Haier Group is the world’s fourth largest white goods manufacturer and China’s most valuable brand. It has more than 240 legal entities and has established localized design centers, manufacturing bases and trading companies in more than 30 countries around the world. The total number of employees worldwide exceeds 50,000. It focuses on the development of the four pillar industries of technology, industry, trade and finance. It has developed into a multinational enterprise group with a global turnover of more than 100 billion yuan.
Under the guidance of the famous brand strategy established by CEO Zhang Ruimin, Haier Group has successively implemented the famous brand strategy, diversification strategy and internationalization strategy. At the end of 2005, Haier entered the fourth strategic stage - global brand strategy. At this stage, the reputation of Haier brand in the world has been greatly improved. In 1993, the Haier brand became one of the first batch of well-known Chinese trademarks; in 2006, the Haier brand value reached 74.9 billion yuan. Since 2002, the Haier brand value has topped the list of China's most valuable brands for four consecutive years. 18 products under the Haier brand, including refrigerators, air conditioners, washing machines, televisions, water heaters, computers, mobile phones, and home integration, have been rated as Chinese Famous Brands. Among them, Haier refrigerators and washing machines were also rated as the first batch of Chinese World Famous Brands by the General Administration of Quality Supervision, Inspection and Quarantine in 2005. On August 30, 2018, Haier was ranked first among the “Top Ten World-Class Brands in China” by the Financial Times. In 2006, among the "Top 200 Asian Companies" organized by the Asia Wall Street Journal, Haier Group topped the list of "Comprehensive Leadership of Mainland Chinese Companies" for the fourth consecutive year. Haier has become a world-class brand, and its influence is rising rapidly with the expansion of the global market.
According to statistics from China's most authoritative market consulting agency, China Market Consulting: In 2006, Haier's overall share in China's home appliance market reached 25.5%, still ranking first in share. Among them, Haier is still far ahead in the white home appliance market, and its advantages are more prominent; Haier has performed steadily in the small home appliance market, retaining its title of champion in the small home appliance market with a market share of 16%. It is a world leader in technical fields such as smart home integration, network appliances, digitization, large-scale integrated circuits, and new materials. The "innovation-driven" Haier Group is committed to providing global consumers with solutions that meet their needs and achieving a win-win situation between enterprises and users. Currently, Haier has applied for more than 7,000 patents (including 1,234 invention patents). On the basis of independent intellectual property rights, Haier has presided over or participated in the preparation and revision of 115 national standards and formulated 397 industry and other standards. Haier's "anti-electric wall" technology has officially become the new national standard for electric water heaters, and Haier Air Conditioning has taken the lead in formulating the "Installation Specifications for Air Conditioners for Household and Similar Purposes." Internationally, six technologies including Haier's "anti-electric wall" technology for water heaters and Haier's dual-power washing machine technology have been included in IEC international standard proposals, which proves that Haier's innovation capabilities have reached world-class levels.
In the practice of innovation, Haier has explored and implemented the “OEC” management model, “market chain” management and “Rentan-Danheyi” development model, which have attracted great attention from the international management community. Currently, there are already Harvard Business schools such as the University of Southern California, the University of Southern California, IMD International School of Management in Switzerland, the European School of Management in France, and Kobe University in Japan have specially conducted case studies on this. Haier's "market chain" management has also been included in the EU case library. Haier's "Rentanheyi" development model provides innovative ideas for solving global business inventory and overdue receivables, and is hailed by the international management community as a management model that "accurates the pulse of global business."
In the face of new global competition conditions, Haier has established a global brand strategy, launched the corporate spirit of "creating resources, and global reputation" and the work style of "integrating people and orders, making quick decisions and winning quickly" to challenge Self, challenge tomorrow, and continue to innovate to create China's own world-famous brand!
Yang Mianmian
In the latest list of strong business women just announced this year (2004) by the US Fortune magazine, Haier Group President Yang Mianmian ranked eighth.
Background information:
Yang Mianmian created the Haier myth in 17 years!
Haier Group was founded in 1984. In 2002, it achieved global turnover of 71.1 billion yuan and established an internationally competitive global design network, manufacturing network, marketing and service network. There are now 18 design centers, 10 industrial parks, 58,800 marketing outlets and 11,976 service outlets. Haier products have entered 12 of the 15 large chain stores in Europe and 9 of the 10 large chain stores in the United States.
Ranked first among the top 100 electronic information companies in China.
No. 1 among the world’s most respected companies. Currently ranked fifth among global white appliance manufacturers, Haier refrigerator has jumped to first place in the global refrigerator brand market share ranking. More than a dozen successful cases have been included in the MBA case libraries of world-renowned universities such as Harvard University, INSEAD, and the International School of Management in Lausanne, Switzerland, and have become common teaching materials for business schools around the world.
