corporate culture

Haier corporate culture center

catalogue

Haier Group (Overview)

Development article

1, three stages of Haier's strategic development

2. The development of Haier

3. Move in three directions

Management articles

1, four stages of Haier's management development

2. Haier management philosophy

3. Haier management mode

1.OEC management method

2. 1 one core

3.2 Three Basic Principles

4.3 PDCA

2. Management skills

5. 1 80/20 principle

2.2 Three steps to solve the problem

2.3 nine control elements: 5W3H 1S

2.4 6S

Conceptual article

1, our corporate culture

2. Our Haier spirit

3. Our Haier style

4. Our Haier concept

4. 1 survival concept

4.2 Concept of employing people

4.3 Quality concept

4.4 Marketing concept

4.5 the concept of competition

4.6 Market concept

4.7 after-sales service concept

4.8 export concept

4.9 Capital operation concept

4. 10 Haier's concept of technological transformation

4. 1 1 technological innovation concept

4. 12 concept of functional work service

5. Our two principles for the market

5. 1 Keep an eye on the market and create a good reputation.

5.2 Never say "No" to the market

Our innovative ideas

6、

6. 1 source theory

6.2 Resource theory? Integration force

6.3 Market Chain

6.4 SST

6.5 Zero Distance Sales

6.6 reputation

6.7 Eat "Huck Fish"

7. Our image language

7. 1 image language

7.2 standard fonts

7.3 Various product image terms

7.4 Haier Chinese and English standard fonts

8. Our image identification mark

9. Our mascot

10, always remind

1 1, problem warning record

12, thought warning record

13, our personal qualities

14, our ideological and political principles

15, our thinking

16, our operation mode

Our Haier group

Haier is the only well-known brand of household appliances among the first ten well-known trademarks published in China.

Under the guidance of President Zhang Ruimin's idea of building Haier's world famous brand, Haier Group has rapidly grown from a small collective factory with a loss of/kloc-0.47 million yuan to the first brand of white, black and beige household appliances in China. The products include more than 9,200 varieties in 58 categories, and the sales revenue of enterprises has increased by 8 1.6% annually. During the period of 1999, the group's domestic and international turnover reached 26.8 billion yuan, of which industrial sales income was 21200 million yuan. At present, the group has more than 20,000 employees, and Haier's market share of refrigerators, freezers, air conditioners, washing machines and other products ranks first in the country.

With the strategy of "easy before difficult", Haier has achieved international market expansion. At present, there are 36,000 overseas distribution outlets, and the products are exported to more than 90 countries and regions around the world, such as Europe, America, the Middle East, Southeast Asia, etc. The foreign exchange earned by Haier's products through export is/kloc-0.38 billion US dollars, doubling year-on-year. Haier has also set up factories in the United States, the Philippines, Malaysia, Yugoslavia and other countries, and is moving towards the goal of an international group.

1In August, 1997, Haier was identified by the State Economic and Trade Commission as one of the first batch of six technological innovation pilot enterprises in China, focusing on supporting the world's top 500 enterprises.

Haier's goal is to enter the world's top 500, create a world famous brand in China, and win glory for the nation.

Development article

The development course of Haier

1, three stages of Haier's strategic development

Brand strategy stage (1984- 1992)

Features: Only make a refrigerator product, explore and accumulate rich experience in enterprise management, lay a solid foundation for future development, and summarize a set of portable management models.

Diversification strategy stage (1992- 1998)

Features: from one product to multiple products (1984 only has refrigerators, 1998 dozens of products), from white electricity to black electricity, capital operation is carried out in the way of "eating Huck fish", tangible assets are revitalized with intangible assets, large-scale enterprises are made in the shortest time, and enterprises are strengthened with the lowest cost.

International strategic stage (1998 ——)

Features: The products are sold in batches in major economic regions around the world, and we have established our own overseas dealer network and after-sales service network. Haier brand has gained a certain popularity, credibility and reputation.

2. The development of Haier

From 65438 to 0984, Haier's predecessor, Qingdao Dongfeng Automobile Factory, was a small collective factory on the verge of bankruptcy, with more than 800 employees and only one secondary school student, producing small electromechanical products such as electric hoists. 1984 has a deficit of1470,000 yuan, and the enterprise is caught in the dilemma of not paying the monthly salary.

