corporate culture

Haier Corporate Culture Center

Catalogue

Haier Group (Overview)

1. Three stages of Haier's strategic development

2. The course of Haier's development

3. The shift in three directions

Management articles

1. Four aspects of Haier's management development. Haier management mode

1. OEC management method

2. 1 a core

3. 2 three basic principles

4. 3 PDCA

2. management tips

5. 1 8/2 principle

2.2 three-step problem solving method

2.3 nine control elements: Our Haier spirit

3, our Haier style

4, Our Haier concept

4.1 survival concept

4.2 employment concept

4.3 quality concept

4.4 marketing concept

4.5 competition concept

4.6 market concept

4.7 after-sales service concept

4.8 export concept

4.9 capital operation concept

4.1 Haier. Our two principles for the market

5.1 Keep a close eye on the market and create a good reputation

5.2 Never say "no" to the market

Our innovative ideas

6,

6.1 Source theory

6.2 Resource theory? Integration

6.3 Market Chain

6.4 SST

6.5 Zero Distance Selling

6.6 Reputation

6.7 Eating "Huck Fish"

7. Our image language

7.1 Image language

7.2 Standard font

7.3 Image language of various products

. Reminders at all times

11, problem warning record

12, thought warning record

13, our personal cultivation

14, our ideological and political principles

15, our thinking

16, our operation mode

Our Haier Group

Haier is one of the top ten well-known trademarks first published in China.

under the guidance of the idea of creating Haier's world famous brand put forward by President Zhang Ruimin, Haier Group has rapidly grown from a small collective factory with a deficit of 1.47 million yuan to the first brand of China's household appliances with white, black and beige appliances. Its products include more than 9,2 varieties in 58 categories, and its sales revenue has increased at an average annual rate of 81.6%. In 1999, the group's domestic and foreign turnover reached 26.8 billion yuan, of which industrial sales revenue was 21.2 billion yuan. At present, the group has more than 2, employees, and Haier's market share of refrigerators, freezers, air conditioners, washing machines and other products ranks first in the country.

with the strategy of "making things difficult first, then making things easy", Haier has achieved international market expansion. Now, there are 36, overseas distribution outlets, and its products are exported in batches to more than 9 countries and regions in the world's top ten economic regions, such as Europe, America, the Middle East and Southeast Asia. In 1999, the export of Haier products earned foreign exchange of 138 million US dollars, which doubled year-on-year. Haier has also set up factories in the United States, the Philippines, Malaysia, Yugoslavia and other countries, and is moving towards the goal of an international group.

In August, 1997, Haier was identified by the State Economic and Trade Commission as one of the first batch of six pilot enterprises for technological innovation in China, focusing on supporting the top 5 enterprises in the world.

Haier's goal is to become one of the top 5 companies in the world, create a world famous brand in China and win glory for the nation.

development articles

Haier's development history

1. Three stages of Haier's strategic development: the famous brand strategic stage (1984-1992)

Features: only making one refrigerator product, exploring and accumulating rich experience in enterprise management, laying a solid foundation for future development and summarizing a set of portable management models. The stage of diversification strategy (1992-1998)

Features: from one product to multiple products (only refrigerators were available in 1984, and there were dozens of products in 1998), from white appliances to black appliances, capital operation was carried out in the way of "eating Huck fish", tangible assets were revitalized with intangible assets, and the scale was enlarged at the lowest cost in the shortest time. The stage of internationalization strategy (1998 —— )

Features: The products are sold in batches to the markets of major economic regions in the world, and their own overseas dealer network and after-sales service network have been established, and Haier brand has gained a certain popularity, credibility and reputation.

2. The course of Haier's development

In p>1984, Qingdao Dongfeng Motor Factory, the predecessor of Haier, was a small collective factory on the verge of bankruptcy, with more than 8 employees and only one secondary school student, producing small electromechanical products such as electric hoists. In 1984, there was a deficit of 1.47 million yuan, and the enterprise was caught in the dilemma of not paying the monthly salary.

in December, 1984, Zhang Ruimin, then the deputy general manager of Qingdao household appliances company, was appointed by the superior to set up Qingdao refrigerator factory, and decided to introduce the production line of Liebherr refrigerators from Germany. This introduction belongs to the purchase of Liebherr's refrigerator production technology.

under the guidance of the idea of "famous brand strategy" put forward by President Zhang Ruimin, Qingdao Refrigerator General Factory stood out among many refrigerator factories with high quality and excellent service, and won the first national excellent gold medal in the refrigerator industry in 1988.

