Haier brand road

So far, all Haier's success has finally come down to two words: brand. -Interview notes

Not everyone knows the universal product, but most people certainly know the word "universal".

You may not remember Haier's tens of thousands of products, but you definitely know the weight of the word "Haier".

For this heavy weight, we have a well-known comment: On June 365438+1October 3 1 day, 2004, the World Brand Lab officially rated "100 the most influential brand in the world", and Haier ranked 95th among them. Previously, Haier's many brand honors have long been heard.

For most people, it is certainly a shocking event that the only China enterprise and the only China brand have entered the world brand list for the first time so far. However, what is even more shocking is the dream of that world-class brand, the brand dream that has been permeated with the spirit of national self-improvement, and the brand dream of 30 thousand Haier employees. This dream has a longer charm than today's 100 state.

Zhang Ruimin once had a touching explanation for this charm: the Chinese nation needs world-class independent brands.

Haier's name is "Dream"

Last century 1984. Haier.

Faced with a long queue waiting for delivery and an increasingly busy production line, Zhang Ruimin, which is always in a hurry, is rarely satisfied-you know, in that era of increasing demand and insufficient supply, satisfaction is the same mentality of many home appliance enterprises.

Faced with more and more benefit figures and refrigerator output, Zhang Ruimin's mind is full of completely opposite views, and he sees the other side of this prosperity. Looking around the current situation and trend of home appliance industry at home and abroad, he came to a conclusion that seems very common today: this kind of prosperity based on products rather than brands lacks lasting significance, and what Haier needs is another kind of prosperity-prosperity under lasting brands.

Zhang Ruimin has reviewed this history on many occasions: the complacency prevailing in the home appliance industry at that time covered up many hidden crises. Most people stop paying attention to the market because they own it, and finally lose it.

But in any case, under the circumstances at that time, for the vast majority of people at that time, including peers in the industry, Haier's brand dream seemed unnecessary on the one hand-what brand did it need for such good benefits? On the other hand, it is just a Goldbach conjecture with a strong romantic color. A China household appliance enterprise that just turned over from the ruins wants to have a brand? Still want to compete with world brands?

It was an era when products could be sold even if the quality was slightly poor, an era of "supply defects" far from brands and even quality, and an era when many enterprises did not even have trademark awareness. However, it is precisely because of this background that the dream of Haier brand began to grow in the early 1980' s, and it has such touching significance-this dream is full of the spirit of dedication to serving the country and pursuing Excellence, a spirit of self-improvement of national enterprises and an innovative spirit full of forward-looking significance.

As people commented later: Everyone can dream, but not everyone dares to dream-Zhang Ruimin and 30,000 Haier people had dreams long ago.

Most people think that Haier's famous brand strategy should start with 1988, and relevant materials also have such records. However, everything in the early days of Haier's business clearly tells us that from 1984, Haier took a brand road, not a product road-even those legendary quality courses in the early days.

Many people remember the story of 1985, and many people have seen the sledgehammer that Haier is still showing. On that day, Zhang Ruimin led his staff to smash 76 refrigerators with defective quality. On the surface, this is a legendary story about product quality. However, the core of the story is not the quality itself, but the beginning of a brand legend.

From then on, all Haier's strategies-diversification strategy and internationalization strategy-can and can only be solved at one level: China famous brand and world famous brand.

1988, the first refrigerator quality gold medal in China household appliances industry was awarded to Haier, and Haier solved the first "mystery" of Goldbach's conjecture of a world-class brand with its own equation. 199 1 year, "Haier" first appeared in front of the world as a whole brand: this year, Haier became one of the top ten well-known trademarks in China. Since then, Haier has carried out large-scale low-cost expansion with the unique tension of the brand itself. This expansion makes Haier's products cover the field of white, black and beige household appliances, which further enriches the connotation of Haier brand: Haier has successfully jumped from the product level to the brand level-the word "Haier" has become a symbol of a product group and an enterprise group.

Since then, under the impetus of the strategic thought of "no famous brand in China", "Haier" has a new connotation and direction: crossing the ocean and occupying a place in the most developed countries and regions in the world. Drive "brand export" with product export, and truly give Haier brand "world significance" ...

