Zhang Ruimin, chairman and CEO of the Haier Group, took charge of a struggling refrigerator factory in the 1980s and turned it into a global powerhouse of consumer electronics and home appliances. Jun 04, 2014  With the same CPU, other brands like Samsung, LG, Nokia, Sony have a higher price. Haier is the new entrance, so it applies cost leadership strategy to enter the smartphone market. Because it enters the market late, so if there are no any differentiated features, Haier has to use cost leadership strategy to enter.

Problem StatementWith the entry into WTO, Chinese household appliances industry begins facing the globalization challenges and also worldwide learning challenges. Haier has started its formal globalization in 1997, and has been able to set up a successful example in competing with those challenges. However, the coming years are bringing more challenges including how to establish itself as a major localized US brand, integrate with locality, build brand recognition and manage its brand.AnalysisReputation of the brand and company’s creativity has long been the Haier’s main strengths for competing inside China. As a result, the sign of success in global competition is also supposed to be the brand. Meeting consumer’s needs is always. Haier’s brand strategies(form a local brand in local country):First of all, time and efforts are required to expand its worldwide market locations, advertise its brand, and enhance the competitiveness of their products and the competitiveness of their business operations.

Business partners and shareholders. Europe is one of the key markets in Haier's global brand strategy and this combination will accelerate Haier's positioning in the region. I look forward to working closely with Candy's experienced management team as we share the commitment to innovate and to provide customized solutions to introduce.

Second, by competing on value rather than price, Haier should make products that are highly valued, and consolidate resources as soon as possible to best meet customized needs and exceed their expectations. Finally, company culture should be transited to multi-cultural to achieve sustainable development.

Traditional Chinese culture that rooted in Haier stuff’s mind should be synthesized with west culture and also other Asian culture such as Japan.Recommendation(s)As discussed above, invisible assets such as brand name, corporate culture and reputation are the most important contributors that could help Haier achieve sustainable competitive advantage. However, they all require on-going and time-consuming efforts to accumulate its difference from competitors.

Corporate Level Strategy For Haier Tv

It is crucial for Haier to carefully consider its strategies to accumulate those invisible assets. Several recommendations that I come up about brand strategy are as follows. First, Haier should position its brand at benefit or value level instead of attribute level in different periods.Related Documents.

The article, The contamination case, by Apiah, pivots on globalization and its inherent benifit, that is often questioned in clash cultural changes; that is, sometimes, if not often, as a result of globalization. It is asserted that the emerging of globalization nearly a century ago, atleast ordinarally as those in economically backward societies, particulary unortodox societies, would like to believe, the very concept of globalization, alonside its practices, manifested in the circulation of customs. 1Don Marquis: the argument in this case can be determined to standard consequentialism. It is consequentialists because Marquis argues that what makes abortion wrong is stripping the victim of its future, because it has a future like ours (Marquis 85-87). It is standard because he clarifies that these morally permissible cases will be “rare” (Marquis 90), thus establishing that in general he does not allow moral options.Michael Sandel: In the case of Sandel, the most appropriate framework within.

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A decade later, petroleum products supplanted agriculture as the mainstay of Nigeria’s economy. In 2006, more than 80 percent of Nigeria’s revenue and expenditure were derived from proceeds generated. The case analysis will characterize Haier and the industry they serve through global operations and strategic ventures. The analysis will include Haier’s timing of entry, location selection, and modes of entry, while leveraging the company’s differences between home and foreign countries. A further examination of Haier’s successful international expansion and balance of staying competitive in the home country.CharacteristicsHaier has become successful as a Chinese company by acquiring inept local.

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Credit: Reviewed.com / Ben KeoughHaier's compact appliances on display at Dwell on Design in 2015.The acquisition of GE’s home appliance business, however, will outshine all of those investments, giving the company a major foothold in the U.S. The terms of the sale mean that the Chinese company gets to use one of America’s most storied brand names for the next 40 years.“They’ve been trying to make inroads into the US for some time,” said Bob Baird, merchandising vice president for Home Depot, which carries both Haier small appliances and GE major appliances. “Clearly, this is the ticket that gets it done real fast.”It’s a long way from Haier’s beginnings as an importer in Qingdao back in the 1930s. In 1984, the charismatic Zhang Ruimin took over the then-state-owned enterprise, turning the money-losing company into one of China’s best-known and most profitable businesses.In a story that’s been retold in countless promotional materials and business school case studies, Ruimin impressed the need for quality control on his employees by smashing subpar refrigerators with a hammer as soon as they’d rolled off the assembly line. (That hammer is now enshrined in Haier’s Qingdao headquarters.).

The sale may finally bring closure to a saga that’s been ongoing since 2008.In fact, the company’s name is derived from “Hai”—the Chinese word for “sea,” and Liebherr, the German refrigerator manufacturer that provided much-needed technical expertise in the 1980s.As the Chinese economy boomed and a burgeoning middle class bought washers, refrigerators, and air conditioners for the first time, Haier's domestic business thrived, according to Chris Christopher, director of consumer economics at IHS Global Insight. Now, most of China's middle class already owns major appliances, and the easy money is a bit harder to come by.' It’s still a good market, but not that low-hanging fruit that was out there about 15 or 12 years ago,' he said.That's why expanding rapidly into the U.S.

Market makes financial sense for Haier. 'Across the board, one economy that’s looking relatively good is the U.S. And most of the heavy lifting is done by the consumer, and housing to a certain point,' Christopher said. 'When people move into that new house, they have a tendency to buy those white goods.' For GE Appliance’s part, the sale may finally bring closure to a saga that’s been ongoing since 2008, when GE first announced the intent to sell its consumer businesses in order to focus on software, healthcare, and heavy industry. Since then, numerous opportunities have fallen through—including the most recent proposed sale to for $3.3 billion.According to Baird, the acquisition will likely lead to an influx of investment into GE Appliance’s existing business, and business as usual for GE customers and employees.“I would view it as a positive for GE Appliances,” Baird said.

Corporate Level Strategy For Haier Refrigerator

Credit: GE ApplianceWorkers assemble GE top-load washing machines at the Appliance Park factory in Louisville, KY.That would follow the pattern of Chinese acquisitions in the automotive industry. For example, Chinese automaker Geely purchased Sweden’s Volvo from Ford in 2010. Since then, Geely kept much of Volvo’s manufacturing and operations in Sweden, but also made an investment of $11 billion that allowed the company to release an entirely new lineup of cars. They've been by both the public and the automotive press.At the very least, GE Appliance now has some stability, which allows employees to focus on new products instead of ownership concerns.“Now we’ve got a definitive plan,” Baird said.

“Haier’s going to own them, and they can move forward and not worry about what’s going to happen tomorrow.”Some precedent comes from Fisher & Paykel, which Haier acquired in 2012. Though the New Zealand–based company is significantly smaller than GE, it has largely operated independently since then, releasing multiple new products built at existing factories in New Zealand and Thailand. Questions about jobs and manufacturing have already been addressed early on.GE currently builds front-load and top-load washing machines, water heaters, air conditioners, and French door refrigerators. Skankin' pickle fever. It also makes side-by-side refrigerators ins Bloomington, Indiana; high-end Monogram appliances in Selmer, Tennessee; ranges in LaFayette, Georgia; and top-freezers in Decatur, Alabama. Some other appliances are built in factories in Mexico and China, including dryers and entry-level front-load laundry.According to GE, the transaction has been approved by the boards of directors of both Haier and GE.

It is expected to close in mid-2016, pending the approval of government regulators and Haier’s shareholders.