On December 2th, 1991, Qingdao Refrigerator General Factory merged the former Qingdao Air Conditioner Factory and Debei Electric Freezer Factory to form Haier Group. After the establishment of the group, Haier products began to expand into the field of white goods by means of capital operation; In September 1997, marked by the launch of Pathfinder and all-digital color TV sets, it entered the field of black household appliances, and then entered the fields of computers and mobile communications.

in p>1992, our group acquired 8 mu of land in the east of Qingdao and 16 mu in the west of Haier Industrial Park, and established Haier Development Zone Industrial Park and Haier Information Industrial Park. On April 3th, 1999, Haier Industrial Park was established in South Carolina.

in the past fifteen years, our group has been continuously developing and making contributions to the country, and at the same time, it has actively participated in social welfare undertakings. It has successively invested in the establishment of Laixi Hope Primary School, produced a hundred-episode animated film "Haier Brothers", funded Qingdao Children's Art Troupe and Qingdao Education, and established Haier Science and Technology Museum, offering Haier sincerity to the society and repaying the care of the society.

3. Shift in three directions

At the beginning of 1999, when determining the development idea of the enterprise, President Zhang Ruimin clearly proposed that 1999 should be regarded as "Haier's internationalization year", and the nationalization strategy should be fully implemented, making Haier an internationally famous brand. In order to achieve this goal, Haier Group has formulated a series of integration schemes such as rebuilding the internal structure of enterprises and improving the competitiveness of enterprises to ensure the realization of the goal of "Haier internationalization".

In terms of the guiding ideology of rebuilding the internal structure of enterprises, President Zhang Ruimin put forward the "three-direction shift".

3.1 the shift of management direction: from the linear functional organizational structure to the market chain of business process reengineering (BPR)

flattening: taking customers as the center, and the processes are markets for each other, becoming a flat rather than linear functional structure.

informatization: customer first is the center, and each process becomes a market chain with continuous process and smooth information.

basis: enterprises used to aim at maximizing profits, but now enterprises aim at maximizing customer satisfaction.

3.2 shift of market direction: shift from domestic market to foreign market

Cognition: "It's difficult before easy" to achieve cognition, and let local consumers identify with Haier brand by quality.

Rooting: Trinity takes root, and the structure of Trinity takes root locally, including advertising.

famous brand: meet the needs of local consumers ahead of time and finance locally to create famous brands.

3.3 industrial direction shift: the shift from manufacturing to service industry forms the basis of online sales through the mode of zero-distance sales. Using information technology, we can realize networked management, networked marketing and networked procurement, laying the foundation for Haier's e-commerce.

management

1. The four stages of Haier's management development are from disorder to order (1984-1988), from order to system (1988-199), from system to height (199-1992) and from height to extension (1992-)

Haier's management philosophy

Slope Sphere Theory

Haier's innovation-the driving force and source of Haier's development

The position of enterprises in the market is like a small ball on an inclined plane, which needs to have upward force (promotion of goals) to make them develop continuously; It is also necessary to have a stopping power (basic management) to prevent the decline.

3. Haier management mode

1. OEC management method

"OEC" management method-the abbreviation of English Overall Every Control and Clear.

contents of "OEC"-

o-overall omnibearing

e-everyone

Everyday

Everything

c-control

Clear cleaning

"OEC" management method can also be expressed as:

the "OEC" management method consists of three systems:

target system → Nissin system → incentive mechanism

First, establish the target;

Nissin is the basic work to achieve the goal;

the results of Nissin must be linked with positive and negative incentives to be effective.

