Just as we marveled at the speed and brilliant achievements of Haier's internationalization, we heard that Professor Sun Jian, President of School of Economics of China Ocean University, had been studying Haier for 10 years. Seven monographs on Haier, such as Haier Strategy-the Growth of a China Enterprise, Haier Management Model, Haier Enterprise Strategy, Haier Human Resource Management, Haier Marketing Strategy, Haier Corporate Culture and Haier Logistics, have been published one after another. In his works, Professor Sun Jian, a politician, elaborated the historical development process of Haier Group from a small enterprise on the verge of bankruptcy to an enterprise group enjoying world reputation, and made an in-depth analysis and summary of Haier's "OEC management system", "market chain", "joint fleet", "source theory", "slope sphere theory" and "activating Huck fish", with unique opinions. Why is Haier's international operation successful? What kind of enlightenment does this give to business operators in China? With great interest, we made a special trip to interview Professor Sun Jian on these issues.
Reporter: There are many home appliance enterprises in China, just in Qingdao, and there are also many well-known home appliance enterprises. Why did you choose Haier for your research?
Sun Jian politician: Haier is a banner of China enterprises. As a world-famous national enterprise, it is not only the pride of Qingdao, but also the pride of the country. In the long-term management practice, Haier has created a unique and outstanding management concept and method, which has given us the enlightenment of "Only thinking can lead to a way out", "Only ruthless system can operate with affection", "Let the system conquer the soul", "Let China become a world-made" and "Let China become a world brand". I have studied Haier for more than ten years, hoping to spread Haier's advanced management concept and successful experience, so that China enterprises can successfully enter the international competition.
Reporter:1On April 28th, 1999, the unveiling ceremony of Haier Trading Co., Ltd. was held in the United Nations Building, marking Haier's entry into the stage of international development. What do you think is the goal of Haier's internationalization?
Sun Jian politician: The ultimate goal of Haier's internationalization is to build a world brand, and the current goal is to become an international Haier, that is, to take the world market as Haier's development space. The two concepts of Haier internationalization and internationalization Haier sound very similar, but their connotations are different. Haier's internationalization is the means, and Haier's internationalization is the purpose. The internationalization of Haier requires that all the work of Haier conform to international standards and realize the internationalization of technology, market and network. However, the internationalized Haier already has the strength to compete with strong players on the international stage. Internationalized Haier will be a multinational company with the ability to radiate the global market, and it is the integration of localized Haier from all over the world, that is, Haier from China, Haier from the United States, Haier from the Middle East and Haier from Europe. Its ultimate goal is to create a world famous brand. According to its own situation, Haier has determined the "three-thirds system" global strategic layout, namely, domestic production and domestic sales 1/3, domestic production and overseas sales 1/3, and overseas production and overseas sales 1/3. Through this strategy, Haier has extended its living space to the world market. By the end of 2000, Haier had basically achieved the goal of "three-thirds system".
Next, Haier considers how to win the first place in the international market and gain international competitiveness. Therefore, Haier put forward three internationalizations: international management-creating employee loyalty, international service-creating user loyalty, international brand-creating international competitiveness. The so-called international management is to make every employee become an SBU, that is, to become a "micro company", so that every employee can carry out daily work with the consciousness and mode of the boss of a "micro company", so that large enterprises can be miniaturized to maintain the rapid response speed of enterprises; International service is the "end-to-end" service from employees to users, which Haier calls "one-stop service, one-vote process"; International brand is the integration of Haier after it became a world-famous brand.
Reporter: At present, Haier has established 13 factory and 18 trade center all over the world, and its products are exported to nearly 100 countries. It can be said that Haier's international operation has achieved great success. What do you think is the fundamental factor of Haier's success?
Sun Jian politician: Scientific basic management is fundamental. Many domestic scholars have focused on Haier's international strategic management, but I think the fundamental reason for the success of Haier's international management lies in its scientific basic management. Haier put forward brand-new scientific management concepts such as "Slope Sphere Theory" and "OEC" management mode.
"Slope Sphere Theory" compares the enterprise to a sphere on a slope. Due to the restriction of market competition and internal staff inertia, it has the nature of falling down. In order to make it go up, it needs two forces: one is support to ensure that it does not decline, which is like the basic management of enterprises; One is the pulling force that makes it move upward, which is like the innovation of an enterprise. These two forces are indispensable.
"Nissin Control System" is the core of OEC management summed up by Haier's years of experience, and it is the supporting force of the slope sphere. "OEC management mode" is put forward and implemented around improving people's quality. OEC management method is also called Nissin Nissin Nissin management method, in which O- whole is all-round, E- everyone is everyone, everything is everything, every day is every day, and C- control is to control and make clear-cleaning. OEC can be regarded as an explanation and concrete operation of slope ball theory. Its main connotation and essence lies in infiltrating "better and better" into all the work of enterprises, and promoting all the work of enterprises, employees and enterprises to enter the track of self-restraint, self-development and virtuous circle. This visible, tangible and refined management method has realized the refinement and standardization, scientificity and standardization, objectification and high efficiency of basic management. The implementation of this model not only brought huge economic benefits to Haier, but also enabled Haier Group to achieve three leaps in business scale, export-oriented enterprises and market position. Since 199 1, Haier has implemented OEC management. The proportion of Haier Group is 19965438 without changing the original equipment and personnel and increasing the capital investment. Compared with 1993, 1994 increased the sales revenue of 100 billion yuan and the profit of 100 billion yuan. Its main economic indicators, such as product quality, material consumption and economic benefits, have reached the advanced level of the same industry in China, and it has embarked on a successful road of seeking benefits from management under the conditions of market economy.