Entering the world top brand 100, Haier has undoubtedly completed a world-class focus. This is an instant, but it contains 19 years. In the past 19 years, Haier people who have gone through hardships have made many achievements, but they have only done one thing-creating a brand, or the most successful thing for Haier people is to create a world-class brand.

A United Nations representative who visited Haier once said, "Haier is a visionary enterprise." This sentence is the best interpretation of Haier's brand dream and the best interpretation of Haier 19 brand history.

Haier's name is "market"

Zhang Ruimin's remarks made many people feel refreshed-Haier brand was not evaluated, but bought by consumers with money.

In all Haier's business ideas, "market" has been endowed with unprecedented significance-"creating value for customers", and at the same time it has an unprecedented position-"customers are always right". The reason why Haier attaches so much importance to the market is of course the pursuit of a century-old brand. In the course of Haier's pioneering work, there have been many monuments, but Haier believes in one sentence most: the monument in the eyes of consumers is the most eternal.

Therefore, the market is the most appropriate interpretation of Haier brand.

The reason why Haier brand is rooted in the hearts of users stems from Haier's persistent market creation-creating new value for users in creation. Well-known sauerkraut refrigerators, dual-power washing machines (washing machines without washing powder), mobile phones that can listen to MP3, time-chasing color TVs that can store programs, computer desk refrigerators popular among American college students, personal laundry rooms popular among Japanese singles, and big robe washing machines popular in the Middle East, etc. , are new demand creation and new value creation.

The reason why Haier brand is rooted in users' hearts stems from Haier's unremitting service innovation-completely eliminating the distance between users and products in innovation. From 1994' s no-moving service to 1996' s design before installation, from 1997' s five-in-one service, 1998' s one-stop star service, to 200 1' s air-conditioning dust-free installation, and even the brand-new "full housekeeper 365"

This is what we have heard many times: Haier knocked down the wall between enterprises and markets.

The process of tearing down this wall is also the process of making everyone an operator. Haier calls it S BU, which is a strategic organization-everyone connects to the market and everyone creates value. Haier has created many market legends with the creativity and people-oriented concept of every employee.

Ding Yongqiang, Haier's after-sales waiter, had such a small experience. One day in February this year, a user in sifang district called and said that the refrigerator was out of power. Ding Yongqiang came to the door and found that the socket of the user's home was loose. The problem was solved in less than two minutes. Dante Yongqiang did not leave, but conducted a major inspection of all Haier household appliances in the user's home. During the inspection, it was found that the gas stove had to be burned several times before it could be lit: the original battery was dead and the user had no spare battery at home. Seeing that it was inconvenient for the user to be alone at home, Ding Yongqiang ran downstairs and bought a battery to wear. The gas stove is on fire as soon as it is hit, and the user is very happy. But Ding Yongqiang, who never let go of a detail, found that the flame was yellow, so he took the initiative to clean the gas outlet of the gas stove until the flame turned blue. The user thanked again and again. Ding Yongqiang had just returned to work when he received a phone call from this user. He thought that users still needed new services, but he heard users say: My newly opened hotel needs 26 air conditioners and 26 color TVs in the future, and we also want to buy Haier products. ...

Of course, this detail is not legendary. Dante Yongqiang's experience, as one of hundreds of service stories of Haier, represents the whole of Haier's market and brand concept, and represents the whole of Haier's legendary brand market.

In fact, from 19 years ago to now, Haier has been quietly carrying out an unprecedented market revolution, and every progress of this revolution is a heating in the melting pot of Haier brand.

The moment Haier's flag rose in the new york Tower of Haier, it inspired many people in China and opened their eyes to many Americans. This is a dazzling sign that Haier, a national brand of China, took root in the United States and a brand declaration, which actually started at the end of last century.

In the last century 1990, Haier first tried the international market and entered the Haier brand into Germany, the "originator" of home appliances. Although many people disagreed at that time, it was definitely a revolutionary moment for Haier's brand internationalization-Haier launched its own new market strategy of "easy first and difficult later" with this bold move. Of course, the guiding ideology of this strategy is well known: Haier has won the recognition of consumers and the recognition of Haier brand by Germans, not a price war.

