• Group Introduction
  • Haier Strategies
  • Development History
  • Brand Array

Overview of Haier Group

Founded in 1984, Haier Group is a leading global provider of better life and digital transformation solutions. Based on the purpose of "More Creation, More Possibilities", we are committed to co-create infinite possibilities for a better life with users, and to co-create infinite possibilities for industrial development with the ecosystem partners.

We've always been user centered, adhered to original technology and built a landscape of two pillars, Smart Living and Industrial Internet. We have built 10 R&D centers, 71 research institutes, 35 industrial parks, 143 manufacturing centers and a sales network of 230,000 nodes around the world. We are the world's only IoT Ecosystem Brand that has been ranked in the Kantar BrandZ Top 100 Most Valuable Global Brands for 5 consecutive years. We also retain the top position in Euromonitor's Global Major Appliances Brand for 15 consecutive years.

We have four listed companies, and our subsidiary Haier Smart Home is named among the Fortune's Global 500 and World's Most Admired Companies. Haier Smart Home was listed on Shanghai Stock Exchange A-share in 1993, CEINEX D-share in Frankfurt in 2018 and Hong Kong Stock Exchange H-share in 2020, is the only company that has achieved an "A+D+H" portfolio in global capital market. We have several global premium brands such as Haier, Casarte, Leader, GE Appliances, Fisher & Paykel, AQUA and Candy, etc., to continuously create the best experience for our users.

We believe: More collaboration will happen when more boundaries are broken, and more valuable relationships are established. Only then will the future of the world be filled with infinite wonderful possibilities.

   Haier: The No. 1 Ecological Brand in the Era of Internet of Things    


With the emergence of new economic patterns like the community economy and sharing economy in the ear of Internet of Things, Haier Group has pioneered and launched an ecological branding strategy.


During the attempts to put the ecological branding strategy into practice, the Haier model of “Integrating Order and Personnel” has once again demonstrated its extraordinary vitality. In the past two years, Haier U+, COSMOPlat, Shunguang and other global platforms have been introduced, and the full-scene customized “Life X.0” concept has been realized in its most impressive way. This will definitely become a new legend in Haier’s history.


Haier U+ Smart Life Platform is an open ecosystem that integrates global resources, including the Internet of Food, Internet of Clothing, Internet of Living, Internet of Entertainment and other IoT ecospheres. It brings unprecedented experience to users in various smart home scenarios, which fulfills users’ vision of an ideal home.


Haier's high-end manufacturing platform COSMOPlat is the only user-centered industrial Internet platform in the world that provides users with high-quality intelligent products. It also represents a community ecology that allows users to be part of the whole product design and manufacturing process. Here, anyone can become a designer and an inventor, and customize their own “Life X.0” with the help of Haier’s global technical resources.


At present, Haier’s ecosystem is supported by a strong community base. Haier has sold more than 210 million intelligent products to its users, and the number of real-time online users has reached 28 million. The number of Shunguang Platform contacts has reached 1.13 million, linking hundreds of millions of user resources. In 2018, Haier saw a robust growth in ecological income, reaching 15.1 billion yuan, with a year-on-year increase of 75%. These achievements have laid a solid foundation for Haier Group to create the No.1 ecological brand in the era of Internet of Things.


In the future, as the No.1 ecological brand in the era of Internet of Things, Haier will work harder to make the model of “Integrating Order and Personnel” a world-class Internet of Things model.


Development History of Haier

Since its founding in 1984, Haier has adhered to the unique win-win management model of “Integrating Order and Personnel” during each of its disruptive innovations and radical changes, releasing the vigor and creativity of people in a real sense.


Committed to self-renewal, Haier has gone through stages of brand building strategy, diversification strategy, internationalization strategy, global branding strategy and networking strategy. In the era of the Internet of Things, Haier continues to be a front runner in the industry by creating lifestyle-based ecological brands with its “smart home” approach.

Different Development Stages of Haier


The Stage of Brand Building Strategy

In 1985 when the reform and opening up was initially launched, there was a huge market demand for refrigerators. Many manufacturers then only paid attention to the quantity rather than the quality. Haier was the first to set the business goal of supplying “zero defect” products. Mr. Zhang Ruimin, the founder of Haier, “smashed defective refrigerators”, which became a hit topic of the time, and the event was filmed as The CEO. A few years later, the refrigerator industry was challenged by overcapacity, but Haier products were still well received by the market despite a price rise. In four years, Haier won the National Quality Award (the highest award) as well as the honor of the Top Ten Well-known Trademarks in China. Haier changed the traditional concept of quality in people’s mind and improved employees’ professional level of quality management, thus creating the first famous Chinese brand in the refrigerator industry with excellent quality.

