Seek the detailed development history of Haier

Zhang Ruimin, 10 was born in Laizhou city, Shandong province on 5 October, 1949, MBA of China University of Science and Technology, senior economist. He is currently the President of Haier Group, the Party Secretary of Haier Group, and the representative of the 14th and 15th National Congress of the Communist Party of China.

1996 won the lifetime honor of "Five-Star Diamond Award" awarded by American Association for Quality Service Science, becoming the first China entrepreneur to win this honor.

1984, Mr. Zhang Ruimin served as the deputy manager of Qingdao Household Appliances Industry Company. In the same year, Qingdao Refrigerator General Factory served as the director, which was a small factory with a loss of1470,000 yuan.

In a short period of thirteen years, it has developed this small factory into a national super-large enterprise group with sales of 654.38+0.08 billion yuan in 1997, and has become the vanguard of China household appliances industry.

Manager image

Haier Group started from a famous brand and developed by "Joint Fleet".

The group has formulated the overall development strategy for a number of products of Haier refrigerator, a famous brand of the group, to become a famous brand in China. At the same time, the management mode of "combined fleet" is put forward, that is, Haier Group should not be a train, and the more carriages there are, the heavier the burden on the front of the car will be.

Haier group should be a joint fleet, and each ship has strong combat effectiveness and can fight independently. However, the general direction and overall goal must obey the unified command of the group flagship, form a new lineup at any time, participate in joint operations, give full play to the overall advantages of the fleet, and overcome various difficulties.

Who would have thought that today's Haier "Joint Fleet" was just a mess.

1984, two small collective factories on the verge of bankruptcy merged to form Qingdao Refrigerator General Factory, with Zhang Ruimin, then deputy manager of Qingdao Household Appliances Company, as the director.

When this Shandong man, whose height is1.80m, first set foot on this collective enterprise with a loss of 1.47 million yuan, and almost half of the people were to be transferred, he was most impressed by the stinking toilet in the workshop, so that the first rule he made after taking office was "No defecation anywhere in the workshop".

It is under such conditions that Zhang Ruimin sized up the situation, seized the opportunity, led all the staff to make selfless dedication and pursue Excellence, and created one glory after another in the history of household appliances in China.

If you want to do it, you must do it first.

The newly established Qingdao Refrigerator General Factory is almost the last batch of refrigerator manufacturers designated by the Ministry of Light Industry.

At that time, there were many domestic refrigerator manufacturers, and foreign products flocked in. The market is crowded with refrigerators of various brands, including "provincial excellent" and "partial excellent" products.

In this case, it is difficult to find a way out and gain a place in the market!

When analyzing the market situation, the factory leaders headed by Zhang Ruimin found that although there are many refrigerator brands on the market, there is no real "brand-name refrigerator", and brand names are almost synonymous with foreign goods.

Therefore, Zhang Ruimin decisively put forward: "If you don't do it, you must strive for the first place and create a famous brand.

In this way, Haier gave birth to the competitive ideas of "famous brand strategy" and "striving for the first place", and thus established the road of quality and efficiency development.

Shortly after Zhang Ruimin took office, he found that 76 refrigerators produced by the factory were unqualified. He asked the employees of the whole factory to take turns to visit and publicly announced that the person directly responsible for producing these products would personally smash these refrigerators.

When these 76 refrigerators turned into a pile of scrap iron under the hammer of the producer, Zhang Ruimin shed tears, and so did the workers.

Then Zhang Ruimin announced that he and all the managers would be punished.

From then on, the staff of the whole factory realized a simple and profound truth: quality is the life of the enterprise, and producing inferior products is equivalent to smashing their jobs.

This new thing aroused strong repercussions in the society, and people unanimously praised Zhang Ruimin's determination to pay close attention to quality and his boldness of vision in dealing with problems.

Since then, the name "Haier Zhang Ruimin" has occupied a considerable position in the minds of consumers all over the country.

So, where is the way out for Haier? Zhang Ruimin decided to introduce foreign high-level production technology to make up for the disadvantage of "starting late" with the advantage of "high starting point".

