in 1984, Qingdao refrigerator general factory, the predecessor of Haier group, introduced the technology of Liebohai in Germany to produce equipment and engaged in the production and sales of refrigerators. By 21, Haier Group's sales revenue is 135.7 billion yuan and its profit is 6.2 billion yuan. Its main products include refrigerators, freezers, air conditioners, washing machines, microwave ovens, color TVs, small household appliances, whole kitchens and bathrooms, and more than 7, brands. In the growth process of Haier Group, diversification is the most important growth mode, and Haier's diversified management can be regarded as a successful model of China enterprises.

1. Single product-refrigerator. During the seven years from 1984 to the end of 1991, Haier only produced one product-refrigerator, which was a specialized enterprise. In 1991, Haier Group's sales revenue was 724 million yuan and its profit was 31.18 million yuan. Haier brand refrigerator became the first domestic gold medal in the history of refrigerators in China, and it was the only well-known trademark of household appliances in China at that time, and it was exported to European and American countries through UL certification in the United States. At the same time, the OEC management law of Haier Group was basically formed, and the national sales and service network was initially established. 2. Manufacture household appliances-refrigerators, electric freezers and air conditioners. On December 2, 1991, with Qingdao Refrigerator General Factory as the core, Haier Group Company was established by merging Qingdao Refrigerator General Factory and Air Conditioner Factory, and its business expanded from refrigerators to electric freezers and air conditioners. By July 1995, Haier group mainly produced the above-mentioned refrigeration household appliances, that is, Haier group entered the electric freezer and air conditioning industry in three years. And successfully managed to become a famous brand product in China. In 1994, Haier Group's sales revenue was 2.5 billion yuan and its profit was 2 million yuan, ranking second and twelfth in the national light industry.

3. White appliances-refrigeration appliances, washing machines, microwave ovens, water heaters, etc. In July 1995, Haier Group acquired Qingdao Hongxing Electric Appliance Co., Ltd., one of the three largest washing machine factories in China, and entered the washing machine industry on a large scale. Later, microwave ovens, water heaters and other products were produced through internal development. In August, 1997, Haier and Laiyang General Household Appliances Factory jointly established Laiyang Haier Electric Appliance Co., Ltd. to enter the small household appliances industry and produce electric irons and other products. At this point, Haier Group's business scope has expanded to all household appliances industries, in fact, the time is two years.

4. All household appliances-white appliances and black appliances. In September 1997, Haier Group and Hangzhou West Lake Electronics Group jointly established Hangzhou Haier Electric Appliances to produce color TV sets, VCD and other products, and officially entered the field of black household appliances. At this point, Haier Group has set foot in almost all the household appliances industry, becoming the enterprise with the widest product range and sales income exceeding 1 billion yuan in China. At the same time, Haier Group has entered the pharmaceutical industry by holding Qingdao No.3 Pharmaceutical Factory. Introduce integrated kitchen and bathroom products to the market and enter the household equipment industry.

question 2: the case of successful diversification of Chinese and foreign enterprises. Ruan Weixiang, a technical expert, has a keen sense of strategic transformation and a strong ability of technological innovation, and has recreated the life curve of Zhejiang Longsheng, which can be described as a good case of highly relevant vertical diversification of enterprises in China. The other one is more likely to succeed ...

Question 3: Examples of enterprises failing due to diversification. I remember that Nokia failed in other TV sets, because the diversification of enterprises does not mean that users have the same trust. Later, they learned that only seriously engaging in their mobile phones is king.

Question 4: Seeking irrelevant diversification strategy cases and the reasons for their success or failure. 5 points GE is a typical success case, and the main reasons for success are 1. CEO Welch's leadership, 2. Three Circle Concept, and 3. The principle of being one of the best.

Question 5: Enterprise strategic management: diversification case analysis of Hengan Group. You can answer this question, but it is too troublesome because there are too many things to explain and you don't want to type. Incorrect account password for 5 minutes transfer

Handle mobile phone transfer, instant account transfer, computer transfer, free account transfer within 24 hours,

paid account transfer within 2 hours, refund, return, complaint, bad review, activation, authentication,

, single transaction? 5, yuan, which will be received before 24: on the next working day after submission. The working day does not include national holidays and weekends, and the time of receipt will be postponed. .

(1) Bank cards transferred to ICBC, China Merchants Bank, China Construction Bank, Agricultural Bank of China, Bank of China, Xingye, Ping 'an and Hangzhou Bank will be received within 2 hours of banking service. Operating on the computer can only be received before 24 o'clock the next day.

