Haier's development history (simple, not too complicated~!) And Zhang Ruimin's profile

The rise of Haier is a "myth".　From the end of 1984 to 2000, Haier recorded an average annual growth rate of 80% of the turnover of the miraculous speed, since 1995, the cumulative total of 5.2 billion yuan of tax payments, the enterprise brand value of 33 billion yuan, in 2000 and recorded a global turnover of 40.6 billion yuan, exports of 280 million U.S. dollars, profits and taxes of 3 billion yuan of this amazing figure. And this "myth" is headed by Zhang Ruimin entrepreneurs with indomitable, striving to be the first **** the spirit of the proletariat, the spirit of national entrepreneurship created.　In 1984, the predecessor of Haier - Qingdao Refrigerator Factory is still only a collective factory, the deficit of 1.47 million yuan, annual sales income of only 3.48 million yuan. The 600 employees were already disorganized. In three consecutive changes in the factory director is still "sick" under the predicament, December 26, 1984, 35-year-old Zhang Ruimin from the Qingdao Home Appliances Industry Corporation on the position of deputy manager, formally took office as director of this small factory. For Zhang Ruimin at that time, this is definitely a kind of "critical orders".　Zhang Ruimin took office on the proposed: "defective product is scrap." Under the guidance of this idea, in 1985, Zhang Ruimin took the lead to smash all 76 refrigerators with quality defects. Today, the "famous" sledgehammer in Haier Science and Technology Museum tells the story of quality and brand. This hammer is not only the quality of consciousness, smashed out or a new concept, from now on, quality consciousness solidly printed in the hearts of Haier people.　Haier did seven years of refrigerators, from the refrigerator to other home appliances, there were many domestic debates, many people believe that, according to the strength of the enterprise, and then do other products may not be able to do a good job, but Zhang Ruimin put forward his own point of view: "the East lights up and then light up the West". Do a good job with the refrigerator, and then do the second and third products, gradually expanding the scale.　In order to do a good job of each product, Zhang Ruimin asked employees to "do better every day than yesterday". He played a very graphic analogy, a dollar deposited in the bank, if its interest rate is 1%, compound interest, to 70 days, with interest will become two dollars. If every day's work is 1% higher than yesterday's, the efficiency will be doubled after 70 days. Therefore, every Haier employee should do everything to the best of his or her ability every day.　"The East is bright and then bright West", "slope sphere theory" concept, the direct birth of the "diversification strategy" The enterprise expanded, Zhang Ruimin and brewed up "Slope sphere theory", that is, an enterprise in the case of bigger and bigger, must rely on two forces, one is the stopping power, can not let the ball slide down the slope, to constantly improve the basic management. The other is the upward force, that is, innovation, continue to let the ball roll upward. It is also relying on this "upward force". 1992, Haier bold decision-making, the preparation of the largest domestic home appliance industrial park, in 1995, Zhang Ruimin led 5,000 employees to move the headquarters of Haier to Qingdao High-tech Zone, the realization of Haier's second venture of a major strategic shift. It is also relying on this "upward force", Haier has merged 18 enterprises, *** revitalization of 1.8 billion assets, including 500 million losses, all enterprises to turn losses into profits. Red Star Appliance Factory was originally the production of washing machines factory, was merged by Haier net assets of only one hundred million, but the loss of 250 million, after the merger of Haier sent only three people to the staff or the original staff, equipment or the original equipment, merger of the loss of 7 million in the same month, the second month of the loss, to the fifth month that is more than 1 million in profit. Later, this case became the object of Harvard University professor's research, that is, "Haier's cultural activation of shockfish" case.　The implementation of the innovative idea of "first difficult, then easy" has directly become the precursor of the implementation of internationalization strategy Haier wants to go out of the country, how to go out? Zhang Ruimin put forward the "difficult before easy" idea, dare to go to the most stringent requirements of the country to go to sales, to production, and then to the developing countries.　