Haier case study?

Haier has its own logistics company, with sales billing, logistics distribution and fleet distribution. Basically, every provincial capital city will have a distribution center, as well as some large non-provincial capital cities. As long as there are Haier's sales companies, it will be more difficult to have a distribution center, which is also their competitiveness ~ it should not be easy to get!

Haier is the largest integrated appliance manufacturer in Chinese mainland and one of the top 1 in the world. Founded in 1984, it has been developing steadily for 22 years. Its products have developed from a single refrigerator to a product group with more than 15,1 specifications in 96 categories, including white appliances and black appliances, and have been exported to more than 16 countries and regions in the world. It has become a large-scale international enterprise group enjoying a high reputation at home and abroad. In the China market, the market share of Haier's four leading products, refrigerators, freezers, air conditioners and washing machines, is as high as 33%, and its overseas sales revenue is 2.8 billion US dollars.

Haier's predecessor was Qingdao Refrigerator General Factory in Qingdao. At that time, the factory had lost RMB 1.47 million and was on the verge of bankruptcy. When Zhang Ruimin, then the factory director and now the president of Haier Group, walked into the factory for the first time, what he saw was that the factory was full of stinking urine, workers were wandering around, doing nothing, and three or five groups of workers took down the window frames and lit a fire to keep warm. Zhang Ruimin's first order after taking office was "No urinating in the factory". Since this order, Zhang Ruimin has embarked on a long road to build the largest household appliance enterprise in China. As soon as I took over the Qingdao Refrigerator Factory, I checked all the refrigerators in stock, picked out 76 defective refrigerators, and then moved them to the factory square, asking the workers who produced these refrigerators to smash their finished products with sledgehammers in front of all the staff. At that time, the price of a refrigerator was about two months' salary of an ordinary worker. The worker personally smashed his own sweat and tears, which laid the foundation for Haier to adhere to quality.

Haier Group insists on fully implementing the internationalization strategy, enters the international market by creating its own brand, and has established a global design network, manufacturing network, marketing and service network with international competitiveness. There are 18 design centers and 1 industrial parks (including 2 foreign ones, located in the United States and Pakistan respectively; 8 in China, 5 in Qingdao, 1 in Hefei, 1 in Dalian and 1 in Wuhan), 22 overseas factories and manufacturing bases, and 58,8 marketing outlets; In overseas markets, Haier products have entered 12 of the 15 Dalian chain stores in Europe and the top 1 chain stores in the United States. In the United States and Europe, the localization goal of "trinity" in design, production and sales has been initially realized, and household appliances suitable for local consumers have been specially developed, and overseas factories have been operating across the board.

Zhang Ruimin, President of Haier

The development course of Haier Group

Haier's development course is divided into four stages: from 1984 to 199, the inward-looking development stage; From 199 to 1996, the export stage; From 1996 to 1998, the stage of overseas investment (investment in Indonesia and other places); After 1999, the localization stage (investment, design, production and sales in South Carolina, USA).

* During the period from p>＊1984 to 199, Haier's "going out" relied on a gradual road, that is, on the basis of gradually gaining a leading position in the domestic market, it began to promote internationalization. So at this stage, Haier first established Haier's brand image in the domestic market by innovative products.

Zhang Ruimin visited the local market in Sichuan, and some users told him that Haier's washing machine was not easy to use and was often blocked. It turns out that many farmers in Sichuan use washing machines to wash sweet potatoes, so sediment and roots often block the water outlet of washing machines. Zhang Ruimin brought this problem back to Haier's headquarters, but everyone took it as a joke, but Zhang Ruimin seriously said, "The problem of users is our topic. Haier's R&D department therefore invented a "sweet potato" washing machine specially used for washing sweet potatoes. This kind of customized action has left a deep impression on Haier, and also launched a new era of marketing of Haier customized electrical appliances.

* From 199 to 1996, the export stage

In 199, Haier refrigerators began to be exported to Germany and the United States. In order to convince picky Germans to enter the German market, Haier refrigerators with their trademarks torn off were put together with German brand-name refrigerators, and German dealers were allowed to choose by themselves. After strict inspection and trial use, the distributor selected Haier refrigerator, so Haier got an order for 2 thousand refrigerators, which opened Haier's road to the international market. It opened the prelude for Haier products to enter overseas markets. After nine years' efforts, Haier's marketing internationalization has achieved fruitful results: refrigerators, freezers, air conditioners and washing machines are exported to the United States, Japan, Australia, Europe, Southeast Asia, the Middle East and Latin America, and 87 countries and regions. Haier's production technology of refrigerators, air conditioners and washing machines is also exported to Indonesia, Malaysia, the Philippines, Yugoslavia and Spain. In the process of overseas sales, we mainly rely on foreign franchised dealers to set up marketing outlets and establish an international logistics center to ensure the supply of products to overseas dealers and win international reputation.