They collected and compared the technical data of 30 foreign manufacturers, and finally decided to adopt the advanced technology and equipment of Liebherr Company in Germany.

1985, Qindao-Liebherr brand and the first generation of four-star refrigerators in Asia were put on the market, which quickly won the trust of consumers with high technology and high quality.

1987, Haier was jointly recommended as the first refrigerator product by 48 large shopping malls in China (until 1997, ranking first together), and in 1988, Haier won the first national excellent gold medal in the history of refrigerators in China.

Since then, various honors have followed: China's top ten well-known trademarks (the only one in the home appliance industry), the National Quality Management Award (the first in the home appliance industry), and China's best-selling domestic product Jinqiao Award.

Haier took the lead in passing ISO900 1 international certification, American UL certification, German VDE certification, Canadian CSA certification, etc. 10, and was recognized as the first famous brand of household appliances in China.

Due to the good quality, high reputation and famous brand of Haier products, many consumers are proud of owning Haier products.

Therefore, although the price of Haier products is much higher than similar products of other brands, consumers still prefer Haier products.

Today, under the guidance of the idea of "famous brand strategy" put forward by President Zhang Ruimin, Haier Group has grown from an enterprise with a loss of 6,543,800 yuan+0.47 million yuan to a national super-large enterprise group through technology development, refined management, capital operation, merger and acquisition and international operation.

At present, the group's products include refrigerators, freezers, air conditioners, washing machines, microwave ovens and other 27 categories, with more than 7,000 specifications and varieties, which are exported to developed countries and regions such as Europe, America and Japan in batches.

1997, Haier's sales revenue was 65.438+008 billion yuan, its profit was 430 million yuan, and its brand value was 65.438+06.5438+08 billion yuan, making it the first brand of household appliances in China.

Brief introduction of Haier group

Haier is the largest integrated appliance manufacturer in Chinese mainland and one of the top 10 companies in the world.

Founded in 1984, it has developed steadily for 22 years. Products have developed from a single refrigerator to more than 96 categories 15 100 including white and black household appliances, and exported to more than 60 countries and regions in the world.

It has become a large-scale international enterprise group with high reputation at home and abroad. In 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 lost1470,000 yuan and was on the verge of closure. When Zhang Ruimin, then the factory director and now the president of Haier Group, entered the factory for the first time, he was shocked to find that the factory was full of stinking urine, and the workers were wandering around, doing nothing. Groups of workers took down the window frames and made a fire to keep warm.

Zhang Ruimin's first order after taking office was "No peeing in the factory". From this order, Zhang Ruimin embarked on a long road to build the largest household appliance enterprise in China.

As soon as I took over Qingdao refrigerator factory, I checked all the refrigerators in stock, picked out 76 defective refrigerators, and then moved them to the factory square, where the workers who produced them smashed their finished products with sledgehammers in front of all the employees.

At that time, the price of a refrigerator was about two months' salary of an ordinary worker. The worker personally broke his own sweat and tears, laying the foundation for Haier to adhere to quality.

Haier Group adheres to the comprehensive implementation of 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.

At present, there are 18 design centers and 10 industrial parks (including 2 overseas, located in the United States and Pakistan respectively; 8 in China, 5 in Qingdao, Hefei 1 home, Dalian 1 home, Wuhan 1 home), 22 overseas factories and manufacturing bases and 58,800 marketing outlets; 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" in design, production and sales has been initially realized, and household appliances suitable for local consumers have been specially developed, and overseas factories are also operating across the board.

Haier President Zhang Ruimin

The Development Course of Haier Group

Haier's development process is divided into four stages: 1984 ~ 1990, inward development stage; 1990 ~ 1996, export stage; 1996 ~ 1998, overseas investment stage (investment in Indonesia and other places); After 1999, the localization stage (investment, design, production and sales in South Carolina, USA).

* 1984 ~ 1990, inward development stage.

Haier's "going out" relies on a gradual road, that is, on the basis of gradually gaining a leading position in the domestic market, it begins to promote internationalization.

So at this stage, Haier first establishes 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 stuck.