Since then, Haier's international market strategy based on this has always been a surprise in the dazzling. European market, Asian market, American market, Middle East market ... Haier's strategy of brand promotion with high-quality products has achieved success one after another.

Nowadays, Haier brand has become a comprehensive concept of all localized brands in the world. This concept has gone far beyond the scope of products and extended to an invisible culture that exists in the hearts of consumers all over the world-a culture that originated from the local area but surpassed the local area, a brand culture. Haier calls it "three integrations and one innovation": integrating wisdom, financing and culture to create a localized brand. From this perspective, the name Haier has a wide range of world significance.

This significance is reflected in Haier's personalized products and services on a global scale, and it is integrated with the local area.

In 200 1 year, two refrigerators developed by Haier for Pakistan were very popular after they were put on the market. However, users have also reflected a very concentrated problem: the refrigeration effect of the refrigerator is not ideal. The designer has repeatedly done experiments for this purpose, which proves that it completely meets the standard. However, Haier did not stop. When visiting users' homes, account managers found that most families in Pakistan have a large population, and it is very common for a family to have more than 30 people. When the weather is hot, it is common to open and close the refrigerator dozens of times a day, which affects the refrigeration effect. Therefore, the designer immediately improved the product design, finally solved the problem and met the needs of Pakistani users.

Today, Haier has a complete global design network, manufacturing network, marketing and service network, with 18 design centers, 10 industrial parks (22 overseas factories and manufacturing bases) and 58,800 marketing outlets. In the domestic market, the market share of Haier's four leading products, refrigerators, freezers, air conditioners and washing machines, has reached about 30%; In overseas markets, Haier products have entered Europe 15 Dalian Chain Store 12 and America 10 Dalian Chain Store. In the United States and Europe, the localization goal of "trinity" of design, production and sales has been initially realized.

Such a huge market system, such a magnificent manufacturing kingdom, such a skillful cultural affinity and such a wide brand recognition will, of course, eventually come down to a title: Haier.

Haier's name is "speed"

Haier has a well-known product called "child prodigy washing machine".

This washing machine has only been on the market for half a year, which is plagiarism. However, Haier immediately launched the second, third and twelfth generation washing machines-Haier has always established the leading position of the brand at an alarming speed-which has always been imitated and never surpassed.

In fact, the success of all Haier brands comes from this speed.

1September 998 15, Mr y, a European home appliance distributor, prepared to order Haier refrigerators in large quantities, put forward six designs and asked to see the prototype within five days. Four designers undertook the task. According to the idea of "market design products", designers came up with 24 schemes at once-only 6 schemes for each design. On the afternoon of the fifth day, 24 hand-made prototypes were placed in the prototype room. At this point, the four designers who fought for five days and five nights in a row were exhausted and sat down on the ground.

In fact, Mr. Y also knows that his requirements are a bit harsh, but when he came to Haier as scheduled and saw 24 prototypes far exceeding the six design requirements, he was still surprised, and all of them exceeded the standard requirements. 2 1 in the afternoon, Mr. y, who was full of enthusiasm, proposed to make another manual prototype of a 50-liter freezer. At 9 o'clock the next morning, when the prototype was placed in front of him on time, Mr. Y was filled with emotion: I saw the precious Haier spirit in these designers, which reminded me of Whirlpool 25 years ago, and I didn't see such high-quality and efficient cooperation in the United States!

Haier clearly knows that compared with many world-class famous brands, Haier has a big gap in capital, scale and technology, and even can't match it. However, Haier also knows its own advantage: speed wins.

There is a data to illustrate the charm of this speed:

It took 109 for Panasonic to set up an American sales company from 1959 to achieve sales of1540,000 USD. For this speed, the famous American industry magazine H FD once called it "amazing growth"; Haier was founded in 1999, and it took only three years (201year) to realize the sales of10.50 billion USD! Obviously, Haier caught up with the pioneers by speed!

Yang Mianmian, president of Haier Group, once described Haier as "running"-Haier kept running to get speed and acceleration. And this kind of running is the running of 30 thousand Haier people.