Case

A. Haier people in the United States: Never put off the work of the day!

In mid-July, 1999, the temperature in Los Angeles was as high as 4 degrees, and few people even walked on the road in such hot weather. Once, because of the driver of the transportation company, there was an extra box of washing machine parts shipped to Los Angeles. This incident didn't affect the work at first, so we can find an opportunity to transfer it back, but Mr. Dan, the parts manager of Haier Trading Co., Ltd. in the United States, didn't think so. He said: The contents to be transferred back were set in Nissin on that day, so how can we put off the work that should be completed on that day? ! So Mr. Dan braved the heat to replace this box of parts in time.

B, why is Jin Changshun working so smoothly now?

Jin Changshun has been trained to work as a welder in refrigerator assembly. His dream is to be "the welding king of Haier".

it's not enough to just want to be a teacher, but to practice hard on weekdays. How to practice? Because of impatience, Jin Changshun hit a "nail" at the beginning, and his performance in a welding competition was not ideal, which once caused depression.

after his master discovered this phenomenon, he enlightened him and said: there is a process to improve any ability. Don't be impatient. If the work effect is getting better and better, it will increase by 1% every day, and if it persists for a long time, there will be an improvement in geometric series. Master's words deeply touched Jin Changshun. From then on, he practiced his basic skills hard, and found some old cutting pipes in his spare time and practiced them every night. Colleagues said: I will give Xiaojin if I find the waste pipe. His hard work is really admirable!

Jin Changshun's welding technology has improved every day, and he finally realized his dream. In the welding contest held by the Refrigerator Division in 1998, Jin Changshun won the welding star three times in a row and was commended by the company.

1. 1 a core

the unchanging rule of the market is that it is always changing.

We should constantly improve our goals according to the ever-changing market

Case

Flying Target

In the 195s, Americans won the market by shooting a "fixed target", that is, aiming at a fixed market, organizing production, reducing costs and improving efficiency.

in the 196s, the Japanese rose. The Japanese created new opportunities for themselves and won the market by playing the "swimming target", that is, segmenting the market.

Now, under the circumstances of information explosion and fierce competition, we can only survive by "flying the target". We must constantly adjust our position in order to win the initiative in the rapidly changing market.

1. 2 three basic principles closed-loop principle: everything must have PDCA cycle principle and spiral upward. Principle of comparative analysis: vertical comparison with one's own past, horizontal comparison with the same industry, no comparison, no development. The principle of continuous optimization: according to the barrel theory, find out the weak items and make timely rectification to improve the level of the whole system.

1.3 PDCA

P-plan d-do implementation

c-check a-action summary

p stage: according to users' requirements and with the goal of achieving the best economic benefits, technical and economic indicators, quality objectives, management projects, and specific measures and methods to achieve these goals are formulated through investigation, design and trial production.

stage d: put it into practice according to the formulated plans and measures.

stage c: after a stage is implemented, check the implementation and effect against the plan and objectives, and find problems in time.

stage a: according to the inspection results, take corresponding measures, or revise and improve the original plan or find new goals and make new plans.

2, management tips

2.1 8/2 principle

8/2 principle: the key minority restricts the secondary majority.

Because the manager is a minority, but he is the key; Employees are the majority, but from the management point of view, they are subordinate. In other words, the key minority restricts the secondary majority. Therefore, in Haier, whenever problems are found, managers have to bear 8% responsibility.

Case

What responsibility should this employee's superior bear!

One day in July, 1995, the former Washing Machine Co., Ltd. announced a decision, and a quality inspector was fined 5 yuan because of his weak sense of responsibility, which caused the wrong plug of the washing machine selection switch and missed inspection.

This employee, as an ordinary employee at the grass-roots level, has assumed her due responsibilities. However, the problems in the quality assurance system reflected by this employee-how to prevent the unqualified products that have been missed from entering the market, should be handled like this employee, and the responsible person should be found. Behind the employee's problem, there are actually more hidden dangers. After all, there is still a big gap between the product unpacking qualification rate and social repair of the washing machine Co., Ltd. at that time and the requirements of the first brand. All this is by no means caused by the employee's ability alone. The loopholes in the system make the employee's "accidental behavior" become "inevitable". In this case, cadres who are in charge of the overall situation should take responsibility first, and check the problem of system guarantee first, so as to make fewer and fewer mistakes.

according to the 8/2 principle, this employee's superior, the person in charge of quality in the former washing machine co., ltd., also punished 3 yuan and made a written inspection.

2.