A successful case of Haier Group's driving industrial transformation and upgrading.

The changes of the times are dazzling. The portal website 1998 began to rise, and China officially entered the Internet era, which gradually evolved into the Internet of Things and the quantum era. Various business models such as digitalization, platformization and ecologicalization have emerged one after another, subverting all walks of life, and the manufacturing industry has not been spared. With the continuous application of industrial internet, digital factory and intelligent manufacturing in the field of manufacturing, data mining, machine learning, artificial intelligence and other technologies are constantly applied to management and trading, as well as the construction of * * * enjoyment platform and intelligent finance, the business model and management of manufacturing industry have touched an unprecedented opportunity for innovation.

Haier group is a global home appliance manufacturing brand. At present, it has transformed from a traditional household appliance manufacturing enterprise to an open entrepreneurial platform, realizing the transformation of digitalization, platformization and ecology. Facing the opportunities and challenges in the Internet of Things era, the Group has promoted the transformation from electrical appliances to platforms, that is, from manufacturing products to incubating makers. Through the "one person, one person" model, it has continuously driven the global transformation, established a global security system with micro as the basic unit, and created a win-win ecosystem in the post-e-commerce era with social economy as the center, user value interaction as the basis and integrity as the core competitiveness.

Looking back on the history of Haier Group for more than 30 years, it can be described as a model of enterprise transformation and upgrading.

Haier group was founded at the beginning of reform and opening up. At that time, domestic enterprises were not able to develop their own production technology and equipment, and they were basically imported from abroad, including the group. At that time, it was still in the era of material shortage, and household appliances were in short supply. In order to expand the scale, many enterprises only pay attention to output, not quality. Haier Group did not blindly increase production, but strictly grasped quality, carried out total quality management, and put forward the corporate philosophy of "do it or do it first". At present, Haier Group is committed to making refrigerators, and has a portable model in management, technology, talents, capital and corporate culture. In a marketing incident, Haier Group smashed 76 defective refrigerators on the spot. What outsiders saw was "waste and failure", but in fact it awakened the group employees' quality consciousness of "zero defect" and smashed the first quality gold medal in the history of refrigerators in China. Today, as a leading enterprise in China, 80% of international standard experts and 80% of international standard proposals in the field of household appliances in China come from Haier.

By the 1990s, Haier Group's refrigerator products had become household names, and national policies encouraged enterprises to merge and reorganize. Haier Group also started diversified transformation in a timely manner, and successively acquired 18 domestic enterprises, which enabled enterprises to enter a broader development space in diversification and scale expansion. At that time, the competition in the home appliance market was fierce, and quality has become the basic demand of users. In the battle for brand quality, the Group began to produce refrigerators, air conditioners, washing machines, color TVs, computers and mobile phones in China, and made extensive category extension, successfully transforming itself into the first brand of household appliances in China again.

200 1, China joined the World Trade Organization (WTO), and the international market opened. The Group seized the opportunity and started the global transformation. At this stage, the group actively explored overseas markets, first set up a factory in the United States to test water, and then entered Japan after being recognized by the American market. Relevant data show that up to now, the Group has established 10 R&D centers, 2 1 industrial parks, 24 overseas manufacturing bases and 6 1 marketing centers around the world, and established a localized operation mode of "trinity" of R&D, production and sales. In this mode, Haier Group can integrate into the local market and culture, obtain users' needs and potential needs in time and accurately, and rely on the world's leading technology, product research and development advantages and the ability to integrate global superior resources to meet users' needs. This makes Haier Group a global brand recognized by global consumers.

