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时间:2022-10-05 08:09 点击次数:
  本文摘要:Xiaomi, the Chinese smartphone maker, said that its revenues in India had exceeded $1bn last year as it looks abroad for growth amid continuing competitive pressures at home.中国智能手机制造商小米(Xiaomi)回应,该公司去年在印度的营收已多达10亿美元。


Xiaomi, the Chinese smartphone maker, said that its revenues in India had exceeded $1bn last year as it looks abroad for growth amid continuing competitive pressures at home.中国智能手机制造商小米(Xiaomi)回应,该公司去年在印度的营收已多达10亿美元。国内持续大大的竞争压力于是以促成小米谋求在境外构建快速增长。

Chinese-owned technology companies have so far led the smartphone market in India. The subcontinent is seen as the next big untapped market for mobile makers at a time when growth has begun to flag elsewhere.到目前为止,中资高科技企业引导着印度的智能手机市场。在其他地区快速增长已开始衰退之际,这块次大陆被视作移动设备制造商下一个极大的未研发市场。

Sales of Xiaomi’s smartphones in the country more than doubled from 3m to about 6.5m, Shou Zi Chew, its chief financial officer, told the Financial Times in an interview.小米首席财务官周不受资(Shou Zi Chew)在拒绝接受专访时告诉他英国《金融时报》,小米智能手机在印度的销量从300万部快速增长至650万部左右,减少了一倍以上。“What this [$1bn] milestone shows is we have successfully stepped out of China into the global arena,” he said at the Consumer Electronics Show in Las Vegas, where Xiaomi is exhibiting for the first time.他在拉斯维加斯消费电子展(CES)上回应:“这一(10亿美元的)里程碑证明,我们已顺利走进中国,攀上全球舞台。”今年,小米首次在该展览展览。

“2016 was a watershed year for us as we truly became an international company.”“对我们来说,2016年是个分水岭,我们确实沦为一家跨国公司。”Xiaomi is among the top three smartphone companies by sales in India, alongside Huawei and Lenovo’s Motorola.小米和华为(Huawei)及误解(Lenovo)旗下的摩托罗拉(Motorola),是印度销量前三的智能手机公司。

To achieve that in just a couple of years, Xiaomi “replicated our Chinese strategy” of focusing on online sales and an ecosystem of companion products, championed by a passionate community of what it calls “Mi fans” instead of traditional advertising, Mr Chew said.周不受资回应,为了在意味着两年时间内构建这一目标,小米“拷贝了我们在中国的战略”,探讨于在线销售和设施产品生态系统,并由被小米称作“米粉”的热心群体(而不是传统的广告营销)宣传。However, after a period of breakneck growth leading up to 2015, Xiaomi has struggled to maintain momentum in China in the past two years, losing its position at the top of the world’s largest mobile market to local rivals such as Oppo and Vivo.不过,在经历了截至2015年的爆炸性增长期之后,过去两年小米无法保持在中国的增长势头,在全球仅次于移动市场中国让OPPO和vivo等国内竞争对手夺去了桂冠。Mr Chew would not say whether Xiaomi’s global sales grew last year, after it missed its revenue targets in 2015.周不受资不愿透漏去年小米在全球的销量否减少。此前在2015年,小米没能构建其营收目标。

“The company has grown in a way we wanted it to grow...where we want it to grow,” he said. Instead of prioritising growth or market share gains at any cost, Xiaomi has focused on increasing efficiencies in its online sales and distribution and developing its “ecosystem” of companion Mi products.他说道:“小米在以我们期望的方式……在我们期望快速增长的地区……快速增长。”小米未计代价地把快速增长或抢占市场份额摆在首位,而是把注意力放到提升其在线销售和分销的效率、发展小米设施产品的“生态系统”上。These range from internet-connected air purifiers and rice cookers to its wildly popular Mi Band fitness tracker, which has sold more than 23m units.这些产品还包括联网的空气净化器、电饭煲,以及人气爆棚、已销售逾2300万部的小米手环(Mi-Band)健美追踪设备。Xiaomi focuses on smartphones, TV sets, wireless routers and laptops, while it has invested in or supported 77 start-ups which together have sold more than 50m connected devices that tie into its central Mi Home app. A handful of these Mi ecosystem companies have exceeded Rmb1bn in sales, he said.周不受资回应,小米探讨于智能手机、电视机、无线路由器和笔记本电脑。

同时,该公司无意77家初创企业投放资金或不予反对。把这些都特一起,被捆绑至小米智能家庭(Mi Home)核心应用于的可联网设备销量已多达5000万部。他说道,有几家此类小米生态系统企业的销售额已多达10亿元人民币。

Many of those companion devices are on show at CES, where Xiaomi unveiled an ultra-thin TV set.许多此类设施设备在拉斯维加斯消费电子展上亮相。小米在展览上公布了一款超薄电视机。

After its early success in India, Mr Chew said that Xiaomi was now increasingly confident that it could take its operating model, which he likened to a blend of Japanese homewares brand Muji and US discount retailer Costco for its combination of affordable quality and ultra efficiency, to other countries, including “the key big emerging market countries, Europe and the US”.周不受资回应,在印度获得可行性顺利之后,对于把这种运作模式推展至还包括“最重要新兴市场大国、欧洲和美国”在内的各国,小米如今更加有信心。他回应,这种运作模式把负担得起的品质和超高效率结合,很像日本家居品牌无印良品(MUJI)和美国优惠零售商好市多(Costco)的混合体。“The US is an important market for us,” he said. “We want to enter in the right way.”他说道:“对我们来说,美国是个最重要市场。

我们期望以准确方式转入美国市场。”So far, Chinese handset makers have largely struggled to gain meaningful distribution and sales in the US, where Apple and Samsung dominate.到目前为止,在苹果(Apple)和三星(Samsung)占到统治者地位的美国,中国手机制造商在相当大程度上很难修筑有意义的分销和销售格局。Mr Chew joined Xiaomi in mid-2015 from Yuri Milner’s DST Global, a significant investor in the seven-year-old Chinese company.周不受资是在2015年中从尤里米尔纳(Yuri Milner)的DST全球(DST Global)跳槽到小米的。

DST全球是正式成立七年的小米公司的一个主要投资方。Xiaomi raised $1.1bn at a valuation of $45bn in late 2014, making it one of the world’s most valuable private tech companies.2014年底,小米以450亿美元的估值筹得11亿美元,沦为全球最有价值的私人股权高科技企业之一。At the end of 2015, as sales began to wane in China, Xiaomi determined that “blind growth is dangerous”, he said. “We will always pursue the highest quality, the most cost efficient channels and return the cost savings to consumers. That is the way we have chosen to grow in 2016.”周不受资回应,2015年底,随着在中国的销售开始衰退,小米确认“盲目快速增长十分危险性”。

“我们将一直执着最低品质和成本效率最低的渠道,将节省下来的成本归还消费者。我们自由选择用这种办法在2016年获得快速增长。”Despite not raising new capital for more than two years, Mr Chew said “we don’t need to” raise more funds. “There is no reason to believe we are not profitable,” he said.尽管小米有数两年多没筹措新的资金,但周受资回应“我们不必须”再行筹措更加多资金。




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