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

Overview of Haier Group

Established  in 1984, Haier Group is a world-leading provider of solutions  to beautiful life. In the process of innovation and  entrepreneurship, Haier always upholds the principle of “prioritizing  people's value”. Mr Zhang Ruimin, chairman of Haier  Group Board of Directors and CEO, proposed the Rendanheyi Model,  whose contemporary features,  universality and social characteristics have achieved trans-industry  and trans-culture fusion and duplication.


Focusing on user  experience and keeping abreast of the times, Haier started off as a  collectively owned, small factory on the verge of bankruptcy before  growing into an ecosystem that leads the IoT era and the sole IoT  ecosystem brand among the BrandZ Top 100 Most Valuable Global Brands. In  2018, Haier Group generated a global turnover of RMB  266.1 billion, a year-on-year increase of 10%; its global profits and  taxes exceeded RMB 33.1 billion, a year-on-year increase of 10%; and its  ecosystem revenue reached RMB  15.1 billion, a year-on-year increase of 75%. To date, Haier has  successfully incubated four listed companies, two unicorn companies and  12 quasi-unicorn and gazelle companies. Moreover, Haier has established  10+ N R&D centers, 25 industrial parks, 122 manufacturing plants and  108 marketing centers all over the world. Haier also boasts of a large  retailer network that covers over 160 countries in the world. It owns a  number of smart-appliance brands, including Haier, Casarte, Leader, GE  Appliances from the U.S., Fisher & Paykel from New Zealand, AQUA  from Japan and Candy from Italy, service brands such as RRS, Yingkang  Life and COSMOPlat; and cultural and creative brand such as Haier  Brothers.


Haier has topped Euromonitor's World  Home Appliance Brands for ten consecutive years. Its subsidiary Haier  Smart Home Co., Ltd. is among the Fortune Global 500 Companies, while  Haier COSMOPlat tops the industrial-Internet platforms of the Ministry  of Industry and Information Technology and is designated by ISO, IEEE  and IEC to lead the drafting of international standards for large-scale  custom ization models. In the IoT era, Haier's ecosystem brand and Rendanheyi  Model are leading the world.


In the future, Haier Group  will continue to work with its world-class ecosystem partners to build  IoT ecosystems in clothing, food, accommodation, travel, health, elderly  care, biomedicine and education, tailoring  personalized smart life for users from around the globe.



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

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