It turns out that many farmers in Sichuan use washing machines to wash sweet potatoes, so sediment and tree roots often block the water outlet of washing machines.

Zhang Ruimin brought this problem back to Haier headquarters, and everyone laughed at it, but Zhang Ruimin said seriously, "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 customized action left a deep impression on Haier, and also opened a new era of Haier's customized electrical appliance marketing.

* 1990 ~ 1996, export stage.

From 65438 to 0990, Haier refrigerators began to be exported to German and American markets. In order to persuade picky Germans to enter the German market, Haier refrigerators with their trademarks torn off are put together with German famous brand refrigerators, so that German dealers can choose for themselves.

After strict inspection and trial use, the distributor chose Haier refrigerator, so Haier got an order for 20 thousand refrigerators, which opened the way for Haier to enter the international market.

It opened the prelude for Haier products to enter overseas markets.

After nine years of efforts, Haier's marketing internationalization has achieved fruitful results: refrigerators, freezers, air conditioners and washing machines are exported to 87 countries and regions such as the United States, Japan, Australia, Europe, Southeast Asia, the Middle East and Latin America. Haier's production technology of refrigerators, air conditioners and washing machines has also been exported to Indonesia, Malaysia, the Philippines, Yugoslavia and Spain.

In the process of overseas sales, we mainly rely on foreign franchisees to set up marketing outlets and establish international logistics centers to ensure the supply of products to overseas distributors and win international reputation.

* 1996 ~ 1998, overseas investment stage.

Since 1996 Haier made its first overseas investment, Philippine Haier CDLKG Electric Appliance Co., Ltd. was established. Haier's production technology of refrigerators, air conditioners and washing machines has also been exported to Indonesia, Malaysia, the Philippines, Yugoslavia and Spain, and factories have also been set up in Indonesia, Malaysia, Yugoslavia, Iran and the United States.

*/After KLOC-0/999, the localization stage.

1In April, 1999, Haier Group became the first "Trinity Localization" overseas Haier 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 according to local conditions.

The success of Haier's "going out" is closely related to the following factors: taking the development of 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.

The internationalization course of Haier company

Formulate three 1/3 "internationalization strategies.

After the strategic concept of "going out" was formed, Haier set up lofty aspirations at the beginning of the reform, and Haier's ultimate positioning goal was to build an international Haier.

China Haier is a small piece 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 the "three 1/3" strategy, that is, one third of domestic production and one third of domestic sales; 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: insisting on the establishment of export-oriented brands; The creation of export brands starts with quality; Easy first, then difficult, first into the developed countries, and then into the developing countries.

In the process of implementing this strategy, the efforts are affirmative, and Haier will create a unique road with this strategy. Haier has its own principles while its products are going international: the first product is imported and has its own advantages; The second product is made in China, so we can design our own products to improve the quality. The third is export, which will expand and standardize the output and export it to various places; The fourth set is produced locally abroad to reduce the cost.

In terms of brand, they also take three steps. The first step is to go out and enter mainstream foreign countries and markets.

The second step is to go in, go into foreign mainstream channels and sell mainstream products.

The third step is to go up, which is to become a real local mainstream brand.

Sowing stage of export license

Haier has initially established a reputation in the international market. Haier has entered 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 ranks first in the world's home appliance manufacturing industry, and it is also one of the largest consumers of home appliances. To become a well-known brand of world-class 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 LA and Silicon Valley, and established a trading company in new york to build Haier's popularity.

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

1In April, 1999, Haier, a well-known household appliance industry, set up a factory in South Carolina, representing a sensational event with great influence in both 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, 2000, Haier refrigerator made in America has entered the families of American consumers.

American AHAM survey shows that in the refrigerator market of 239-280 liters, Haier refrigerator has successfully occupied 35% of the American market share, 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 created a high reputation in the United States, but this is based on going abroad.

The investment in the South Carolina factory will enhance 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, Midea almost thinks Haier is its own home appliance brand, and its trust is reflected in the sales table.

Invest and build factories overseas

In order to implement the internationalization strategy more thoroughly, Haier added three new centers after building factories through overseas investment.