In 20 12, the internet swept all aspects of social life at an unprecedented speed, and Haier Group made another timely transformation, from a traditional enterprise manufacturing household appliances to a maker incubation platform for the whole society, to an internet enterprise, and made a strategic transformation of networking. This transformation subverts the original self-contained closed system, turns Haier and its employees into nodes in the network interconnection, interconnects various resources, creates a new platform for * * *, and realizes win-win and value-added for all parties concerned. For this reason, Haier has made a subversive exploration from six aspects: strategy, organization, employees, users, salary and management, and created a dynamic circulation system to accelerate the transformation of the Internet. Strategically, establish a user-centered win-win ecosystem to achieve win-win and value-added for all stakeholders in the ecosystem; Organizationally, the traditional self-enclosed is changed into an open internet node, and the bureaucratic system is subverted into a mesh organization. In this process, employees change from employers and executors to entrepreneurs and dynamic partners, with the aim of building the best experience ecosystem of the community and meeting the individual needs of users. In the salary mechanism, the "enterprise pays the bill" is changed to "user pays the bill", which not only creates value for users, but also drives employees to transform into real entrepreneurs and realize their own value; In management innovation, through the exploration of nonlinear management, the self-evolution of leadership goals is finally realized.

20 19 internet entered the deep water area, and the industrial internet began to rise. Haier Group is transforming again, with the goal of transforming from an Internet company to a "platform+ecological" company and implementing an eco-brand strategy. Haier has completely subverted the traditional functional departments such as finance, human resources, legal affairs and information management. , and removed the barriers of various departments, integrated into a * * * platform. At present, Haier's big enjoyment platform covers nine sub-platforms, including financial enjoyment, human enjoyment, business legal affairs, fund taxation, informationization and group universities, which not only accelerates the incubation of makers, but also ensures that the functional departments are "alive but not chaotic" as a whole. In terms of industrial innovation, Haier focuses on building five platforms: white electricity transformation platform, investment incubation platform, financial holding platform, real estate industry platform and cultural industry platform. Through community platforms, connected factories, intelligent living platforms, etc. With advanced iteration as the fulcrum, Baidian transformation platform has become the leader of smart families in the Internet of Things era. Haier provides a series of entrepreneurial resources for makers, including manufacturing system, logistics system, venture capital incubation system and human capital system, so that makers can use the group's ecosystem resources to achieve innovative growth on an open platform. In terms of enterprise management, Haier Group explores and implements the "one person, one post" model to stimulate the innovation and entrepreneurship of enterprises. In the "one person, one person" mode, "one person" refers to employees, "one person" refers to user needs, and "one person, one person" means that every employee directly faces user needs and creates user value. Under this mode, Haier Group has realized "enterprise platformization, employee customization and user personalization", leading enterprises to open a new era. Zhang Ruimin, Chairman and CEO of Haier Group, once said: "Haier Group is building a borderless ecosystem to create a * * * win."

Platformization is only a stage for Haier Group to explore the future model, and the concept of platform has actually been iterated. In the traditional era, only brands are often profitable in the market; In the Internet era, the "price war" has made e-commerce platforms, platforms and users have a game state; In the Internet of Things era, Haier Group's "demand network diagram" obtained through interaction serves all ecological parties, so Haier Group's platform gathers global ecological resources and builds ecological brands around users.

In addition, fund platforms such as "Yifubao" and "Capital Link" are constantly being optimized and upgraded. Among them, the "fund link" platform based on the Internet mode uses new modes and technologies to link resources and users, realizing resource integration, experiential demand customization and seamless, safe, comprehensive and real-time intelligent link. Through risk assessment model, sensitivity analysis, user portrait, KPI capital index, etc. The "Fund Link" platform forms fund big data, formulates fund solutions, reduces financial risks, realizes efficient financing, global settlement and fund pool management of foreign exchange settlement and sale, and empowers and adds value to Xiao Wei. In addition, Haier Group's big enjoyment platform has also built ecosystems such as financing community, foreign exchange community, cash pool community, maker community, customer community and government community. And continue to integrate global resources for resource pool management. Through community management and innovative and open system, all the value points in the ecological circle are woven together to form a value network and maximize the value of users. For example, Haier Group adopts the mode of "one person, one person in one" to build an ecology and platform, create a fully modular and life-cycle service, and realize * * * innovation, * * * governance and * * * enjoyment.

Today, Haier Group is not only a home appliance manufacturer, but also an open Internet of Things ecological platform. 20 19 In June, Haier entered the list of "BrandZ 2065 438+09 Top Most Valuable Brands in the World 100", becoming the first and only eco-brand of the Internet of Things in the history of BrandZ, with a brand value of $162.72 million, successfully realizing the enterprise transformation and upgrading again, and promoting the whole household appliance industry in China.