Summary of The Haier Model

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A small, struggling Chinese company in the 1980s, Haier became a multinational giant through its strategy of constant reinvention. Business professor Yangfeng Cao offers a full report on Haier and its leader Zhang Ruimin. To drive home the message that quality mattered, Zhang once ordered his workers to demolish 76 flawed refrigerators with sledgehammers. Haier is now becoming a network organization and giving its customers a central role. Yangfeng’s text is rich and detailed, so much so that it can become overwhelming. getAbstract recommends his thorough report to those interested in the evolution of the Chinese market and in Haier’s strategies for corporate growth.

In this summary, you will learn

  • How China’s international manufacturing company Haier evolved from its struggling beginnings,
  • How it become a multinational giant, and
  • How Haier applies strategic thinking and constant reinvention.
 

About the Author

Yangfeng Cao, PhD, founded and directs the Institute of Global Entrepreneurship & Innovation in Hong Kong. He is also a professor of practice at the Guanghua School of Management at Peking University.

 

Summary

Taking Over in Qingdao

Zhang Ruimin, the CEO of the Haier Group Corporation, built a small manufacturing plant into a giant, international consumer electronics and appliance conglomerate. In 2009, Haier became the globe’s largest manufacturer of household appliances, a position it retained for eight years. In 2016, Haier sold more than $30.2 billion worth of merchandise.


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