Haier once used three words to describe its development theme: speed, innovation and S BU. Speed is the first priority. However, this speed is innovative, and this speed is the speed of each S BU. Therefore, the three are interdependent and mutually reinforcing strategic relations.

In order to achieve this strategic speed, Haier officially launched the market chain process reengineering in 1998. The core goal of this action is to establish a rapid market response mechanism, so as to change the pyramid management structure with considerable administrative color in the past-in Zhang Ruimin's thinking, this traditional structure is easy to delay the information response, which of course affects the market response speed.

After five years of hard exploration, Haier has undoubtedly achieved the initial reengineering of business processes in this unprecedented network-based revolutionary action, and achieved remarkable results-we are familiar with zero distance, zero inventory and zero working capital, all of which are the results of this reengineering-and the realization of these three things comes from speed.

Haier's name is "Haier"

The name Haier is so resounding because it is called "Haier"-China Haier, a name with a deep national brand.

Since the introduction of German technology in the mid-1980s, Haier now has 96 categories, with more than 15 100 product groups, covering more than 60 countries and regions in the world. On the basis of a blank brand, Haier quickly completed the evolution to its own brand and world-famous brand. Haier is an undisputed pioneer on the road to becoming a bigger and stronger independent brand.

Independent brand means independent innovation, and Haier is undoubtedly the guide for enterprise innovators. Not to mention that Haier has an average of 1.5 new products every day, nor does it say that Haier constantly updates and creates products according to the latest needs of customers. Haier's exploration in enterprise management, enterprise culture and enterprise reengineering. Full of brand-new revolutionary colors, it is Haier's own brand. Wharton Business School once commented on Haier's process reengineering: If Haier succeeds, it will be unique in the world and a breakthrough and innovation in world management. In fact, Haier is unique in many ways.

Independent brand means independent voice, and among the global 100 top brands, Haier, which is tied with multinational giants, undoubtedly has a unique voice-China's national brand. Zhang Ruimin's speech at the World Forum represents Haier's voice, and it is certainly a voice to be rated as the 25 most outstanding business leaders outside the United States. However, in the prosperous cities of developed countries such as Japan, the United States and France, the huge advertisements of Haier brand keep pace with many multinational giants, which is of course a voice. At the World Household Appliances Expo in Cologne, Haier, who appeared in the largest exhibition hall and was sought after by the media, was the most dazzling, and this voice was certainly louder. In this voice, no one will ask: Who is Haier?

Independent brand is the premise of all famous brands, and famous brands are the premise of strong attraction of independent brands. Around Haier, there are a group of Fortune 500 companies, who are Haier's suppliers. Even around Haier Industrial Park, there are factories run by multinational giants. In the early days of Haier's growth, multinational giants issued a "merger order" to Haier with a condescending attitude, and Haier refused. Today, Haier independently chooses its own suppliers, including the world's top 500.

Today's Haier is no longer the concept of factory and product. This world brand based on its own brand is realizing brand output-"OEM Haier" has become the bulk business of many foreign manufacturers. Once upon a time, brand giants such as GM were monopolists of export brands. In 2003, Haier did not invest in building a factory, but added nine new factories, all of which were "beneficiaries" of Haier brand, and its * * * feature was: in the name of Haier.

Today's Haier not only created the brand, but also realized the brand creation. Haier has gone beyond the category of a product manufacturer and extended from this brand. Haier has not only formulated and exported industry standards, but also exported everything that can affect enterprises in China, including the spirit of dedication to the country.

Forbes magazine, which is famous for its preciseness, once commented on Haier: China's most influential brand abroad, like the top 100 brand recognized by the world brand laboratory, Haier undoubtedly deserves it. However, Haier's brand still reflects a process of continuous enrichment-from the past to the present and even to the future, Haier, who is used to self-denial, will not be completely intoxicated. As Zhang Ruimin said in an interview, we still have a long way to go. This is the style of Haier, the style of Haier brand. Our reporter Fan Zeshun

Bigger and stronger independent brand

A national enterprise developed from "ruins" and a self-owned brand belonging to China people only took 19 years, that is, it emerged from the competitive environment with strong hands and took the lead in realizing the dream of China enterprises to enter the world-class brand-Haier's mythical brand building process, which was a process of daring to think and dream, perseverance and silent struggle. For enterprises in China, this course is of great significance.

