How does Haier Group strategically cope with the current economic situation after the transformation is blocked?

In a complete industrial chain of home appliance manufacturing, such as R&D, design, manufacturing and marketing services, Haier Group is gradually fading out its manufacturing business, outsourcing it to professional OEM enterprises like Taiwanese businessmen, and specializing in marketing and services. This is the strategic transformation that Haier Group is currently advancing. Zhang Ruimin, CEO of Haier Group, delivered a speech inside Haier, saying that Haier's future development needs to transform from manufacturing to manufacturing services. He said that the competition between enterprises has entered the competition of business model, that is, systematic competition. The first element of business model is to create value for customers. "This change is significant." On February 26th, Luo Qingqi, a senior director of Paler Consulting, told this newspaper that production outsourcing is the result of the evolution of manufacturing industry and a signal that China's manufacturing industry is moving towards the next development stage. Some industry experts also expressed concern that "Haier Group has nearly 50,000 employees, 60% of whom are manufacturing workers, and faces great risks in this transformation." Production Outsourcing On February 24th, an executive of Haier Group told this newspaper that Haier's strategic transformation was not a whim, but the result of exploration and accumulation in recent years. In recent years, Haier Group has been advocating the business philosophy of "big at both ends and small in the middle". Being big at both ends means attaching importance to marketing and service, while being small in the middle means weakening manufacturing business and not making more efforts in manufacturing. However, it is the first time in Haier that "outsourcing production and transforming into a manufacturing service-oriented enterprise" is clearly put forward as a strategic idea. Haier executives said that more and more products will be outsourced next. First of all, we will negotiate with some home appliance manufacturers in Taiwan Province Province to establish joint venture product manufacturing plants. Then they will gradually withdraw from these joint ventures and finally realize the operation of the manufacturing service model. Luo Qingqi believes that Haier's biggest asset at present is its brand, and a large number of customer and marketing network resources and brand influence have made it possible for it to transform its manufacturing service industry. Because those world-class OEM enterprises in Taiwan Province Province can make money with economies of scale, large procurement scale and low cost. But they don't have Haier's marketing network, customers and other terminal resources. An analyst of Guotai Junan expressed two major concerns about Haier's outsourcing production, namely, whether it can guarantee economies of scale and product quality. In order to better serve customers, Haier began to promote the independent marketing model this year. In other words, in order to win specific big customers, Haier has set up various management teams, which are responsible for discovering and meeting customer needs, creating value for customers and increasing customer income. Zhang is the product manager of Beijing Industry and Trade Company, a subsidiary of Haier Group. He and some product representatives formed an independent management organization, focusing on Beijing's orders for home appliances to the countryside. In February last year, 65438, six weeks before the third round of home appliances went to the countryside, I found the owner of the specialty store to communicate the order in February this year. About two weeks before the third round of home appliances went to the countryside, Zhang's revised and improved marketing budget was all locked. As soon as Haier's household appliances arrived in the countryside, they were immediately stripped by the store. Recently, Zhang Ruimin instructed at an internal meeting that (product marketing) should arrange and lock orders within one week, arrange orders within six weeks, lock budget targets and know its own value. According to the news from Haier, Haier will sell most of its production business, cut costs, and speed up its service to customers and respond to market trends. Zhang Ruimin, Haier Slimming, said, "Haier needs to transform from manufacturing to manufacturing service industry, and the mode being explored now is complete supply. The washing machine started towards this goal. " At the beginning of this year, Qingdao Haier washing machine division began to implement the complete supply model. The production line is no longer a single part, but an assembled module. As a result, a 45-person production line was born, which greatly reduced the number of people and improved the assembly efficiency. Zhang Ruimin said that the complete set of supply comes from the transformation of manufacturing industry to manufacturing service industry. The fundamental goal is to realize the "supply on demand" promised to customers. To get rid of most of the production business and cut costs, how to digest the existing production base and front-line employees is the key link of Haier Group, which has nearly 50,000 employees, 60% of whom are manufacturing workers. Qingdao Haier washing machine division made its first attempt, and a 45-person production line was born. People laid off from the washing machine production line were assigned to enrich the module assembly work of Haier EPG Company. In essence, there is no effective release of personnel and functional transfer, and it does not reflect the modular competitiveness. Shen, a home appliance expert, suggested that more employees can invest in these two industries. First, research and develop new products and functions upstream; The second is to grasp and control the downstream consumer demand. At the same time, another slimming measure that Haier Group has begun is to dispose of non-core and unprofitable businesses and gradually divest these businesses. In 2007, Haier Group withdrew from the microwave oven business. In July 2008, Haier Group sold 565,438+0% equity of Haier Pharmaceutical to Zheng Da Yongfu, a subsidiary of Sino Bio-Pharmaceutical Co., Ltd. for 38.25 million yuan. "Haier Pharmaceutical is a joint venture with Zheng Da Yongfu, and Haier holds less shares, allowing the other party to hold more shares. The first step is to give up the controlling stake in the pharmaceutical industry, and then gradually withdraw. Thus, most of the cash was recovered. The remaining shares will be transferred slowly until they are all withdrawn. " The above-mentioned executives said that Haier Pharmaceutical's withdrawal from Haier industry provided a model for the withdrawal of other industries in Haier. How to define non-core and unprofitable businesses is determined by Haier Group through continuous assessment results. In 2008, traditional strong businesses such as refrigerators and washing machines not only exceeded their sales targets, but also greatly increased their market share. In contrast, the growth of computer, color TV and other businesses is not as good as expected. Some analysts said that white goods such as refrigerators and washing machines are the core business of Haier Group, and they are the parts to be preserved. Small household appliances, computers, televisions, homes, etc. It is a plate that may be stripped in the future. Or will be completed in three years. "Stripping off non-core business, people will also be stripped out." A manager of Haier Group told this newspaper. Haier's strategic withdrawal involves many complicated issues such as asset disposal, personnel reduction and brand image management, and the workload is huge.