The Stage of Diversification Strategy

In 1991, by the opportunity brought by the “Southern Tour Speeches” of Comrade Deng Xiaoping, Haier embarked on the road of diversified operation. Amidst doubts from the public opinion and industry, Haier merged 18 loss-making home appliance companies, expanding its refrigerator-based product line to a diversified array of products, including washing machines, air conditioners, water heaters and other home appliances. By the time when many other home appliance companies began their diversified operations, Haier had taken the lead for ten years, which established Haier’s leadership position in Chinese home appliance industry.


Haier's diversified management does not rely on investment in capital and technology but is revitalized by the roots of Haier culture and management concepts. Use intangible assets to revitalize tangible assets and activate “shock fish” with Haier culture. This history has also become a world-class classic business case selected for the Harvard case library.

The Stage of Internationalization Strategy

At the end of 1990s, after China's entry into WTO, many Chinese enterprises were hindered from expanding their markets overseas and turned to OEM. Zhang Ruimin, the founder of Haier, put forward the idea of "creating a brand by exporting", "first difficult, then easy". Haier started overseas business development, invested in the construction of factories, and took the lead in the developed countries to create its own famous brand.

In 1999, Haier set up its first overseas industrial park in the United States. At that time, the huge investment was questioned by the media and public opinion. But from today's point of view, it is a highly forward-looking and far-sighted decision. It is the establishment of American factories that laid the foundation for Haier's stable foothold in the United States market. Later, in order to thank Haier for its great contribution, the local government of the United States named a "Haier Road", which is the only road in the United States named after a Chinese brand. Since then, Haier has gained international fame with its high quality products, and Haier has become the leader of Chinese brands on the world stage.

The Stage of Global Branding Strategy

Since 2005, Haier has entered the stage of global branding strategy and adhered to the development philosophy of “localized design, localized manufacturing and localized marketing”. In 2012, Haier acquired Sanyo Electric’s multiple businesses including washing machines and refrigerators in Japan and Southeast Asia. After that, Haier successfully acquired New Zealand’s high-end home appliance brand Fisher & Paykel. On January 15, 2016, Haier and GE strategically collaborated to integrate GE’s home appliance business, forming a new alliance model for large companies to do business out of prices system. The Wall Street Journal described Haier as creating a “Chinese surprise”.


By 2018, Haier has established 10 R&D bases, 24 industrial parks, 108 manufacturing centers, 66 marketing centers and 143,330 distribution networks around the world. With more than 60,000 employees worldwide, Haier has jumped to be the world’s number one home appliance brand.

The Stage of Networking Strategy


In 2012, Haier proposed a networking strategy. Haier transformed from a traditional home appliance company to an Internet company, turning its traditional business organization into an open ecological platform. The relationship between the company and the upstream and downstream industry chain has changed from one based on zero-sum game to one featuring a benefit-sharing community. The huge business organization of Haier has become nodes in a network platform. The parties in the platform share values and achieve win-win benefits in a self-organizing and self-driven manner. All stakeholders including employees, user and social entrepreneurship teams can participate in the entire process of design and creation, and leverage the resources of Haier platform flexibly and efficiently. Haier broke the organizational structure based on bureaucracy and turned it into a pattern composed of various entrepreneurial teams that are directly responsible for users. In this way, staff members have turned into creators from employees and executors, and a “enterprise pay” system turns into a “user pay” system, which not only stimulates the initiative and leading spirit of employees, but also helps them realize self-worth while creating values for users.

Brand Array of Haier Group

Led by CEO and Board Chairman Zhang Ruimin, Haier enters Networking Strategy Stage in 2013. Lashed by the impact of the Internet traditional economic models are undertaking dramatic changes. Priority of Haier in the future is producing products to meet the personalized demands of the consumers.
Since 1984 when all the pioneering started Haier Group has gone through four strategic stages, namely the Brand Building, Diversification, Internationalization and Global Brand stages. And in December 2012 Haier Group announced entrance into the fifth development stage: Networking Strategy Stage.

  • Haier

    Born in 1984, Haier is the main home appliance brand of Haier Group. Haier is changing in synch with the era of Internet of Things. Relying on a brand orientation of “a front runner in the era of Internet of Things”, it introduces an intelligent customization model. It provides a wide range of smart home solutions to different consumers and scenarios, satisfies the needs of customers for personalized, high-quality, fashionable and intelligent products. With unceasing deeper exploration ...

  • Casarte

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  • Leader

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  • AQUA

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  • Candy

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