The brand history of Haier 19 represents the spirit of self-improvement of enterprises in China and entrepreneurs in China. The reason why Haier people, represented by Zhang Ruimin, can push Haier to climb the peak of world-class brands stems from far-sighted vision, from the responsibility of a national enterprise and a national entrepreneur, and from a spiritual realm of pursuing Excellence. From the beginning, Haier people did not limit their vision to enterprises and products themselves, but focused on the domestic market. Instead, I focus on making my national brand bigger and stronger, and take becoming one of the world's top 500 brands and a world-famous brand in China as my ultimate goal. It is this lofty goal that makes Haier people not lonely and unmoved, and work quietly 19 years. It is this goal that inspires Haier people in 19 to innovate, work hard and succeed. This spirit based on lofty ideals and dedication to serving the country is exactly what our time needs.

The brand history of Haier 19 is an eternal process of innovation and the best portrayal of China's innovation track in the past 20 years of reform and opening up. On the basis of almost poverty, Haier people have not only achieved thousands of products, but also achieved a world-famous enterprise and a world-class brand, which itself is the result of innovation. However, such achievements are not achieved overnight, but the result of constantly denying ourselves, constantly surpassing ourselves and constantly pursuing higher goals. From the most basic product quality to the world-renowned brand-new market concept, from the most basic management system to the modern enterprise management system, from breaking the old enterprise structure to gradually forming a new enterprise process, from the talent concept of "everyone is a talent" to a brand-new human resource mechanism-Haier subverts almost all the old management systems, making the whole enterprise full of innovative cells and printing every inch of the enterprise with traces of innovation, which is the most critical driving force for Haier's success.

The brand history of Haier 19 is a course of boldly exploring overseas markets. Haier is the most fashionable pioneer in the integration of China economy and China enterprises into the world trend. In the 1980s, when most Japanese enterprises were still focusing on the domestic market and enjoying the achievements made in the domestic market, Haier took the world-class brand as the guide and entered the international market with an almost adventurous strategy of "easy first, then difficult", and successively conquered the iron drum market bastions of western developed countries such as China, the United States and Japan, which became the first example for China enterprises to explore overseas markets with quality and brand. It can be said that without this continuous development, there would be no world-class status of Haier brand today. This spirit of opening up overseas markets, which is not discouraged in the face of strong competitors and does not flinch in the face of various difficulties, should be the pursuit of every enterprise and entrepreneur.

The brand history of Haier 19 is the rapid development of a national independent brand. In the ranks of world-class brands, the voice of China enterprises has been lacking, and owning a world-class China brand has become the expectation of many people. As an explorer, Haier has successfully achieved this feat, which is an honor for national enterprises. Since the introduction of refrigerator manufacturing technology from western developed countries, Haier has rapidly developed from the most "primitive" technology digestion to technological innovation, from one product to thousands of products-products with independent intellectual property rights, achieving a breakthrough from introduction to independent brand development. Moreover, when the joint venture became the goal pursued by many enterprises, Haier was not tempted by the immediate interests, but rightfully rejected the "cake" that the joint venture came to the door, rightfully held high the banner of Haier brand, and achieved its goal by relying on its own strength. For many enterprises, Haier's own brand road has a clear reference significance.

Developing a number of multinational enterprise groups and building a number of world-class brands is the need of this era, the need to revitalize the national economy and the urgent requirement to enhance core competitiveness and international competitiveness. Haier's practice proves that creating a world brand is not out of reach. Just as Haier has faced and still faces many powerful rivals, as long as we are not afraid of difficulties, persist in pioneering and constantly innovate, we will certainly achieve the goal of creating a world famous brand.

Qingdao is a city where many famous brand enterprises and products from China have appeared and are emerging. We have a mature famous brand soil and a mature famous brand environment. As long as we follow Haier's example and set a lofty goal of creating a world-famous brand, we will surely emerge more well-known brands from China and the world.