1984 65438+In February, Zhang Ruimin, who was appointed as the deputy general manager of Qingdao Household Appliances Company, was appointed by his superiors to set up Qingdao refrigerator factory and decided to introduce Liebherr refrigerator production line from Germany. This introduction belongs to the production technology of buying Liebherr refrigerator.

Guided by the idea of "famous brand strategy" put forward by President Zhang Ruimin, Qingdao Refrigerator General Factory stood out among many refrigerator factories with high quality and excellent service, and won the first national excellent gold medal in China refrigerator industry from 65438 to 0988.

19911On February 20th, Qingdao Refrigerator General Factory merged the former Qingdao Air Conditioning Factory and Debei Electric Refrigerator Factory to form Haier Group. After the establishment of the group, Haier products began to expand into the field of white goods by capital operation; 1September 1997, marked by the launch of Pathfinder and all-digital color TV, entered the field of black household appliances, and then entered the field of computers and mobile communications.

1992, our group acquired 800 mu of land in the east of Qingdao and 160 mu of land in the west of Haier Industrial Park, and established Haier Development Zone Industrial Park and Haier Information Industrial Park. 1On April 30th, 999, Haier Industrial Park was established in South Carolina, USA.

Over the past fifteen years, our group has been developing continuously and made great contributions to the country. At the same time, actively participate in social welfare undertakings. He has successively invested in the establishment of Laixi Hope Primary School, produced the animated film "Haier Brothers" 100, funded Qingdao Children's Art Troupe and Qingdao Education, and established Haier Science and Technology Museum to offer Haier sincerity to the society and repay the care of the society.

3. Move in three directions

At the beginning of 1999, when President Zhang Ruimin decided on the development idea of the enterprise, he clearly proposed that 1999 should be regarded as "Haier's internationalization year", and the nationalization strategy should be fully implemented to turn Haier into an internationally renowned brand. In order to achieve this goal, Haier Group has formulated a series of integration schemes such as rebuilding the internal structure of enterprises and improving their competitiveness, so as to ensure the realization of the goal of "Haier's internationalization".

On the guiding ideology of enterprise internal structure reengineering, President Zhang Ruimin proposed "three-way transformation".

3. 1 change of management direction: change from linear functional organization structure to business process reengineering (BPR) market chain.

Flattening: customer first is the center, and each process is a market for each other, which has become a flat structure rather than a linear function.

Informatization: customer first is the center, and each process becomes a market chain with continuous processes and smooth information.

Basis: In the past, enterprises aimed at maximizing profits, but now enterprises aim at maximizing customer satisfaction.

3.2 Market direction shift: from domestic market to foreign market.

Cognition: "Easy first, then difficult" to realize cognition, and let local consumers agree with Haier brand with quality.

Rooting: "Trinity" takes root, and the structure of "Trinity" takes root locally, including advertising.

Famous brand: meet the needs of local consumers in advance, raise funds locally, and build famous brands.

3.3 Industrial direction shift: from manufacturing to service industry.

Through the mode of zero-distance sales, the basis of online sales is formed.

Using information technology, networked management, networked marketing and networked procurement can be realized, laying the foundation for Haier's e-commerce.

Management articles

First, the four stages of Haier management development

From disorder to order (1984- 1988)

From order to system (1988- 1990)

From system to height (1990- 1992)

From height to extension (1992 ——)

Second, Haier's management philosophy

Slope sphere theory

Haier's Innovation —— the Power and Source of Haier's Development

The position of an enterprise in the market is like a small ball on an inclined plane, which needs an upward force (the push of the goal) to make it develop continuously; There is also a need for stopping power (basic management) to prevent the decline.

Third, Haier management model

1, OEC management measures

English abbreviation for "OEC" management method-every control in the whole is clear and clear.

"OEC" content-

Omnidirectional omni-directional

everybody

Every day

Everything, everything

C- control control

clean

"OEC" management method can also be expressed as:

Things are getting better every day.

That is to say, the daily work should be completed every day, and the daily work should be cleaned up and improved.

