Chinese consumer electronics company Honor established its flagship foldable smartphone overseas, venturing into a high-end market

September 4, 2023: Chinese consumer electronics company Honor established its flagship foldable smartphone overseas, venturing into a high-end market overwhelmed by Samsung and Apple.

The company said the Honor Magic V2 will go on sale in markets in Europe and elsewhere but not in the United States no later than the first quarter of 2024.

Honor was sold to a consortium of investors to spin it off from Huawei after the latter was slapped with several U.S. sanctions that cut it off from crucial technology and crushed its smartphone business, taking it from the No. 1 player in the world to a tiny part of the overall market.

Honor has been examining to chart its path since the spinoff, making a play, especially for the premium segment of the smartphone arena, and expanding overseas.

The Magic V2 is the company’s next foldable smartphone. The entire phone can be folded and unfolded.

Honor launched the handset in China in July, with the device starting at 8,999 yuan, and it has gotten off to a strong start. The Shenzhen-headquartered firm will be hoping for similar success abroad. Pricing has yet to be announced for the phone in global markets.

Honor commanded a 5.2% market share in the second quarter of this year, slightly higher than the 4.9% in the same period last year, and it remains a minor player in the market, according to IDC. China accounts for nearly 78% of Honor’s smartphone freight, highlighting its reliance on its domestic market.

Editor's Choice

Posts You Might Like

Harnessing Positive Energy | Munir Khalifa

Leaders should believe that hard work is the foundation of success because it can lead to improved results, personal growth, increased confidence, a sense of accomplishment, career advancement, and more tremendous success. Hard work can help people develop character, motivate themselves, overcome hardships, and achieve their goals. It can also help individuals develop new skills and abilities, leading to personal growth and development. By putting in extra effort and time, one can improve the quality and quantity of their work, leading to better results and outcomes.

The Game Changer | Marita Decker

FutureCourse is a mission-centric, vision-inspired, “for-impact” organization that works to unlock leadership potential and career sustainability/growth/momentum, especially in women and other minorities. While many organizations are focusing on women who have made it to the top, FutureCourse aims at those who are developing, and often struggling, as emerging leaders. They target what McKinsey/LeanIN has called the “broken rung.” “For every 100 men promoted to management, only 72 white women will be promoted, only 68 women of color, and only 58 Latina women.

Averting Disasters with Confidence | Kyle Molotkin

For Kyle Molotkin, the proudest moment as the CEO of Informanix Technology is when the people who have chosen to work with him see meaningful progress in their own lives. A staff member who gets a promotion and moves their family into a bigger house – or their first house – it’s all very rewarding for Kyle. “I think developing people is the greatest achievement you can have in business. Because people are your assets and they can take you towards success,” he elucidates. “I am constantly pushing my team to achieve more, from brainstorming ideas, pushing boundaries, and trying something brand new.

A Strategic Leader | Kevin Closky

The similarity between Accutec Blades and MPC Plating is Kevin Closky. A strategic leader who is responsible for their transformation from struggling organizations to profit-inducing ones.
As the COO of Accutec Blades, in four years, Kevin helped them negotiate a 4-year union contract, double the plant footprint in Mexico from 150 people to almost 300 people, add 25% more hourly jobs and 20% more salary positions in the Virginia branch, while increasing annual blade production from 640MM blades to 1 billion blades. These are no tiny feet but rather significant accomplishments for a company drowning with no resolutions.
As soon as Kevin was on board, he put in operating KPIs and processes in all areas, from Manufacturing, Supply Chain, Customer Service, Engineering, and Demand Planning, increasing performance on all metrics by 20-75%. Purchased/Implemented a new ERP system (On Time and in Budget). He reduced labor costs and operating costs every year per unit. He developed the next tier of leaders to take over and keep the momentum. This was about leaving a legacy for the company and people, and Kevin did what he had promised.

The-corporate-magazine-15

Leave us a message

Subscribe

Fill the form our team will contact you

Advertise with us

Fill the form our team will contact you​