I. Information Center.

In the United States, it is stipulated that you can join local associations after investing in local factories, such as AHAM and CEA associations in the United States, which means that the company is qualified 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 is qualified to compete fairly with well-known local brands.

Second, the design center.

Haier's overseas business idea is to design according to the requirements of local consumers, and through local design and local production, the needs of users will be transformed into products that users are satisfied with at the first speed.

In the United States, Haier has given priority to one of the brands that meet the energy consumption star standard of 200 1. Under the standard of environmental protection, Haier's brand reputation has been enhanced, and it has also promoted the export of other regions and the market development of the domestic market.

Third, the resource center.

Mastering the resources of local superior suppliers through local factories will help Haier integrate global resource advantages and improve product competitiveness.

At present, more than 40 companies in the world's top 500 companies provide parts support for Haier.

Cross-border mergers and acquisitions break through European positions

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

In July 20001year, Haier Group acquired a refrigerator factory in Italy.

Different from the way of building a factory in the United States, Haier merged a factory in Italy to make refrigerators, and established Haier Italy Electric Appliance Co., Ltd., which implanted Haier brand into the European market, shared the original factory of local culture, and replaced all the original bad household appliances with Haier's, shaping an advanced level equal to well-known brands in Europe and America.

This is another great feat of Haier's localization strategy in developed countries after the United States, and it is also another successful symbol and new milestone for Haier to implement internationally renowned brands.

The factory was put into production that month, and the product quality and output reached the highest level in history.

Adopting M&A model makes Haier even more powerful, and at the same time, it has three advantages in opening up the international market.

First, quickly enter the local market.

In 200 1 year, the sales of Haier refrigerators in Europe exceeded $60 million. 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 network resources, human resources, technical resources and external public relations resources of raw materials and equipment procurement, and quickly established a soft and hard environment for enterprise development.

Third, technical barriers to trade have been eliminated.

European countries have set technical barriers to trade such as product certification and tariffs on Asian products, and localized production has completely broken through these restrictions, and Haier products have no obstacles to enter the European market.

Consolidate the status of "three integrations and one creation"

After gradually sowing, budding and growing overseas, Haier further promoted the concept of "three integrations and one innovation" and comprehensively consolidated its position in overseas markets.

"three integrations and one innovation", that is, through financing, intelligence, culture,

Creating local famous brands 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 crucial to the implementation of localization strategy.

It is difficult for the two cultures to merge, but in essence, innovative ideas can be merged.

Haier has gradually realized the integration of Haier culture and local culture through business philosophy and enterprise spirit.

In American factories, the same management philosophy as China Haier can be seen everywhere, but the methods are flexible and diverse, which is more rich in American culture.

The pre-shift meeting system, 6S high-quality typical appraisal and the activities of selecting outstanding Haier employees make American Haier employees feel both novel and energetic. This * * * management mode has formed an atmosphere for Haier employees in the United States to catch up with and learn, 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 owns 15 industrial parks, 30 overseas factories and manufacturing bases, 8 overseas design centers and 58,800 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 the order, Haier's overseas development will no longer need to rely entirely on its own investment to set up factories around the world, nor will it need to go through the hands of Haier factories. Through brand endorsement, Haier can enter the top 500 enterprises and sell eternal products.

Last year, Haier stopped investing to set up a factory and handed over the OEM to Haier International Cooperation Factory. Now Haier no longer sells products, but 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 competitors and maintain a leading, irreplaceable and difficult-to-imitate competitive advantage. Haier's international territory has reached a certain level. Only by continuous innovation and breakthrough can Haier reach its peak.

Haier's international marketing activities

Since 2006, in order to adapt to the situation of global economic integration, Haier has entered the fourth stage of development and innovation: the global brand strategy stage after the famous brand strategy, diversification strategy and internationalization strategy.

The difference between internationalization strategy and globalization strategy lies in that internationalization strategy is based on China and radiates the whole world; The global brand strategy is to create a localized Haier brand in every country's market.

Haier's global brand strategy needs to solve the following problems: improving the competitiveness of products and enterprises.

Achieve win-win profits with suppliers, customers and users.

