Why Haier went global

Stage of brand-name strategy development (1984-1991): either you don't do it, or you do it first

In the 1980s of the last century, at the beginning of the reform and opening-up period, many enterprises introduced advanced refrigerator technology and equipment from abroad, including Haier. At that time, the demand for home appliances exceeded the supply, many companies strive to scale up, focusing only on production without paying attention to quality. Haier did not blindly on the production, but pay close attention to quality, the implementation of total quality management, put forward the "either do not do, to do to do the first". When supply exceeds demand in the home appliance market, Haier won the competitive advantage by virtue of differentiated quality. At this stage, Haier concentrates on refrigerators, and has a transferable model in management, technology, talent, capital and corporate culture.

Diversification strategy development stage (1991-1998): Haier culture to activate the "shock fish"

In the 1990s, the national policy to encourage mergers and reorganization of enterprises, mergers and reorganization of some enterprises can not be sustained after the merger or reorganization, or that should be specialized and should not be diversified. They think that they should specialize and not diversify. Haier's innovation is to "Haier culture to activate the shockfish" idea has merged eighteen domestic enterprises, so that the enterprise in the diversification and scale expansion, into a broader space for development. At that time, the home appliance market was highly competitive, and quality had become the basic needs of users. Haier took the lead in launching the star service system in China, and when home appliance companies were fighting price wars, Haier won the competitive advantage by virtue of differentiated services. At this stage, Haier began to implement the OEC (Overall Every Control and Clear) management method, that is, each person every day on everything for a full range of control and cleanup, the purpose is "day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day, day to day". This management method has become the cornerstone of Haier's innovation.

Internationalization Strategy Development Stage (1998-2005): Going abroad, exporting and creating brands

In the late 1990s, when China joined the WTO, many enterprises responded to the central government's call to go out, but after going out it was very difficult to go back and continue to do customized brands. Haier believes that going out is not only to generate foreign exchange, but more importantly to create China's own brand. Therefore, Haier puts forward the "three-step" strategy of "go out, go in, go up", with the idea of "difficult first, easy later", first enter the developed countries to create a famous brand, and then enter the developing countries with the momentum of high level Haier has gradually established a "three-in-one" localization model of design, manufacturing and marketing overseas by entering developing countries. At this stage, Haier implemented the "market chain" management, based on the computer information system, centering on the order information flow, driving the operation of logistics and capital flow, and realizing the business process reengineering. This management innovation accelerates the flow of information within the enterprise and motivates employees to align their values with user needs.

Globalization brand strategy development stage (2005-): integration of global resources to create a global brand

The Internet era has brought about the fragmentation of marketing, and the traditional "production-inventory-sales" model cannot meet the needs of individualized users. The user-driven "on-demand supply" model. The Internet has also brought about the integration of the global economy, and there is a logical progression between internationalization and globalization. "Internationalization" is to create an international brand with the enterprise's own resources, while "globalization" is to use the global resources to create a localized mainstream brand, which is qualitatively different. Therefore, Haier integrates global R&D, manufacturing and marketing resources to create a globalized brand. At this stage, Haier explored the Internet era to create a customer business model is the "human single win-win" model.