Hrmt Hier
Managing Performance at HAIER
Group F1
Nivedita Konduri (12133)
Noel Joe Paul (12135)
Shayak Gupta (12151)
Tushar Nagalkar (12160)
Vaibhav Jetwani (12161)
PROBLEM IDENDIFICATION
Is it feasible to implement and adopt the Haier’s performance management systems beyond China ?
ENVIRONMENTAL ANALYSIS
PESTC
POLITICAL * In 1985, many local Chinese companies were bureaucratic and inefficient with respect to customer needs and quality control. * By 2006, HAIER become the sixth largest global player in the white goods industry. Trade regulations and export tariff rates of various countries to which HAIER exported could be a factor in the performance evaluation for managers responsible for overseas business development.
ECONOMIC
* HAIER, a small factory on the verge of bankruptcy gradually rapidly grew to a multi-billion conglomerate by 2006.Due to globalization, Haier had set up several production bases, service and sales facilities in America, Europe, Asia and Middle East, and with sales outlets in over 160 countries. * Haier has adopted to survive and thrive in the face of cutthroat competitions: brand name building, diversification, and globalization.
SOCIAL
Managers at Chinese State-owned enterprises are averse to transparent performance evaluations and were under-educated.
TECHNOLOGICAL * Continuous product innovations and technological diversification across geographical sites enabled Haier to capture the global markets. * 86 different product categories with over 13,000 specifications. * Technology alliances with foreign players.
CULTURAL
None. SWOT:
* Strengths * Offering quality products that are widely valued by its customers around the world. * Innovation strength. * Implementation of differentiation strategy to competes in the global marketplace * Tapping niche markets though product innovations. * Race-track model for recruiting and promotion. * High emphasis on human resource management
Group F1
Nivedita Konduri (12133)
Noel Joe Paul (12135)
Shayak Gupta (12151)
Tushar Nagalkar (12160)
Vaibhav Jetwani (12161)
PROBLEM IDENDIFICATION
Is it feasible to implement and adopt the Haier’s performance management systems beyond China ?
ENVIRONMENTAL ANALYSIS
PESTC
POLITICAL * In 1985, many local Chinese companies were bureaucratic and inefficient with respect to customer needs and quality control. * By 2006, HAIER become the sixth largest global player in the white goods industry. Trade regulations and export tariff rates of various countries to which HAIER exported could be a factor in the performance evaluation for managers responsible for overseas business development.
ECONOMIC
* HAIER, a small factory on the verge of bankruptcy gradually rapidly grew to a multi-billion conglomerate by 2006.Due to globalization, Haier had set up several production bases, service and sales facilities in America, Europe, Asia and Middle East, and with sales outlets in over 160 countries. * Haier has adopted to survive and thrive in the face of cutthroat competitions: brand name building, diversification, and globalization.
SOCIAL
Managers at Chinese State-owned enterprises are averse to transparent performance evaluations and were under-educated.
TECHNOLOGICAL * Continuous product innovations and technological diversification across geographical sites enabled Haier to capture the global markets. * 86 different product categories with over 13,000 specifications. * Technology alliances with foreign players.
CULTURAL
None. SWOT:
* Strengths * Offering quality products that are widely valued by its customers around the world. * Innovation strength. * Implementation of differentiation strategy to competes in the global marketplace * Tapping niche markets though product innovations. * Race-track model for recruiting and promotion. * High emphasis on human resource management