Personal profile:
Yang Mianmian, senior engineer
Current position: Executive Vice President and Deputy Secretary of the Party Committee of Haier Group Corporation
Gender ：Female Date of birth: 1941.8.29 Place of birth: Shanghai
Political outlook: Communist Party member Education level: Undergraduate Nationality: Han
1989, 1993, 1998 He was elected as a representative of the 7th, 8th and 9th National People's Congress in 2007.
Personal study and work resume:
1958-1963, student at the Internal Combustion Engine Department of Shandong Institute of Technology; 1963-1971, teacher at Qingdao Labor Bureau Technical School; 1971-1979, Qingdao Die Casting Factory Technician; 1983-1984, senior engineer of Qingdao Home Appliances Company; 1984-1993, Qingdao Refrigerator General Factory, deputy director; 1991 to present, deputy general manager and executive vice president of Haier Group Corporation; July 1993, Haier Electric General Manager of Refrigerator Co., Ltd.
Main work achievements and honors:
While serving as deputy director of Qingdao Refrigerator General Factory, he assisted the factory director in focusing on production, technology, scientific research and development, quality management, etc. A small factory on the verge of bankruptcy with a loss of 1.47 million yuan has gradually developed into a national large-scale enterprise group. Haier's goal is to become a Fortune Global 500 company. Currently, Ms. Yang Mianmian is assisting the president to lead all Haier people towards this goal.
In 1988, she was awarded the title of Qingdao Model Worker; in 1988, she was awarded the title of Qingdao Female Entrepreneur; in 1989, she was awarded the provincial “March 8th” Red Flag Bearer; in 1989, she was awarded the National Outstanding Quality Management Worker; in 1990, she was awarded the provincial First prize for outstanding achievements in enterprise management modernization; won the National Light Industry Outstanding New Product Award in 1990; was awarded the title of Provincial Top-notch Professional and Technical Talents in 1994; won the State Council’s Special Government Allowance for Talents with Outstanding Contributions in 1994; won the Women’s Invention Award at the National Invention Exhibition in 1994 ; In 1995, she won the title of "Ten Outstanding Women of Qilu" in the province; in 1995, she won the National Science and Technology Achievement Award; in 1995, she won the title of Qingdao Science and Technology Talent with Outstanding Contributions; in 1995, she won the title of Shandong Province Model Worker; in 1995, she won the title of the Fourth National Outstanding Women Entrepreneur title; won the American International Outstanding Entrepreneur Contribution Award in 1997.
Study inspection status:
Business administration training at Tsinghua University; English training at Qingdao Ocean University.
Main publications:
In October 1997, in "Standards and", Information actively adopted international standards to promote international trade and create a world-class famous brand enterprise. In November 1998, in "Technology and Enterprise", we moved toward global competition based on technological innovation. In "Management of Technology" in November 1998, we moved toward global competition based on technological innovation.
In October 1995, at the "International CFC and HALON Alternatives Conference and Exhibition", Latest Developments on CFC substitution IN China.
Yang Mianmian: Working hard on simple things for 20 years
This is undoubtedly the most successful introduction "project" in Qingdao's 20-year history of reform and opening up. Beginning in 1984, "Liebherr", a "project" to catch up with the trend, was introduced to Qingdao. In the next 20 years, it never stopped. It ran all the way and grew into the number one brand in China and one of the top 100 brands in the world: Haier.
Having been running with this "project" for 20 years, when Ms. Yang Mianmian, the president of Haier Group, recounted that period of history, a kind of sincerity and enthusiasm that had been maintained for 20 years flowed in the air, permeating the atmosphere. On her face.
The conversation lasted for 100 minutes, and time and space flowed.
Stories from 20 years ago
“Actually, the idea at the time was very simple, just don’t let the project become ‘yellow’”
Yang Mianmian: In 1984, from the entire There is a wave of reform and opening up from the country to Qingdao. All companies want to find a project that can be introduced. If the company finds a project, it will have a way to survive. At that time, there were already 40 designated refrigerator factories across the country, and they were basically closing down. The Qingdao Refrigerator Factory had to squeeze in. Germany's "Liebherr" came to China a little late at that time. We happened to have no introduction to the project, so we grabbed this project. The project was secured, but no one came to work on it. Why? Because this project requires a loan of more than 9 million yuan, where can I get more than 9 million yuan? How to pay it back?
More than 9 million is an astronomical figure for this company.
Reporter: What was the income level in Qingdao back then?
