Haier Case Study
Introduction
Haier is the world’s 4th largest white goods manufacturer. The business scope of Haier is technology research, product development and manufacturing, trade and financial services. The key products are refrigerators/freezers, commercial air-conditioners, microwave ovens, washing machines, dishwashers, televisions, mobile phones, and computers, etc. Haier has 240 subsidiary companies and 30 design centers, plants and trade companies and more than 50,000 employees throughout the world. Haier specializes in technology research, manufacturing industry, and trading and financial services. Zhang Ruimin founded Haier in 1984, which was the 6th year of Chinese Reform and Opening-up policy released.
Haier had experienced the development stages, noted as Brand Building, Diversification and Internationalization. Haier announced its 4th strategic development stage of global brand building.
This case is a classic example of how a company can become profitable in the global marketplace with right strategic planning and implementation processes in place.
In terms of the market share, Haier has earned more than 26.2% in the Chinese home appliance market. It especially occupies more than 30% in high-level market domain. Both of the figures are better than the famous foreign brands, Panasonic, LG, Samsung, Siemens, and Philips. However, Haier owns a much lower market share and influence all over the world compared to these international appliance giants.
The Market Place – Environmental Analysis
The transformations in the world marketplace have been extensive and, in many cases, rapid. Integrated global markets contested by global players challenge local industries operating in protected national economies. National borders are becoming increasingly irrelevant as liberalization and privatization take place. This has led to such phenomena as the growing scale and mobility of the world’s capital markets and company’s ability to leverage knowledge and
Haier is the world’s 4th largest white goods manufacturer. The business scope of Haier is technology research, product development and manufacturing, trade and financial services. The key products are refrigerators/freezers, commercial air-conditioners, microwave ovens, washing machines, dishwashers, televisions, mobile phones, and computers, etc. Haier has 240 subsidiary companies and 30 design centers, plants and trade companies and more than 50,000 employees throughout the world. Haier specializes in technology research, manufacturing industry, and trading and financial services. Zhang Ruimin founded Haier in 1984, which was the 6th year of Chinese Reform and Opening-up policy released.
Haier had experienced the development stages, noted as Brand Building, Diversification and Internationalization. Haier announced its 4th strategic development stage of global brand building.
This case is a classic example of how a company can become profitable in the global marketplace with right strategic planning and implementation processes in place.
In terms of the market share, Haier has earned more than 26.2% in the Chinese home appliance market. It especially occupies more than 30% in high-level market domain. Both of the figures are better than the famous foreign brands, Panasonic, LG, Samsung, Siemens, and Philips. However, Haier owns a much lower market share and influence all over the world compared to these international appliance giants.
The Market Place – Environmental Analysis
The transformations in the world marketplace have been extensive and, in many cases, rapid. Integrated global markets contested by global players challenge local industries operating in protected national economies. National borders are becoming increasingly irrelevant as liberalization and privatization take place. This has led to such phenomena as the growing scale and mobility of the world’s capital markets and company’s ability to leverage knowledge and