It is this scientific basic management that has laid a solid foundation for Haier to enter the international market in the future.
Reporter: As far as Haier Group is concerned, what does this change in strategic thinking mean from the "famous brand strategy" in the 1980s and the "diversification strategy" in the 1990s to the "internationalization strategy" launched last year?
Sun Jian politician: This means that Haier has always grasped the advantages of market competition with its advanced development strategy. Why do you say that? Please review the development history of Haier. As early as 1985, Haier Group formulated the "brand strategy" for Haier's development. Haier believes that to establish an international brand image, we must first ensure the international quality of products. 199 1 year, Haier was named "Top Ten Famous Trademarks in China"; 1992, Haier refrigerator took the lead in passing ISO900 1 certification in the domestic household appliance industry; 1996, Haier refrigerator passed the ISO 1400 1 environmental protection certification. When domestic enterprises realized the importance of product quality, Haier established the largest, most advanced and perfect star-rated one-stop service system in China in advance, which won the loyalty of consumers to Haier brand and enhanced Haier's core competitiveness.
Haier believes that there is no precedent for a single product to become a world famous brand in the world today. Since the establishment of the group at the end of 199 1, Haier has made full use of the opportunity of structural adjustment of the world household appliance industry and the good opportunity of domestic development to take the lead in diversified development among domestic household appliance enterprises. At the time of diversification, Haier has a clear guiding ideology, that is, "the East will shine before the West", that is, do one well first, and then do another well. Haier first expanded from the field of white goods, and then entered black goods and. At the same time, products began to be exported to all parts of the world.
On the basis of brand strategy and diversification strategy, Haier Group, as a well-known domestic appliance brand manufacturer, has occupied obvious advantages in the domestic market. Haier believes that it is precisely because of the high market share that it is the best opportunity and necessary condition to actively expand and develop transnational operations, and the internal motivation is already available. 1On April 28th, 1999, the unveiling ceremony of American Haier Trading Co., Ltd. was held in the United Nations Building. At this point, an overseas marketing network consisting of Haier in Southeast Asia, Haier in Europe and Haier in the Middle East has basically taken shape. Haier has entered the stage of international development.
Reporter: As we all know, at present, the internationalization process of most home appliance enterprises in China adopts a gradual "easy first, then difficult" model. So why does Haier do the opposite and adopt the internationalization process of "easy first and difficult later"?
Sun Jian politician: This is a unique aspect of Haier's internationalization. The so-called "easy before difficult" means that when Haier enters the international market, it first enters the developed countries and regions that are extremely important in the international economic arena, such as Europe and the United States, and then enters the developing countries, and the use of Haier brand is the primary prerequisite for export. Haier refrigerator can be placed in front of his teacher's house-Germany, relying on the high-quality reputation established by Haier products in form. The reason why Haier chose the internationalization mode of "easy first, then difficult" is closely related to Haier's understanding of international operation of enterprises and its motivation and objectives. In these respects, Haier and other domestic home appliance enterprises have completely different ideas. Haier believes that it is relatively easy to earn foreign exchange by exporting in a third country, but the influence of corporate brands is not so great. Haier insists on putting its products in developed countries and under the eyes of the founding countries of the home appliance industry. Western countries do not recognize China products, which creates opportunities for Haier. It is said that the goods in China are not good, and Haier insists on presenting high-quality products, and the price is not lower than that of foreign goods. The excellent quality and good service of Haier products will be gradually accepted by people, and then the real advantages of Haier products will be reflected.
It is by exploring the markets of developed countries such as Europe and America that Haier constantly improves the global competitiveness of its products. At the same time, corporate image and brand value have also been greatly improved. In 2002, Haier's competitiveness in the global white goods market rose to the fifth place in the world. In 2003, Haier became the first brand in China with a brand value of 53 billion yuan.
Reporter: Compared with domestic and foreign counterparts, what are the characteristics of Haier's brand internationalization strategy?
Sun Jian politician: I think the biggest feature of Haier's internationalization strategy is that it does not do OEM ("borrowing chickens to lay eggs", and China manufacturers do OEM production), and insists on building its own internationally renowned brand.
Haier has long put forward the view that "exporting creates a brand rather than earning foreign exchange" and "there is no famous brand in China". At present, not only the products made by China Haier are exported under the Haier brand, but also the products of Haier 13 overseas factories are all exported under the Haier brand. Even the enterprises acquired by Haier in Italy use Haier brand for their products.