In the 1990s, Haier in order to enter the German market, the certification work done for a year and a half, through the certification, the refrigerator will be shipped to Germany. Haier refrigerator exported to the German market, just happened to run into the German testing organizations on the German market for all the refrigerator quality testing, test results show that Haier first. They a **** test five items, each item is up to two plus, Haier got eight, the second place got seven. At this stage, Haier is not relying on low prices to enter the international market, but relying on local consumers to recognize the Haier brand. This is how Haier people gradually entered the German market and the U.S. market, and began the internationalization strategy. Haier refrigerators under 200 liters have accounted for 25% of the U.S. market share, Zhang Ruimin boldly decided to local production and local sales in the United States. Today, the Haier plant in South Carolina, USA, is the largest Chinese investment in the United States and covers the largest area. At the same time Haier set up a design center in Los Angeles, in accordance with the requirements of the United States localization.　Recently, Zhang Ruimin put forward the theory of "market chain": "market chain" is a kind of change to the straight-line functional organizational structure of Chinese enterprises, the core of which is to transfer the pressure of external competition to the internal, each person is no longer responsible for his superiors, but for his Each person is no longer responsible to his superior, but to his market. The relationship between all people is a market relationship, everyone has a market, the next process is his market. Everyone is also a market, and every employee is the market of the upper process. Haier is the No.1 brand of Chinese home appliances with a global turnover of 118 billion RMB in 2007, and has gained a higher and higher reputation all over the world. in March 2008, Haier was selected as one of China's Top Ten World-class Brands by the Financial Times of the United Kingdom for the second time. Mr. Zhang Ruimin, Secretary of the Party Committee, Chairman of the Board of Directors and Chief Executive Officer of Haier Group, is a graduate of the University of Science and Technology of China (USTC) and was born in January 1949 in Qingdao. "Born in Qingdao in January 1949, he was one of the "old three" during the Cultural Revolution and took over his father's job as a laborer. Has served as team leader, workshop director, factory director, deputy manager of home appliances company. 1984 was ordered to take over the Qingdao Refrigerator Factory, in Qindao Liebherr, Qindao Haier, so far Haier **** 17 years, with the staff *** with the creation of today's Haier Group. Work in the company more than 12 hours a day, no holidays. Business trip is often chosen on Thursdays, make full use of double holidays to do things, on Monday back to work on time, good single travel. He has the habit of writing diary, loves reading, makes good use of books, and writes good articles with rigorous logic. His motto is: "Do great things, not great things". Konosuke Matsushita and Jack Welch are his respected figures. born on January 5, 1949, Laizhou City, Shandong Province, December 1984, Director of Qingdao Refrigerator Factory, December 1995, received the MBA degree from the University of Science and Technology of China, December 1997, received the 1997 Outstanding Chinese Achievement Award from Hong Kong's "Asia Weekly", December 1999, Chairman of the Board of Directors, December 1999, named "Outstanding Chinese Achievement Award" by the Financial Times of the United Kingdom. In December 1999, Zhang Ruimin was ranked 26th among the 30 most respected entrepreneurs in the world by the Financial Times. In May 2000, Zhang Ruimin was re-designated as the Chief Executive Officer. In his management practice, Zhang Ruimin blended the essence of traditional Chinese culture with modern western management ideas, "absorbing, innovating and developing, and creating a home-grown culture", creating a competitive Haier culture with Chinese characteristics. From the OEC management model of "daily work, daily clean up, daily high", to the market chain management in which everyone faces the market, to the development model of "human-mono integration", to the business model of operational excellence, Zhang Ruimin's continuous innovation in enterprise management has won high appraisal from the management circles all over the world. The management world is highly evaluated. Until 2009, there have been Harvard University and the University of Southern California in the United States, the International School of Management in Lausanne, Switzerland, the European Institute of Management in France, the University of Kobe, Japan and other business schools*** made sixteen cases involving mergers and acquisitions, financial management, corporate culture, etc., especially the authoritative International School of Management in Lausanne, Switzerland, Haier to do the "Market Chain" case has been incorporated into the European Union. In particular, the "Market Chain" case made by the authoritative Lausanne International School of Management for Haier has been incorporated into the EU case database. In the era of information technology, Haier began the information process reengineering, focusing on creating operational excellence in the business model, known as "Haier's information revolution" by the management community.