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C114讯 4月4日下午消息（蒋均牧）华为消费者业务将在3年内实现年销售收入1000亿美元、5年内实现1500亿美元，华为今日发布的内部通知显示。

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根据通知，为促进消费者BG进一步抓住业务发展机遇，实现“规模增长”和“效益提升”双赢式的高质快速增长，华为决定在现有运作机制基础上，继续探索与实施以“机关手放开、业务放开手”、“机关管住钱、业务用好权”、“钱要体现集团意志、权要听得到炮声”为特征的消费者BG相对自主经营、自主管理的业务运营模式。

消费者BG将在公司董事会确定的业务边界及业务目标内，在公司中央集权监管下，3年收入达到1000亿美金、5年达到1500亿美金、年度税前利润率不低于预定目标值为经营目标；以内外合规为底线目标、有效管理库存风险、以中央集权监管穿透为管理底座；以约定的粮食包、资产管理规则、年度研发费用不低于年度收入的X%（节约不归已）为边界，放手追求更高的业务发展目标，并形成人力刚性成本的自我约束。

根据华为最新发布的年报，2018年消费者业务收入首次超过运营商业务，达到3489亿元（509亿美元），同比增长45.1%，在整体收入中占比达到48.4%。

华为消费者业务CEO余承东4月2日在微博发文表示，消费者业务已经发展到一个全新的历史阶段，今年华为+荣耀很可能成为全球第一手机厂商。他表示，未来必须坚定方向，撸起袖子，埋头苦干，华为单品牌要做到全球第一，荣耀品牌做到中国前二、全球前四。

在日前举行的消费者业务“军团作战”誓师大会上，余承东亦发言称要关注用户体验、用户习惯、用户忠诚度和黏性这些最重要的指标，质量、安全隐私保护、服务满意度提升是消费者业务“木桶”的桶底，一定要牢记。他指出，在人工智能时代、全场景5G时代来临，消费者业务要打造生态，从种“水稻”变成种“果树”，才能够长期持续发展；要坚定不移地打造华为高端品牌守住南坡，荣耀也要守住北坡，这个任务必须完成；在当前外部形势下，做事一定要作风严谨，合规守法；一定要加强创新的能力，构筑持续发展的长期竞争力，“吃着‘碗’里的，还必须准备着‘锅’里的，看着‘田’里的”；要打造能领先对手、“甩别人几条街”的优势，不能有明显的短板，同时要构筑自己的长板。

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C114 News April 4 afternoon news (Jiang Junmu) Huawei consumer business will achieve annual sales revenue of $100 billion in three years and $150 billion in five years, according to Huawei's internal notice issued today.

According to the circular, in order to promote consumers'BG to further seize business development opportunities and achieve win-win, high-quality and rapid growth of "scale growth" and "benefit enhancement", Huawei decided to continue exploring and implementing "organ hands-off, business hands-off", "organ control money, business use right", "money should reflect the will and power of the group" on the basis of existing operational mechanism. "Gunshot" is a business operation mode characterized by relatively independent management and management of consumer BG.

Within the business boundaries and business objectives determined by the board of directors, under centralized supervision, consumer BG will achieve three-year revenue of $100 billion, five-year revenue of $150 billion, annual pre-tax profit margin of not less than the intended target value as the business objective, take internal and external compliance as the bottom line objective, effectively manage inventory risk, and take centralized supervision as the management base; Food bags, asset management rules, annual R&D costs are not less than X% of annual revenue (saving all the time) as the boundary, freely pursue higher business development goals, and form self-restraint of rigid cost of human resources.

According to Huawei's latest annual report, in 2018, consumer business revenue exceeded operator business for the first time, reaching 348.9 billion yuan ($509 billion), an increase of 45.1% year-on-year, accounting for 48.4% of total revenue.

Yu Chengdong, CEO of Huawei Consumer Business, wrote on Weibo on April 2 that the consumer business has reached a new historical stage, and this year Huawei + Glory is likely to become the world's first mobile phone manufacturer. He said that the future must be firmly oriented, roll up sleeves and work hard. Huawei brand should be the first in the world, and glorious brand should be the second and fourth in the world.

At the recent "Legion Battle" Oath Division Conference of Consumer Business, Yu Chengdong also said that we should pay attention to the most important indicators of user experience, user habits, user loyalty and stickiness. Quality, security and privacy protection, and service satisfaction are the bottom of the "barrel" of consumer business, and we must bear in mind that. He pointed out that in the era of artificial intelligence and the 5G era of the whole scene, the consumer business needs to create an ecology, from planting "rice" to planting "fruit tree" in order to achieve long-term sustainable development; to firmly build Huawei high-end brand to hold the South slope, glory to hold the North slope, this task must be completed; in the current external situation, work must be rigorous, abide by the law. We must strengthen the ability to innovate and build the long-term competitiveness of sustainable development. "Those who eat in the bowl must also prepare in the pot and watch in the field"; we must build the advantages of being able to lead the opponents and "throw away several streets", not having obvious shortboard, but also building our own long board.

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