What is the reason for Haier's success?

This is a big problem. Simply put, the channel is the best, the service is the highest, the innovation is the highest, the people are the best, and the benevolent is the highest! The core competitiveness of corporate culture and the advanced service concept of "sincerity to eternity". First, Haier's success is the success of brand strategy; Second, Haier's success is the personal success of Mr. Zhang Ruimin; Third, Haier's success is the success of service strategy; Fourth, Haier's success is the result of continuous innovation. 5. Haier's success is the result of Haier paying close attention to basic management and implementing OEC; All the above viewpoints are reasonable, but I don't think they touch the essence of the problem. According to my experience in Haier and my understanding and feelings about it, I think the key to Haier's success is the combination of human resources development and corporate culture construction. Under the condition of market economy, there are two forces that are the most terrible, one is the power of capital; The second is the power of culture. Capital mainly solves the problem of "things", which is a material problem; Culture mainly solves the problem of "people", which is a problem of spirit, pursuit and creation. When the two are combined into one, enterprises will generate huge energy and promote the rapid development of enterprises. When the enterprise just started, the general situation was lack of funds. When an enterprise completes a certain amount of capital accumulation, all social resources will be concentrated in the enterprise, and capital is no longer a scarce resource of the enterprise. At this time, what enterprises lack most is spirit, pursuit, centripetal force, cohesion and corporate culture. Management is not omnipotent, it can prevent employees from making mistakes, but it will also stifle employees' initiative and creativity, and innovation is just empty talk. How to make employees create under the premise of "obeying the law" has always been a problem that operators and managers have been trying to solve, and this is exactly the goal of corporate culture construction and human resource management. In such an era when intangible is better than tangible, the power of culture far exceeds that of capital for an enterprise that has initially completed capital accumulation. Many enterprises can't form a healthy and positive corporate culture because they don't have a good corporate culture system, let alone a human resource system to ensure the implementation of the corporate culture system. Enterprise is a complete value system, and a corporate culture system should at least include four aspects: corporate mission is the value and significance of enterprise existence, the strength to unite employees and the source of enterprise value; The vision and goals of the enterprise are the development direction and future goals of the enterprise and the voices of employees; Enterprise core values are the most basic principles that enterprises adhere to in the process of realizing value, the starting point and destination of all behaviors, and it determines the principles, ways, ways and methods of realizing enterprise value; The core slogan of an enterprise refers to how the enterprise communicates its own value with the society, which is a commitment to the society (especially customers) and will directly affect the recognition of the enterprise by the society and distinguish it from other peers. In Zhang Ruimin's article "Haier is the sea", he answered the value of Haier's existence, the goal it pursues and the values that enterprises should adhere to with the boldness of vision and mind of the sea, and painted a beautiful picture of magnificent mountains and rivers for us, so that every employee can truly see the value of his own existence and know how his own value can be integrated with the value of enterprises and society. This is the fundamental driving force for every employee of Haier to move forward and the source of strength to overcome all difficulties and obstacles. The human resource system of an enterprise is an important embodiment of enterprise culture, and who is reused by an enterprise often directly reflects the values of the enterprise. It can be said that corporate culture is of guiding significance to human resource management. Human resources need to solve three problems: first, how to match the ability of employees with the job requirements; Second, how the employees' personal goals are consistent with the enterprise goals; Third, how to unify employees' personal value and enterprise value. The unity of employee's personal value and enterprise's value is the most important and crucial, which reflects the organic combination and unity of enterprise culture and human resource management to a great extent. Many senior employees parted ways with enterprises, which is often caused by inconsistent value pursuit. At Harvard School of Management, Zhang Ruimin's speech also confirmed this point. He said, "It is very important to give full play to every employee in China". Perhaps this is the reason why Haier insists on the way of "horse racing is not like a horse" and implements "employee competition for posts". At Haier, we strive for fairness in employing people, and the promotion of employees depends on performance. In Haier, countless employees have made outstanding achievements and been promoted and rewarded. Tang Haibei, employee of Haier Group Refrigeration Headquarters. Because of his outstanding technology, this ordinary product technician was promoted to assistant to the factory director. He solved the international technical problems with great enthusiasm and knowledge, and was promoted to be the technical director of refrigeration products headquarters, becoming the young technical backbone of Haier Group. Li Ziquan, an ordinary migrant worker in Haier Washing Machine Division. His daily job is to screw up. But he is determined to make a name for himself in this ordinary job and win the recognition of his parents and the respect of his colleagues. He studies hard and works hard. He worked in the factory for three years, and he was only 22 years old. Won the "First Top Ten Migrant Workers in Shandong Province" and "Enriching the People and Prospering Shandong Labor Medal". He also participated in the "No.360" Finals held by China TV Station, entered the top of China 12, and became a representative of outstanding workers. In Haier, there are many successful examples in their posts, such as Tang Haibei and Li Ziquan. Exploring the reasons for their success, we can easily find that it is the nourishment of Haier culture that endows them with the spirit of pursuing Excellence, Haier's respect for talents, and the affirmation of employees' value that ensures their lasting enthusiasm for work and innovation. It is Haier's human resource management that guarantees the implementation of corporate culture and ensures the enthusiasm and creativity of employees. Haier's brand reputation, service reputation and innovation speed are the results, not the reasons. Without the organic combination of corporate culture system and human resource management, Haier's development speed would not be so fast. The most important difference between enterprises is that people are different. The biggest difference between people is that they think differently and pursue different things. Haier's culture and human resource management have shaped this difference. Mr. Zhang Ruimin, CEO of Haier, once told reporters with deep affection: "In Haier, what moved me most was that many ordinary employees in ordinary jobs could do their jobs with their heart. In order to improve production efficiency, some ordinary workers on the production line make a technical transformation, and they go home to do it in their spare time. If everyone can create, invent, do their work well and improve their work, we can overcome any difficulties! As long as he is a person, he wants to be respected by others and his own value recognized. As long as employees create value for customers, enterprises will affirm the value of employees, which is the core of management. " In addition, we should correctly evaluate Zhang Ruimin's role in Haier. On this issue, we should not be mythical, let alone belittle it with ulterior motives. The success of many enterprises lies not in doing a few things right, but in doing a few things wrong less, especially excellent enterprises. Mr. Zhang Ruimin did what a CEO should do, and he did it better than others. Personally, I think that for enterprises with high quality employees, the top management of enterprises should strive to do three things well: first, the formulation and monitoring of strategies; The second is the cultivation and use of talents; The third is to cultivate a good corporate culture. All these require dedication and love of work. It is no exaggeration to say that the first-class entrepreneurs in China have the following characteristics: developing the company with the foresight of politicians and making the market with the courage of military strategists; Cultivate talents with the poet's mind; Do corporate culture with the depth of philosophers; It is worth learning from every China entrepreneur who is determined to become an excellent entrepreneur to implement enterprise basic management in the spirit of seeing the red with a bayonet. Of course, Mr Zhang Ruimin is an example. "To improve the competitiveness of Chinese enterprises, we must first improve the quality of Chinese entrepreneurs and create an environment for entrepreneurs." This is known to all. Every entrepreneur should have such a sense of historical mission, social responsibility and urgency of the times, and constantly improve himself, for himself, for the enterprise and for the society.