Yang Mianmian: A worker’s income is less than 40 yuan. At that time, if the leader of the factory could borrow 100,000 yuan, it would be very helpful. Therefore, comparing the 100,000 yuan with the 9 million yuan, many factory directors could not face this project. They have been replaced three times this year. The factory director. It was also "forced" by the situation. At that time, Zhang Ruimin, as the deputy manager of the home appliance company, advocated that "if the company wants to improve its destiny, it must take the road of introducing projects." The "Liebherr" project was another one that he worked hard to get into the light industry. He went to the province to win the project and promised to do it well. Zhang Ruimin is a very trustworthy person. He promised to do a good project and he must do it. In the end, Zhang Ruimin did it himself. The idea at the time was very simple, that is, don’t call the project ‘yellow’. At that time, there was no market concept and it was still in the era of planned economy. Many companies are engaged in projects, and everyone is busy negotiating to introduce projects. If a contract is signed, the company will be on the road of reform and opening up, so everyone is trying to introduce projects. When a project is introduced, the company It suddenly went from a closed era to an open era.
"Zhang Ruimin's sincerity moved others, and the Germans' seriousness shocked me."
Reporter: How to solve the 9 million yuan needed for the project?
Yang Mianmian: In the end, many people were persuaded and moved by Zhang Ruimin and dared to make the decision to invest in this risky project. He is very serious, sincere and attentive in his work. For example, when he went to Beijing to approve projects for introduction, it was freezing in the winter and he had to stand while taking the train. In order to save some energy, he went Get in the car with a horse, buy some peanuts or something to take with you on the road, and approve the introduction of a project for a completely unknown collective small factory. You really have to rely on your own persuasion, repeatedly talking about the long-term prospects of this introduction project, and what will happen to this project. Change the status of the entire light industry in Qingdao.
Reporter: What did this "vision description" look like at that time?
Yang Mianmian: It means that the investment can be recovered in a few years. But when the project was being demonstrated in Qingdao, a large table of people at the Huanghai Hotel expressed their opinions, and almost all departments were not optimistic about the project.
There was not a penny, just a few pieces of land and a few shabby houses. No one was sure about bringing in equipment that they had never seen or understood. In order to train, I went to the city library to look for books on how to make a refrigerator, and I actually found a book called "Refrigerator", written by Shan Dake. After asking about it, I found out that this man was a professor at the Second Military Medical University in Shanghai. I rushed to Shanghai to find him, thinking he must know how a refrigerator is made? Then we invited him as a consultant and asked him to give us lectures on what happened to the refrigerator and what happened to the foaming? What are refrigerators, compressors, and condensers? He taught us everything from the beginning.
Reporter: How can a professor from the Military Medical University make a refrigerator?
Yang Mianmian: He studied pharmacy, and the medicine had to be stored in a low-temperature refrigerator. There were no refrigerators at that time, and many people in the army were self-reliant, so he did his own research and made his own refrigerator. We also sent a technical department to the Beijing Snowflake Refrigerator Factory to visit and study, "secretly learn the art" and draw the drawings based on the parts brought back. Then, Teacher Shan used his native methods to tell us how to make the refrigerator. .
Reporter: How “rustic” is it?
Yang Mianmian: Workshop style, completely a small workshop. For example, the foam layer between the liner and the box of the refrigerator is made of two "materials", one is called "black material" and the other is called "white material". In foreign countries, the foaming is done by machine mixing. . We make a bucket, add white ingredients and black ingredients into the bucket, put a drill press with a big fin to stir, and pour it in as soon as it is stirred. If it is poured slowly, it will not foam. In this way, without knowing anything, just to catch up with this big trend and to take the road of introduction, I started researching refrigerators. At that time, I personally never thought that this refrigerator would be where it is today and that Haier would be where it is today. At that time, I thought that Chief Zhang could only work for two years at most. When he went back, I also went back. As a result, I have been doing it for so many years.
Reporter: How do you evaluate the role of the introduction of this project in the development of Haier?
Yang Mianmian: This introduction sowed a seed, and it was also the seed of openness that prompted us to carry out a series of reforms. The biggest personal gain I gained from this introduction is that I have never I have seen someone work so seriously. An ordinary operator in Germany who made fruit and vegetable boxes molded a fruit and vegetable box. He admired it. His action should be called inspection, but I saw it from his eyes. It is a kind of appreciation, appreciation for the fruits of his own labor. After appreciating it, he will work around the machine to make the next one do better. This spirit moved me, and I suddenly saw that there are such serious and responsible people in the world. This worker moved me for a long time and shocked my soul. I think we should do the same. If we want to improve ourselves, we must start by doing things seriously. This spirit has a great influence on Haier's entire business: you should work like them, making every product into your own meticulous work, and you will be happy to appreciate it. Therefore, Liebherr technology was introduced from a high starting point, and we worked very quickly. We produced 10,000 units that year, and the results were immediate and the benefits were seen that year.