Change from single culture to multi-culture to realize Haier's sustainable development.

From this series of innovative strategies to the present, it also means that Haier has actually brought the enterprise into the international field when implementing the internationalization strategy! In order to further explain the international marketing activities of Haier Group, we decided to use the "value chain" and "integrated coping framework" mentioned in the fifth section of the text to elaborate and analyze the international marketing activities of Haier Group.

Value chain analysis

The value chain consists of a series of value creation activities, including primary activities such as manufacturing, marketing, distribution and after-sales service, as well as supporting activities such as company capital construction (factory building), human resource management, research and development and material procurement.

"Market first, factory later" and "order first, goods later" are Haier's business philosophy. With local factories, manufacturing, purchasing, marketing and information circulation are more convenient, and Haier's three-dimensional information database of industrial parks in development zones has realized their ideas.

The purchased goods and raw materials should not be kept in inventory or warehouse, but should be purchased for production; The products produced should be sent directly to the users, not in the warehouse! These two characteristics are embodied in "three networks at one level": informationization and networking; "First-class" is the order information flow, and all information within the enterprise should flow around the order; Network is the global supply network, global distribution network and computer management network, and it is the foundation and support of logistics.

There are 42 distribution centers in China, which can be delivered to users in time.

The chart above can clearly illustrate the value chain (market chain) of Haier Group.

In Haier's market chain flow chart, the first big circle is global supplier resources. The best suppliers can be found around the world through the Internet, and the sub-suppliers can also meet the needs of customers. Logistics integrates the resources of the whole group to find the best supplier.

Another big circle is the product manufacturing department including ODM and OEM, and the third big circle is the resources of global users, seeking valuable orders.

In fact, whether to buy or not depends on whether the third lap gets the order. The original functional departments have become market relations, such as design, total quality management, etc., all of which directly serve users.

Outside the enterprise, vertically, the upstream is the supplier and the downstream is the customer. Now suppliers are integrated and United to meet the needs of users. The most important thing is whether he can participate in the front-end design of products. Without this ability, the goods supplied will not be good.

I can give you my new product. You must design a motor that can improve the performance of the product. I can also give you a higher price.

The main channels of downstream businesses are: foreign big chains, Wal-Mart and Carrefour, as well as domestic chains, home appliance franchise chains, shopping malls and Haier's own specialty stores. Different channels have different customer groups, and Haier and suppliers unite to create products that meet the needs of users.

Haier has established technology development centers, production bases and trading companies overseas, realizing the "trinity" localization model of design, manufacturing and marketing. At present, it has localized Haier in the trinity of America, Europe, Middle East and Southeast Asia.

Integrated response architecture

"One third of domestic production and domestic sales, one third of domestic production and overseas sales, and one third of overseas production and overseas sales" is Haier's "three-thirds system" concept. It can be seen that even if Haier goes international, its marketing activities, including manufacturing, production, basic research and applied research, are still mainly localized, mainly domestic manufacturing and production, followed by overseas manufacturing and production, and basic research is domestic. However, R&D can be integrated globally through the information synchronization function, and the relevant applied research is concentrated in local research centers, and it can cooperate with local distributors and manufacturers to develop products that meet local consumption needs, so it can cope with local pressure.

Then we will further analyze Haier's marketing strategy, because they only start purchasing and producing after they have orders, so the products are mainly based on the needs of consumers, so they can respond to the local; In advertising strategy, they insist on "globalization of thought and localization of action", which can be seen from their advertising slogans. Haier's advertising slogan in the United States is "What is the world? What is the home?" In Europe, Haier and higher are used, which fully reflects Haier's localization. Therefore, advertisements are basically standardized all over the world, and some are revised according to local conditions, adopting the golden mean strategy; Haier's strategy of "no price war" is believed that many people already know a little about it, yes! All products produced by Haier Group are at the same price, and there will never be price fluctuations due to local prices or national conditions, nor will there be price wars with competitors due to competition of similar products, so its pricing ability is relatively high in global integration and relatively low in adapting to local conditions; In terms of promotion and distribution, it will be revised according to local market conditions.