(2) If the single transfer is more than or equal to 5, yuan, both the mobile phone and the computer will arrive at the account before 24 o'clock the next day. Moreover, in case of legal holidays or rest days, the arrival time will be postponed.

(3) Transfer money to CITIC, China Everbright, Ping An, China Merchants Bank and Post Cartoon to receive the account in real time.

(4) Two-hour bank service schedule (supporting banks and service hours):

8: -19: for ABC and BOC;

CCB 6: -2: ;

6: -2: 3;

xingye 1: -22: ;

peace from 7: to 22: ;

: -23: 59 for China Merchants Bank, ICBC and Hangzhou Bank.

question 7: a classic example of horizontal diversification in management science. Horizontal diversification refers to that enterprises use the original market, adopt different technologies to develop new products across industries, develop new products, increase product categories and produce new products to sell to customers in the original market to meet their new needs.

lifan motorcycle used to sell cars, but now it sells wine. Evergrande is a real estate, changed to football, water, grain and oil, etc!

question 8: the main example of enterprise diversification. can your enterprise reach such a capital level? Including manpower. . . .

Diversification is like Li Jiacheng, doing real estate. But at the same time, we also make some other investments.

diversification refers to a development strategy in which an enterprise operates two or more products or services with different basic economic uses at the same time. Diversification strategy is relative to the specialized operation of enterprises, and its contents include: diversification of products, diversification of markets, diversification of investment areas and diversification of capital.

question 9: ask: cases of successful implementation of cost leadership and differentiation strategies, and analyze the reasons for their success. 1.

Cost leadership seems to have an example of McDonald's. You can search it.

2. The way of Haier's differentiation strategy

The differentiation strategy is that enterprises try to make their products or services, as well as business philosophy, management methods and technologies, different from other enterprises, and set up unique business characteristics in the whole industry, so as to gain a favorable position in the competition.

I. the implementation of Haier's differentiation strategy

enterprises can't successfully use the differentiation strategy without the core competence foundation, on which Haier's differentiation strategy is based. From the perspective of Haier's growth process, the implementation of its differentiation strategy has mainly experienced the following three stages.

1. Brand strategy stage

During the implementation of brand strategy from 1984 to 1991, Haier paid close attention to quality, which was different from other enterprises. In the following six or seven years, Haier improved the total quality management of the production process, and at the same time introduced the concept of star service in sales, establishing a domestic brand image with superior quality in the minds of consumers. On the other hand, Haier was an enterprise that attached great importance to customer demand in the early days, and completed the market-oriented positioning in the era of transition from planned economy to market regulation.

Haier has formed a set of corporate culture with humanism as its core in practice. On this basis, Haier put forward the OEC working method in the early 199s, that is, all-round and whole-process control and cleaning. At this point, Haier has formed an efficient and high-quality management system with its total quality management or OEC working method, marketing method featuring star service and customer-oriented product improvement and development. Relying on such a platform, Haier launched the second stage of growth centered on product diversification and brand expansion.

2. Diversification strategy stage

In 1991, Haier merged Qingdao Air Conditioner Factory and Electric Refrigerator Factory, which marked the beginning of a large-scale diversification process and lasted until 1998.

Because it has a management platform with a level significantly higher than that of most domestic enterprises and is good at implanting it into merged enterprises, and a number of new enterprises have been established in Haier Industrial Park with the help of the funds raised by the company's listing, Haier expanded itself into a multi-sector company spanning white goods, black goods, beige goods (PC, etc.), various small household appliances, pharmaceuticals, bioengineering, financial services and other fields in the 199s.

during this period, Haier adopted a large number of international standards in quality control and production process management. The adoption of advanced standards has made Haier's product quality, reliability and advancement reach a new height. During this period, in order to adapt to its multi-product industrial structure, Haier completed the transformation of the business department system in organizational structure, forming a three-level structure of cost center, profit center and resource dispatching center.

In 1984, Haier had only one model of refrigerator products, and now it has more than 13, product groups in 86 categories, including white appliances, black appliances and beige appliances. In large and medium-sized cities in China, many families are users of Haier products.

3. Internationalization strategy stage

In the late 199s, Haier began the third stage, that is, the process of creating a global brand through internationalization. By 2, Haier's export volume reached 28 million US dollars, which not only topped the household appliance industry in China, but also nearly doubled the second place.