Twenty years of sustainable development
“Development is an addiction, Haier has a dream in its heart and keeps making progress”
Yang Mianmian held up Haier’s Mobile phone demonstration for reporters: Haier's mobile phone is not broken
Reporter: The 20 years of Haier's growth are also the 20 years of Qingdao's reform and opening up as a coastal open city. "A brand drives a city's brand strategy"?
Yang Mianmian: Haier’s understanding is that “there are no brands within the country”, so of course we should start from home! Qingdao's reform and opening up closely follows the pace of the country, which provides guarantee for Haier's development. Haier's success has given companies in the same city great confidence. Some companies believe that if Haier can do well in Qingdao, so can we. In addition, for example, regarding corporate information at the operational level, companies in the same city are also on a first-come-first-served basis, and a number of domestic brands have been mobilized, which together have helped Qingdao become a nationally famous brand city.
Reporter: How was 20 years of rapid development achieved?
Yang Mianmian: Enterprises must continue to develop and their goals are getting higher and higher. In the process of continuous improvement of goals, society’s demand for your products is getting higher and higher, and your reputation is getting higher and higher. , your product becomes a need for others, and what you do is needed by society and has social value, which will stimulate you to do better, and new goals will be created. Later, "Haier" surpassed "Liebherr". "Liebherr" said, because you have a dream in your heart, this dream is the goal of continuous progress. Haier can surpass "Liebherr" only by continuous progress and listening carefully to users. needs and satisfy them. Such development and transcendence is an "addiction".
Reporter: How does Haier achieve one goal after another?
Yang Mianmian: Chief Zhang has the sensitivity to make decisions ahead of time and make changes before they are needed. He is constantly looking for breakthrough points in the enterprise. When he finds a breakthrough point, he sets a higher goal. Problems in other places are immediately exposed, and everyone immediately starts to solve these problems. As soon as he improves, he finds a new breakthrough point, and then By solving problems and making breakthroughs, the company will gradually get closer to its highest goal and create its own world-class brand.
Reporter: Chief Zhang once proposed to make Haier one of the top 10 most influential brands in the world before he retires. How confident are you?
Yang Mianmian: As long as you set a goal, you must achieve it. For an enterprise of Haier's size, there are only consequences of life and death. If it cannot find a development goal, it means death. If it can be found, there is still hope, but the road is still very difficult, and it depends on the management of every employee of Haier.
Postscript
After 20 years of hard work on simple things, Haier needs to calm down and appreciate it slowly. Although everyone knows that the core of Haier culture is innovation, innovation must be implemented. How to implement it? There is no myth or legend. Haier has just done simple things seriously for 20 years. What is not easy? Being able to do something that everyone agrees is very simple, right thousands of times is not easy; what is not easy is being able to do easy things conscientiously, but it is not easy. Haier has insisted on "seriousness" for 20 years. Many people are learning from Haier. Why can’t Haier’s management model be transferred? It was too boring, too serious, and too hard, so those who studied it quickly stopped. Yang Mianmian said that people have three quotients: emotional quotient, intelligence quotient and resilience quotient, and resilience quotient is the most difficult to achieve.
After 20 years of working hard on simple things, Haier is what it is today.
Zhang Ruimin
Born on January 5, 1949, from Laizhou City, Shandong Province
In December 1984, he was appointed as the director of Qingdao Refrigerator Factory
Received a Master of Business Administration degree from the University of Science and Technology of China in 1995
In December 1997, he won the 1997 Outstanding Chinese Achievement Award from Hong Kong's "Asia Weekly"
Served as Chairman of the Board of Directors in 1999
In December 1999, he was named one of the "Top 30 Most Respected Entrepreneurs in the World" by the Financial Times, ranking 26th.
In May 2000, he was appointed CEO Official
The most successful experience is to change and win through change
The most profound lesson is to always work hard and always walk on thin ice
The biggest regret is that many others think We have done what we have not done, but there are also many things we want to do but cannot do.
The most important turning point was in 1984, when he was appointed as Qingdao Refrigerator from the deputy manager of Qingdao Home Appliances Company. General Factory Director
The most influential book is Drucker's management writings
The most influential person is Jack Welch
Haier Group CEO
The "Haier phenomenon" has excited people in the country, and it has also triggered in-depth exploration and speculation of the "Haier truth" by the media at home and abroad. Regardless of the wind and waves, Haier remained unmoved. Outsiders commented that it was too risky for Haier to go to the United States. Zhang Ruimin responded with a sharp tone, "If you don't go, the risk will be even greater!" Haier is still the same Haier, and CEO Zhang Ruimin's every move reflects the "leadership ethics" smell.