The "OEC" management method consists of three systems:

Target system → Nissin system → incentive mechanism

First, establish goals;

Nissin is the basic work to achieve the goal;

The results of Nissin must be related to positive and negative incentives to be effective.

situation

First, Haier people in the United States: the work of the day will never be delayed!

1In mid-July, 999, the temperature in Los Angeles was as high as 40 degrees. In such hot weather, few people even walked on the road. Once, because of the driver of the transportation company, an extra box of washing machine parts was shipped to Los Angeles. This incident didn't affect the work at first, so we can find an opportunity to transfer it back, but Mr. Dan, the parts manager of Haier Trading Co., Ltd. in the United States, doesn't think so. He said: the content to be transferred back was decided in Nissin that day. How can we put off the work that should be completed that day? ! So Mr. Dan braved the heat to replace this box of parts in time.

B, why is Jin Changshun working so smoothly now?

Jin Changshun was trained as a welder in refrigerator assembly. His dream is to become "the welding king of Haier".

You can't just be a teacher, you should practice hard on weekdays. How to practice? Because of impatience, Jin Changshun hit a "nail" from the beginning, and his performance in a welding competition was not ideal, which once caused depression.

After discovering this phenomenon, his master enlightened him and said: there is a process to improve any ability. Don't be impatient. If the work effect is getting better and better, it will increase by 1% every day. If we persist for a long time, there will be an improvement in geometric series. Master's words deeply touched Jin Changshun. From then on, he practiced his basic skills hard, and found some old cutting pipes in his spare time and practiced them every night. Colleague said: I will give Xiaojin if I find the waste pipe. His efforts are really admirable!

Jin Changshun's welding technology improved day by day, and he finally realized his dream. In the welding competition held by the Refrigerator Division in 1998, Jin Changshun won the welding star for three consecutive times and was commended by the company.

1. 1 cores

The unchangeable rule of the market is that it is always changing.

We should constantly improve our goals according to the ever-changing market.

situation

Hit the "flying target"

In 1950s, Americans won the market by "targeting", that is, aiming at the fixed market, organizing production, reducing costs and improving efficiency.

In the 1960s, Japan rose. The Japanese have created new opportunities for themselves and won the market by playing "swimming target", that is, segmenting the market.

Now, in the case of information explosion and fierce competition, we can only survive by flying targets. We must constantly adjust our position in order to win the initiative in the rapidly changing market.

1.2 three basic principles

Closed-loop principle: everything must have PDCA cycle principle, spiraling up.

Principle of comparative analysis: vertical comparison with one's own past, horizontal comparison with the same industry, no development without comparison.

Principle of continuous optimization: according to the barrel theory, find out the weak items, make timely rectification and improve the level of the whole system.

1.3 PDCA

D-do implementation of P-plan plan

C- check a- action summary

P stage: according to the requirements of users, aiming at obtaining the best economic benefits, through investigation, design and trial production, formulate technical and economic indicators, quality objectives, management projects, and specific measures and methods to achieve these goals.

D stage: put it into practice according to the formulated plans and measures.

Stage C: After the implementation of one stage, check the implementation and effect against the plan and objectives, and find problems in time.

Stage A: According to the inspection results, take corresponding measures, or modify and improve the original plan or find new goals and make new plans.

2, management skills

2. 1 80/20 principle

80/20 principle: the key minority restricts the minor majority.

Because the manager is a minority, but he is the key; Employees are the majority, but from the management point of view, they are subordinate. In other words, the key minority restricts the minor majority. Therefore, in Haier, whenever problems are found, managers have to bear 80% responsibility.

situation

What responsibility should this employee's superior bear!

1one day in July, 1995, the former washing machine co., ltd announced a decision that a quality inspector was fined 50 yuan because of his weak sense of responsibility, which led to the wrong selection switch of the washing machine and missed inspection.