* From 1996 to 1998, the stage of overseas investment

Since 1996, Haier invested overseas for the first time, and Haier CDLKG Electric Appliance Co., Ltd. in the Philippines was established. Haier's production technology of refrigerators, air conditioners and washing machines was also exported to Indonesia, Malaysia, the Philippines, Yugoslavia and Spain, and it also invested and set up factories in Indonesia, Malaysia, Yugoslavia, Iran and the United States.

* After 1999, the localization stage

In April 1999, Haier Group became the first overseas Haier with trinity localization in the United States, with its design center in Los Angeles, marketing center in new york and production center in South Carolina, and developed into a localized world famous brand based on local conditions. The success of Haier's "going global" is closely related to the following factors: taking the development of the international market as a strategic part of marketing for a long time, tracking the changes of international technology and product information, adhering to high quality, taking the creation of world famous brands as the guide, constantly developing new technologies and products according to the different needs of users in various countries, carrying out technological innovation and product innovation, and devoting to implementing localization strategy, and so on.

Haier's internationalization course

Three 1/3 "internationalization strategies were drawn up

After the strategic concept of going abroad was formed, Haier set up a lofty ambition at the beginning of the reform, and its ultimate positioning goal was to create an international Haier. China's Haier is a small block of international Haier, which will include American Haier, European Haier, Middle East Haier, Southeast Asia Haier and other major territories.

in order to achieve this goal, Haier put forward "three 1/3" strategies, that is, one third of domestic production is sold at home; One third of domestic production is exported abroad; The last third is to build factories overseas and sell them overseas. The three principles of implementing this internationalization strategy are: adhering to the export-oriented brand creation; Export brand creation, first of all, quality; Difficult before easy, first into the developed countries, and then into the developing countries.

In the process of implementing this strategy, hard work is certain, and Haier will create a unique path with this strategy. While its products go international, Haier also has its own principles: the first product is imported, and it has advantages that it does not have; The second product is made in China, so we can design our own products to improve the quality. The third is export, which expands and standardizes the output and exports it to various places; The fourth set is produced locally abroad to reduce the cost.

in terms of brand, they are also divided into three steps. The first step is to go abroad and enter the mainstream countries and markets abroad. The second step is called going in, going into the mainstream channels abroad and selling mainstream products. The third step is called going up, that is, becoming a truly local mainstream brand.

sowing stage of export brand creation

Haier has initially created international market popularity, and Haier has stepped into the rooting stage of internationalization strategy, and firmly rooted in overseas markets through the localization strategy of product design, manufacturing and marketing.

the United States is the top country in the world's home appliance manufacturing industry, and it is also one of the big countries in home appliance consumption. To become a world-class famous brand of home appliances, it is necessary to take root in the United States. Therefore, in the early stage of going out, Haier first established design centers in Los Angeles and Silicon Valley, and established a trading company in new york to create Haier's popularity.

"Trinity": local design, local manufacturing and local sales

In April 1999, Haier, which is already well-known in the home appliance industry, set up a factory in South Carolina, USA, which represented a sensation with great influence on China and the United States. Different from other companies, Haier uses local resources and manpower, which makes it difficult for other companies to agree and follow up. In March, 2, Haier refrigerators made in the United States have entered the homes of American consumers. American AHAM survey results show that Haier refrigerators have successfully occupied 35% of the American market share in the 239-28 liter refrigerator market, which is the only way for Haier.

after Haier set up a factory in the United States, Mike, the general manager of Haier trading company, made a special trip to visit the South Carolina factory and said that Haier brand has achieved high popularity in the United States, but that was based on going abroad. The investment in the South Carolina factory will promote the influence of Haier brand in the United States. With the support of the South Carolina factory, the market expansion will be more powerful, because American consumers will think that this is their own products and their own brands.

Indeed, as expected, the United States almost regards Haier as its own home appliance brand, and the degree of trust is reflected in the sales table.

Invest and build factories overseas

After Haier invested and built factories overseas, it added three centers in order to implement the internationalization strategy more thoroughly.

