Haier Logistics
Haier Logistics’ revolution Case Studies
Haier Logistics’ revolution Case Studies
1、 Background
Haier is the world 's largest home appliance brand, founded in 1984 in Qingdao; the current Chairman of the Board, CEO Zhang Ruimin is one of the main founders. At present, Haier has established 21 worldwide industrial park, five R & D centers, 19 overseas trading companies, employs more than 70,000 people worldwide. In 2011, Haier achieved a global turnover of 150.9 billion yuan, the brand value was as high as 96.28 billion yuan, became China 's most valuable brands in 11years consecutively. But in Haier’s growing process, the problems it encountered are endless. Especially in the background of the information technology network economy is sweeping the global economic context, becoming the representative new wave. In order to integrate into the global competition better to create a real world 's leading brands, reducing costs has been unable to meet the enterprise’s competitiveness in the market. In order to gain a competitive edge in the international market we have to meet the individual needs of customers, we must achieve the aim of zero-defect quality, zero occupancy, and zero distance service.
2、The formation of corporate strategy
In the period of restructuring, the company 's CEO Zhang Ruimin said that "In the information age we should be user-centric to get customer’s satisfaction as the biggest target, otherwise corporate profits is impossible in this era the value chain is not suitable ." How we can improve customer satisfaction is therefore a major problem enterprises had to face. Under the guidance of this idea, Haier through research, careful analysis, finds the only way to solve this problem is to propose a thorough reform from two aspects, one from the organizational structure, through business renovation and redesigning processes to improve the business processes of the market reaction speed so as to shorten the distance between the corporate with
Haier Logistics’ revolution Case Studies
1、 Background
Haier is the world 's largest home appliance brand, founded in 1984 in Qingdao; the current Chairman of the Board, CEO Zhang Ruimin is one of the main founders. At present, Haier has established 21 worldwide industrial park, five R & D centers, 19 overseas trading companies, employs more than 70,000 people worldwide. In 2011, Haier achieved a global turnover of 150.9 billion yuan, the brand value was as high as 96.28 billion yuan, became China 's most valuable brands in 11years consecutively. But in Haier’s growing process, the problems it encountered are endless. Especially in the background of the information technology network economy is sweeping the global economic context, becoming the representative new wave. In order to integrate into the global competition better to create a real world 's leading brands, reducing costs has been unable to meet the enterprise’s competitiveness in the market. In order to gain a competitive edge in the international market we have to meet the individual needs of customers, we must achieve the aim of zero-defect quality, zero occupancy, and zero distance service.
2、The formation of corporate strategy
In the period of restructuring, the company 's CEO Zhang Ruimin said that "In the information age we should be user-centric to get customer’s satisfaction as the biggest target, otherwise corporate profits is impossible in this era the value chain is not suitable ." How we can improve customer satisfaction is therefore a major problem enterprises had to face. Under the guidance of this idea, Haier through research, careful analysis, finds the only way to solve this problem is to propose a thorough reform from two aspects, one from the organizational structure, through business renovation and redesigning processes to improve the business processes of the market reaction speed so as to shorten the distance between the corporate with