170多个国家的后勤支撑系统，未来仍会坚持这种战略，不会考虑上市或其他资本运作安排的言论再次证实这种协同效应除了创新、品牌等外，在渠道，尤其是海外渠道等方面所产生的助力。

最后就是从华为老大任正非的管理风格看，“大集团，多兵种”（借用任总最擅长运用的军事术语）集团式的协同作战和相互支撑是其一直倡导且驾轻就熟，并提出了华为的云、管、端战略。所以一旦拆分，先不说有悖于华为的整体战略，还有可能让本是体量庞大，且不断庞大的华为的体量骤减。其实到目前为止，如果我们假设没有华为的消费者业务，华为的营收将直接减少1/3，而鉴于其主营的运营商业务周期性较长，回收资金较慢，增速减缓。华为无论是从体量、增速还是支撑企业运营的现金流等方面绝对不会像今天这般好看，也就是说消费者业务对于华为整体业务也是至关重要。说得更通俗点，消费者业务在华为整体业务中充当的是保持快速周转的现金流，维持体量，华为主营的运营商业务除体量外，更侧重于利润，二者权加，不管是战略的贯彻执行、实际的运营，还是对外宣传都是利大于弊。

操作系统和生态：必要性与可行性为零下的守城而非攻城

接下来我们再看看业内所谓的华为缺少底层操作系统是华为挑战和超越苹果最大的软肋的评论。说句实在话，我们认为这个话题是个伪命题。因为单从底层操作系统的角度看，不仅是华为，全球没有任何一家手机厂商可以靠自己的操作系统及围绕其打造的生态挑战和赶超苹果，至少目前没有。而惟一对苹果造成威胁，至少从市场占有率上大幅超越苹果的是谷歌的Android及其生态系统，而众所周知的事实，Android采用的是“众人拾柴火焰高”的策略才取得这种数量上的压倒性优势。至于单挑的厂商，恐怕最典型的就是三星。但从之前的Bada到现在的Tizen，三星在手机产业打造和建立自家操作系统和生态系统的目标始终没有实现，需要说明的是，三星是在其手机（硬件）占有绝对优势的情况下来发展自家操作系统和生态系统的；其次就是作为软件，确切地说是以操作系统起家的微软，其在手机产业中打拼多年，但目前的市场占有率也不过3%～4%左右，而且采用的也是与谷歌同样的“众人拾柴火焰高”的策略，且有自己的手机（硬件）Lumia。但这种类似三星硬件或者微软软件上的优势均未转化成其系统及生态的优势，可见打造独立操作系统及生态系统的难度。

我们在此举三星和微软的例子，除了想说明在当下苹果和谷歌占据手机产业近乎90%以上的操作系统及生态系统的前提下，再去独立打造自家操作系统和生态系统的难度有多大外，更想说明的是必要性和可行性。即华为真的有必要再去打造自己的操作系统和生态系统吗？退一万步说，即便有，如果可行性为零的话，或者对于提升自身竞争力和影响力很小的话，洋洋数千字去探讨，除了哗众取宠外，似乎没有任何价值，倒不如探讨下在现有资源和优势下挑战，甚至赶超的现实路径。需要补充说明的是，从投资者和苹果自身看，硬件仍是其核心，所谓的操作系统和生态仅是“护城河”的防御而非硬件的“攻城”手段，这从苹果股价近期的8连跌均是由于业内认为其硬件创新遭遇瓶颈导致销量下滑也得到了证实。所谓城不在或不再扩大，护城河的意义又在哪里？而对于华为而言，超越苹果的首要任务就是“攻城”（远非到了苹果“守城”的地步），即首先在硬件的销量上超越苹果，而按照华为手机目前的增势及苹果iPhone“横盘”的表现看，三年内超越苹果是最现实的路径。当然我们在此并非否认打造自主操作系统和生态的重要意义，但需要结合产业趋势、企业自身资源优势和产业竞争的具体特点而定。反之，则有可能导致资源的分散和不必要的风险，进而迟滞“攻城”的时间和错过“攻城”的良机。

“打乐办”：本非同根生相煎何太急

最后就是所谓的华为成立“打乐办”的传闻，说心里话，看到这个消息我们最本能的反应是乐视“造”出的这个传闻，无非是想让借助华为抬高自己。因为除了手机之外，我们似乎找不到双方任何的交集。无论是二者的商业模式（一个是以技术创新立命，一个是以资本运作的炒作为生），还是主营的核心业务。

即便仅有的交集的手机业务，双方无论从体量还是影响力上也不具可比性。试想一下，一个年出货以亿为单位、ASP保持上涨且遍布全球、年营收达到1291亿元人民币；另一个年出货以千万为单位、以成本甚至低于成本价且仍以中国市场销售为主、年营收60.89亿人民币（亏损20.97亿）怎么可能相提并论？而联想到之前乐视惯用的“谁火就喷谁，就拿谁当靶子”和资本运作的方式，保持曝光度，尤其是与业内“火”的企业的曝光度，曝出“打乐办”的传闻也就自在情理之中了。

正如本文开头所述，树大招风导致的结果就是树欲静而风不止，而我们当下的产业环境太需要“树静”，去除“风”带来的浮躁，且莫让“乱风”吹乱了本该理性的企业和产业。