1. information center. It is stipulated in the United States that you can join local associations, such as AHAM and CEA associations in the United States, after investing in local factories, which means that the company has the qualification to participate in the formulation of local industry standards, and can learn about local industry trends and competitor information. At the same time, because it is made in the United States, it has the qualification to compete fairly with well-known local brands.

second, the design center. Haier's overseas business ideas are designed according to the requirements of local consumers, and through local design and local production, the needs of users are transformed into products that users are satisfied with at the first speed. In the United States, Haier launched one of the brands that reached the energy consumption star standard in 21 with priority. Under the standard of environmental protection, it promoted Haier's brand reputation, but also promoted the export of other regions and the market development of the domestic market.

third, the resource center. Mastering local superior supplier resources through local factories will help Haier integrate global resource advantages and improve product competitiveness. At present, there are more than 4 companies in the world's top 5 that provide parts support for Haier.

Cross-border M&A breaks through European positions

Europe is the home appliance kingdom in the world, and many famous home appliance manufacturers in the world are located in Europe, which is famous for its exquisiteness and high quality. Therefore, breaking through Europe has become the second position of Haier's internationalization strategy.

In July, 21, Haier Group acquired a refrigerator factory in Italy.

Different from the method of setting up a factory in the United States, Haier merged a refrigerator factory in Italy and established Haier Italy Electrical Appliances Co., Ltd., which implanted Haier brand into the European market and shared the original factory of local culture, replacing all the original bad household appliances with those produced by Haier, and shaping an equal high-level brand with famous European and American brands. This is another great feat of Haier's localization strategy in developed countries after the United States, and another successful symbol and new milestone of Haier's implementation of international famous brands. The factory was put into operation in that month, and the product quality and output reached the highest level in history.

The mode of M&A has given Haier even more power, and at the same time, it has three advantages in exploring the international market. First, quickly enter the local market. In 21, the sales volume of Haier refrigerators in Europe exceeded 6 million dollars. On this basis, it is particularly necessary to establish a localized manufacturing center, and the implementation of merger strategy can quickly meet the market demand. Second, integrate localized resources in the shortest time. Successfully mastered the procurement network resources of raw materials and equipment, human resources, technical resources and external public relations resources, and the soft and hard environment for enterprise development was quickly established. Third, technical barriers to trade have been eliminated. European countries have set up technical barriers to trade such as product certification and tariffs for Asian products, and localized production has completely broken through these restrictions, and Haier products have no obstacles to enter the European market.

"three integrations and one innovation" to consolidate its position

After sowing, sprouting and growing up overseas, Haier further promoted the concept of "three integrations and one innovation" to comprehensively consolidate its position in overseas markets.

"three integrations and one innovation", that is, through financing, intelligence and culture, create a localized brand, which is also the ultimate embodiment of international Haier. Only in this way can we meet the changing individual needs of local consumers in advance and improve Haier's brand reputation in the international market.

cultural integration is very important to implement localization strategy. It is difficult to integrate the two cultures, but in essence, innovative ideas can be integrated. Haier has gradually realized the integration of Haier culture and local culture through its business philosophy and enterprise spirit. In American factories, you can see the same management concept as China Haier everywhere, but the methods are flexible and diverse, which is more rich in American culture. The pre-shift meeting system, 6S high-quality typical evaluation, and the activities of selecting outstanding Haier employees have made Haier employees in the United States feel both novel and energetic. This passionate management method has formed an atmosphere in which Haier employees in the United States catch up with their studies, and the positive and enterprising state of employees has achieved encouraging results.

At present, Haier has established a global design network, procurement network, manufacturing network, marketing and service network with international competitiveness by fully implementing the internationalization strategy. The Group has 15 industrial parks, 3 overseas factories and manufacturing bases, 8 overseas design centers and 58,8 marketing outlets.

Forever world independent brand

Facts have proved that Haier's harvest comes not from the factory itself, but from its successful localized brand operation. Haier Group has gained more user resources through localized brand-name operation, and Haier's orders have increased a lot. With orders, Haier's overseas development will no longer have to rely entirely on its own investment to set up factories around the world, and it will no longer have to go through the hands of Haier factories. By brand endorsement, Haier can enter the top 5 enterprises and sell eternal products. Last year, Haier stopped investing in setting up a factory and handed over the OEM to Haier International Cooperation Factory. Now Haier no longer sells products, but sells world-class brands.

Only innovation and breakthrough

The success of internationalization has brought Haier popularity and product assurance. At this stage, Haier has encountered a bottleneck. They clearly know that Haier's core competitiveness lies in continuous innovation. Only innovation can keep one step ahead of its competitors and maintain its leading, irreplaceable and difficult-to-imitate competitive advantage.