Internationalization also brings new challenges to the operation ability of enterprises. To this end, Haier has carried out process reengineering, the ultimate goal of which is to establish the rapid response ability of enterprises to the market, and to focus the main attention of the whole operation on the market level, rather than the inside of enterprises. In the manufacturing process, Haier introduced a flexible manufacturing system, which decomposed dozens of products into tens of thousands of modules. At the same time, B-B-C mode is introduced in sales, so that it can be designed and manufactured by merchants (and end customers). At this point, a production mode characterized by mass customization is ready to appear.

with the expansion and development of international trade, standardization has become an important tool for international market competition, and relying on advanced standards for commercial competition has become a new trend of international trade. On March 13th, 22, Haier Group established the first international certification cooperation room in China with TüV, UL and ITS. This will enable the product design to meet the requirements of exporting countries and seize the opportunities in the competition.

A comprehensive analysis of the evolution process and stages of Haier's differentiation strategy reveals an important matching relationship, that is, the cooperation between enterprise strategy and capability. According to the concept of enterprise management since 199s, the importance of structure has been reduced, and the core >: >

question 1: why do most enterprises choose diversified enterprises after they reach a certain scale? there are many successful examples of single development, such as coca-cola, Toyota, McDonald's and so on. There are relatively few successful cases of diversification. The following information is reproduced for reference. Diversification, also known as diversification or diversification, refers to the strategy of an enterprise to operate multiple different businesses at the same time in multiple related or unrelated industrial fields. In recent years, enterprise diversification has been a research topic in theoretical and business circles. Some say that diversification strategy is good, while others say that diversification strategy has many disadvantages. In fact, diversification is a "double-edged sword", which can not only bring huge profits to enterprises, but also become the grave of enterprises. The key to the success or failure of enterprises in applying this strategy lies in whether the external environment and internal conditions of enterprises meet the requirements of diversified operation and whether the timing of implementation is business. If the two are consistent, you can succeed, otherwise, you will fail. Therefore, it is the key to understand the advantages and disadvantages of diversification strategy and choose the timing of its implementation (including the conditions for implementing diversification strategy) in order to gain advantages and avoid disadvantages. Diversification and centralization are controversial topics, and their respective advantages and disadvantages are also widely discussed. However, there are both losers and winners in the diversified or centralized operation of actual enterprises. I think that diversification and unitary management are both corporate strategies chosen by enterprises, and we can't simply say that diversification is good or unitary management is good. Only when we combine the nature of enterprises with the actual business background can we evaluate whether its strategy is feasible. In the general sense, the advantages and disadvantages of single centralization and diversification are analyzed below. First, the advantages and disadvantages of single centralization Advantages of single centralization: First, focusing limited resources and energy on a certain major is conducive to doing fine work in this major. This is equivalent to competing with others with what you are best at, and the probability of success is greater. Second, it is conducive to innovation in areas where you are good at it. Just like Nokia, it specializes in the mobile phone market, constantly improving quality, constantly innovating, constantly improving its competitiveness, and making itself into the top 5 in the world. Third, it is conducive to improving management level. Because of the long-term centralized management, managers can be familiar with what management methods need to be adopted and how to make professional decisions. Disadvantages of centralization: First, it is relatively risky to put funds in a certain professional field. Especially when the industry is in recession, or substitute products or services appear, its survival will become a big problem. Second, it is easy to miss better investment opportunities. When an enterprise is too unitary, it will limit itself to one field, and if it does not pay attention to the emergence of new opportunities in the market, it will miss good investment opportunities and waste them in vain. Second, the advantages and disadvantages of diversification The advantages of diversification mainly include: First, diversification of business risks. Compared with single centralization, diversification is equivalent to a portfolio, which can avoid the risk of putting all the eggs in one basket. However, there is an assumption that for our entrepreneurs who implement diversified operations, we can manage our various business fields like unitary operations, and there is no shortage of management ability and personal energy. In practice, it is difficult for us to guarantee that we will operate in a diversified way like the unified management list. If we are not familiar with our own fields and lack the management ability in a certain field, the risk of decentralized operation will be discounted or even increased. A large number of examples of failed diversification can illustrate this point. Second, replace the market with enterprises (factor market replaces product market) to reduce transaction costs. According to Coase's theory, the market is replaced by an enterprise, that is, a contract within the enterprise replaces a series of external transaction contracts in the market, when the management expenses within the enterprise are less than the external market transactions.