This employee, as an ordinary employee at the grass-roots level, has assumed the responsibilities she should bear. However, the problem reflected by this employee in the quality assurance system-how to prevent unqualified products that have been missed from entering the market, should be handled like this employee and the responsible person should be found. Behind the employee problem, there are actually more hidden dangers. After all, there was still a big gap between the unpacking qualification rate and social maintenance of the products of washing machine Co., Ltd. and the requirements of the first brand at that time. All this is by no means caused by the ability of employees alone. The loopholes in the system make the "accidental behavior" of employees become "inevitable". In this case, the cadres in charge of the overall situation should first take responsibility and check the problem of system guarantee first, so as to make fewer and fewer mistakes.

According to the "80/20" principle, the employee's superior, the person in charge of quality in the former washing machine co., Ltd., also fined 300 yuan and made a written inspection.

2.2 Three steps to solve the problem

Emergency measures: deal with the problem temporarily and urgently to avoid the expansion or deterioration of the situation. Emergency measures must be decisive and effective.

Transitional measures: On the premise of fully understanding the cause of the problem, take measures to recover the losses caused as much as possible and ensure that similar problems will not happen again.

Radical measures: taking concrete and operable measures against the root causes of the problems can radically cure the problems from the system and eliminate the external environment where the problems occur in this management work.

2.3 nine control elements 5W3H 1S

5W3H 1S—— Any work should be considered—

5w-Why? Purpose 3h-How?

What standard and how much?

Where is the location and how much does it cost?

Who is in charge-safety

When progress

2.4 6S

Tidy up: Leave the necessary things and take everything else.

Rectification: If it is really necessary to leave it behind, it should be placed neatly and marked as required.

Cleaning: clean all visible and invisible places in the workplace.

Cleanliness: maintain the results of sorting and cleaning, and keep it neat and beautiful.

Literacy: Every employee develops good habits, abides by rules and has a good reputation.

Safety: All work is based on safety.

6S covers a large area.

What does "6S big footprint" mean?

"6S big footprint" is Haier's original method to strengthen production site management.

Where is the "6S Footprint"?

The location of "6S Big Footprint" is at the production site.

How to use "6S Big Footprint"?

How to use the "6S Footprint" is to sum up the day's work on the "6S Footprint". If you have outstanding achievements, you can stand on the "6S big footprint" and share your experience with you; If there are any mistakes, communicate with everyone so as to get help from peers and improve faster.

Conceptual article

1, our corporate culture

Haier's corporate culture level

The core value of our corporate culture: innovation

2. Our Haier spirit

Serve the country wholeheartedly and pursue Excellence

The central idea of serving the country is the loyalty of China traditional culture, which means reward. Haier people should repay users, society and country with the best products and services. "Loyalty" means sincerity, and Haier people are always sincere.

The core idea of pursuing Excellence is innovation. The pursuit of Excellence shows the endless spiritual realm of Haier people who are never complacent, always enterprising and always innovative.

Two sentences that can reflect Haier's spirit:

Do what others think is absolutely impossible;

Stick to what others think is simple.

situation

One or three hours to grab orders-

Think of others as absolutely impossible.

"An order is an order", and it is with this awareness that Haier people make Haier's market share in the world expand continuously. 1999 exports increased year-on-year from June to September 1 17%. Mr. Smith, a German distributor, made a deal with Haier people, which changed his belief for more than ten years.

"Du ..." The telephone of overseas promotion headquarters rang again in haste. This is an order call from Mr. Smith, a German distributor. The call requires that "the goods must be delivered within two days, otherwise the order will automatically become invalid."

Delivery within two days actually means that the goods you want must be delivered in the afternoon, and it is 2 pm on Friday. If the customs and other relevant departments get off work at 5 o'clock, the time is only three hours, and it is almost impossible to do all this according to the general procedure.

"Orders are orders, and Haier people must never say no to the market." A few minutes later, I made a bold decision: delivery, stocking and customs declaration should go hand in hand, and delivery must be made that afternoon.

Time is passing, one minute, two minutes, ten minutes ... The air seems to have solidified, and everyone is in a hurry and put themselves into work. In the face of orders for goods adjustment, customs declaration and shipping schedule, Haier people responded quickly and took immediate action to the extreme.

At 5: 30 pm that day, when Mr. Smith got the news of Haier's delivery, he sent a thank-you letter: "I have been doing household appliances for more than ten years and have never written a thank-you letter to the manufacturer, but I have to do this to Haier!"