Haier believes that only when enterprises have world-famous brands can they obtain excess profits in the international market and lay a solid foundation for their international operation and long-term development. If the export is only for the purpose of earning foreign exchange and you give up your own brand, even if the export volume is large and the foreign exchange earning is relatively high, it is difficult to gain a foothold in the international market, because you only get processing fees and the profit rate is very low. Therefore, when exporting products, Haier changed the misunderstanding of traditional export concept, insisted on building its own brand, and used the famous brand "Made in Haier-China" to enhance the goal of earning foreign exchange through export.
Because of this, Haier's business strategy is to create a brand by exporting rather than earning foreign exchange. While exporting enterprise products, we should pay more attention to exporting enterprise brands, so that the famous brand effect and Haier's concept of "sincerity forever" can have a better amplification effect in the global market. Haier's international influence is constantly increasing, and its export earnings are also increasing. Under the influence of the Southeast Asian financial crisis 1998, the foreign trade of China's household electrical appliances enterprises was severely impacted, and Haier Group earned 76.65 million US dollars in foreign exchange through export, an increase of 36% compared with 1997. 1999, and the foreign exchange earned by export reached1380,000 USD; In 2000, the ratio of 1999 doubled, and the export earned 280 million US dollars. In 200 1 year, the foreign exchange earned by export reached 420 million dollars.
Reporter: American Haier is the first overseas Haier with trinity localization. Haier believes that the key to Haier's localization in the United States lies in whether it can achieve "three integrations and one innovation". In your opinion, how do you understand the realization of international Haier from "trinity" to "three integrations and one creation"?
Sun Jian politician: I think it is quite necessary for an international enterprise to operate locally in different markets in the world in order to meet the needs of consumers better and faster in today's economic globalization. Haier believes that the goal of its international development is to become an "international Haier", which should be a "trinity" and "three integrations and one creation" of localized management, that is, to realize the localization of design, manufacturing and marketing, realize local financing, local intelligence and local culture, and build a world-famous Haier.
For example, in April of 1999, the foundation stone was laid for Haier's manufacturing base in South Carolina, which marked the first overseas "Trinity Localization" of Haier Group, that is, the design center was in Los Angeles, the marketing center was in new york, and the production center was in South Carolina, forming a localized American Haier Trinity. But "Trinity" is not the ultimate goal of Haier's internationalization. Haier's ultimate goal is to realize local financing, local wisdom and local culture, and build Haier's world famous brand. This is what Haier calls "three integrations and one innovation". Zhang Ruimin summarized Haier's thinking as "globalization of thinking and localization of action". The purpose of localization of action is to accelerate the infiltration process of brand influence. The localization of Haier should be the localization of advertising. For example, Haier's advertising slogan in the United States is what the world is home, while Haier and higher are used in Europe.
Reporter: At the beginning of 2002, Haier established competing relations with Sanyo Company and Shengbao Group of Taiwan Province Province respectively. How to treat this competitive relationship? What kind of enterprise is it suitable for?
Sun Jian politician: This kind of co-opetition relationship is called "Asian model" by the Japanese press. I think this competitive relationship is actually emphasizing cooperation and diluting opposition. For example, after learning that Haier has established a new cooperative relationship with Sanyo, many Japanese home appliance wholesalers have shown strong interest in Haier's cost-effective home appliances, saying that they are willing to distribute Haier's home appliances as long as Sanyo can provide good after-sales service for Haier's products in Japan. It can be seen that this competitive relationship is conducive to the cooperation between Haier and multinational enterprises and is very beneficial to Haier's development.
The competitive relationship proposed by Haier is generally suitable for enterprises with a certain scale. Enterprises in the first echelon (top five enterprises) and the second echelon (sixth to tenth enterprises) in different industries can establish competitive and cooperative relations, depending on whether the enterprises have developed to a certain mature stage. If enterprises have not developed to this stage, do not have the qualification to cooperate with foreign enterprises or have unique advantages compared with foreign enterprises, the necessity of their cooperation is not urgent. Therefore, domestic enterprises should formulate strategies suitable for their own development according to their own conditions, and there is no need to take this road for internationalization.
At the end of the interview, we learned that "Haier Research Book Department" taught by Sun Jian politician has great influence at home and abroad. Internationally, in March 2003, this series of works was translated and published in Japan under the title of Haier's Strategy. Well-known multinational companies such as South Korea's LG Group and Indonesia's Weizhan Overseas International Group have translated the author's Haier works into local languages for middle and senior managers to learn and learn from. In the domestic society, it has also aroused widespread concern in the business and academic circles. At present, most of the works about Haier in society are influenced by this series, and many books directly draw lessons from many of its research results.
Sun Jian politician, born in 1959, doctor of economics. He is currently the Dean of School of Economics, China Ocean University. His main research interests are enterprise management, capital operation and financial market, and he has presided over scientific research projects of countries, provinces, ministries, municipalities and enterprises for many times. He has published more than 65,438+050 influential papers in overseas journals such as Xinhua Digest, Managing the World, China Industrial Economy, Finance and Trade Economy, World Economy, International Finance Research, Hong Kong Financial Monthly, domestic economic management core journals and international conferences. Since 1990, 12 Chinese and English monographs have been published. There are 7 books representing "Haier Studies Book Department", some of which have been translated and published in Japan.