That suggests a company trying to move from visibility to preference in Hungary.

BBJ: Where does Honor stand in Hungary today, and what would success look like over the next two to three years?

Bill Liu: The Honor brand has been present in the international market for 10 years. Since becoming independent [in 2020, it was previously a sub-brand of Huawei], Honor’s overseas business has grown significantly. Currently, our brand awareness in Hungary is very high, close to 90%. Our share in the carrier market is maintained above 15%, and we are especially strong in the EUR 300-600 price range. During some launches, such as Magic 8 Lite, we have exceeded 25% in certain carrier channels. In the next two to three years, we want to move closer to Hungarian users’ way of thinking, shift from product and technology leadership to emotional communication with users, and become a preferred brand in their minds.

BBJ: Why should a Hungarian consumer choose Honor over Samsung, Apple, or Xiaomi?

BL: We have built many strengths in innovation, from AI-related development to battery technology, eye-care displays, and durability. But the key question is how to create the most valuable experience by understanding Hungarian users. We found that they place particular emphasis on balancing work and family life while also enjoying the sharing of family moments. That is why this May, we will launch Magic Ring in Hungary, which will be the first European market where we promote it. Magic Ring connects devices across the Android ecosystem and also enables seamless connection between Android and iOS phones. Understanding local consumers and offering innovations that deliver real value is where our differentiation lies.

BBJ: Is growth in Hungary being driven more by flagship models or by the mid-range and entry segments?

BL: It is driven by a healthy balance between the two. Flagship devices play a very important role in building the brand by showcasing our latest technologies, innovations, and AI capabilities. At the same time, the mid-range and entry segments are essential in scale terms, because that is where a large part of market demand sits. Our strategy is not about choosing one over the other, but about offering a well-balanced portfolio so different users can find a device that fits their needs and lifestyle.

BBJ: Why is Hungary strategically important within your wider regional roadmap?

BL: Hungary plays an important role in our Central and Eastern European strategy because it combines strong technological openness with a well-developed retail and operator ecosystem. This allows new products and technologies to reach users quickly and generate valuable feedback. From a regional perspective, Hungary often serves as a reference market. The insights we gain here, from user behavior to partner cooperation, help shape how we introduce new devices and experiences across other markets in the region.

BBJ: What can Honor bring from Asian markets, and where does Hungary require a different approach?

BL: Asian markets, especially China, are highly competitive and fast-moving, and that has shaped Honor in terms of speed, innovation, and the ability to translate technology into meaningful consumer benefits. But Honor is not defined as a Chinese brand or an Asian brand. We are a global technology brand. While our headquarters are in China, our approach is built on open collaboration with best-in-class partners around the world. At the same time, being global also means being locally relevant. Hungarian consumers tend to make rational, value-driven decisions. Trust, durability, and long-term experience often matter more than fast-changing trends. So, Honor combines global innovation with local understanding.

BBJ: How serious is Honor about building a real business presence in Hungary?

BL: Honor’s strength has always been its strong consumer foundation, and that remains central to our strategy. At the same time, we clearly see growing interest in our devices among professional and business users. Our approach is not to separate these worlds, but to build on the same technology platform that already serves millions of consumers. Devices that are reliable, powerful, and easy to integrate into everyday workflows naturally become attractive in business environments as well. In Hungary, building an Honor business presence means gradually expanding partnerships, supporting professional use cases, and strengthening the ecosystem around our devices.

BBJ: Where are you seeing the strongest traction on the business side?

BL: Our current priority is to scale through channel-led growth, especially in close partnership with major telecom operators and retail partners. These remain the most important touchpoints for consumers, and we are seeing the strongest traction there, both in terms of visibility and conversion. At the same time, this channel strength is creating a natural entry point into broader business segments. We are seeing increasing momentum in SMEs, where customers prioritize practicality (battery life, durability, and consistent performance), which aligns well with our product strengths.

BBJ: In practical terms, what does stronger business penetration mean in Hungary?

BL: It means winning in our core channels. That includes deeper telecom operator partnerships to scale reach and trust, and broader retail distribution to ensure easy access for consumers. It is not just about expanding the footprint, but also improving the quality and impact of every touchpoint.

BBJ: How do you make AI commercially meaningful in Hungary, especially for business users?

BL: AI is a central part of Honor’s strategy, but its real value lies in practical everyday use rather than slogans. In a business environment, this often means improving efficiency, helping people manage information more easily, simplifying routine tasks, and saving time. Beyond the professional context, AI also creates value for everyday users, whether that means creating content, capturing moments, or turning ideas into results more easily. Our goal is to make AI genuinely useful for everyone.

This article was first published in the Budapest Business Journal print issue of March 27, 2026.