B. Xu Hongtai-

Haier people who walked through Disneyland but never went in.

Story background:1On April 30th, 999, Haier Group set up a factory in South Carolina, USA. As the head of Haier's factory in the United States, Xu Hongtai left a deep impression on Americans on his first visit.

"I have received many delegations from China, but I have never seen anyone who works so hard like Haier, even if I pass by Disneyland. This spirit is really great! " Mr R, President of Zhang Ruimin and Chief of Staff of F State, praised Haier people in front of President Zhang.

It turns out that Xu Hongtai of Haier Refrigerator Import and Export Corporation has gone to F State in the United States to do business. When Mr. R learned that Xu Hongtai was in the United States for the first time, he simply dragged Xu Hongtai to the gate of Disneyland. In the face of Mr. R's kindness, Xu Hongtai politely declined: "Thank you, but my work is not finished yet ..." Mr. R was moved to give a thumbs up: "I received hundreds of delegations, not to mention Disneyland, and Haier was the first! Now I understand why Haier has produced so many miracles in just over ten years of development! "

1, our Haier style

Quick reaction, immediate action

"Quick response, immediate action" embodies Haier people's market concept, treats the market quickly and quickly, and never says "no" to the market.

It reflects Haier's consideration and sincerity to users, and quickly eliminates users' troubles to zero.

situation

The Pioneer of Xinbo Capital

1September 1997, Haier color TV was listed in Beijing. Eight months later, according to the statistics of 100 shopping malls in China by Yikang Economic Consulting Co., Ltd. of the National Bureau of Statistics, Haier Color TV ranked first in the Beijing market in May of 1998, and it has remained so far. Some people say that this is expected, but surprisingly, the creator of this achievement is actually a teenager under the age of 23-Simbo.

1998 65438+At the beginning of February, the head of a certain brand of color TV led a 30-person direct selling army to Lisan Shopping Mall in Zhong Xu, Beijing, trying to compete with Haier for the market. At that time, Haier Color TV had only three direct sellers in Lisan Shopping Mall. In such a wide contrast, Haier's color TV sales still rank first in Lisan Shopping Mall.

Rome was not built in a day. Simbo's success depends on his Haier style of "quick response and immediate action". Once, when talking about booth work in a shopping mall, Simbo declined the invitation of the mall manager to invite him to lunch, and used the lunch time to set up the booth, which surprised the mall manager who came back from dinner. Then the mall gave Haier a golden position for color TV.

Market leading, creativity constantly. In such a competitive market, a sub-center manager should devote himself to his work, and his work style is particularly important.

4. Our concept

4. 1, the concept of survival

4.2, the concept of choose and employ persons

Everyone is talented, and horse racing is not like a horse.

situation

Huang Wei: I cherish the stage provided by Haier.

1998, Haier healthy refrigerator has just been put on the market and has been loved by consumers. What attracts everyone's attention is the design of the packaging box of the healthy refrigerator: two lively and lovely "Haier brothers" are running happily with balloons. The pattern of the packing box is light green, with novel design and healthy implication. Unexpectedly, Huang Wei, one of the designers, turned out to be the 98 th intern who just entered the factory. What is even more unexpected is that she also independently designed the panel design of the gas stove, which produced economic benefits.

What made Huang Wei do this?

Huang Wei said: "In Haier, regardless of generation, enterprises provide broad development space for everyone. Why not seize this opportunity! "

During the day, Huang Wei worked as an intern in the workshop. After work, she came to the computer room of the institute. She boldly participated in the design of healthy refrigerator packaging box, and used the rest time to design repeatedly in the computer room. Encouraged by the pattern design of the packaging box, it took the initiative to design the cooker panel.

Now Huang Wei has entered the technical center through competition. She said with emotion: "Compared with the alumni who graduated from other enterprises in the same period, I am lucky, because Haier's fair, open and just horse racing mechanism has inspired my vitality and made me regret this life!"

4.3 Quality concept

Excellent products are made by excellent people.

situation

Perfect welding is really "Jie Jun"

"Too good, the old family Jie Jun was rated as a model of self-management by Haier. ........................'s word limit needs to be viewed on the following website.

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