创新管理海尔

Reporter:Haier01PartoneBriefintroductionPartthreeLoremipsumdolorsitametkolorthatsuumatsimementberehContents0301ParttwoCultureAndInnovation02Partfour0404Qualitymanagement0405PartfiveSWTOAnalysisandFiveForceAnalysisPART1BriefIntroductionHaierGroupisaChinesemultinationalconsumerelectronicsandhomeappliancescompanyheadquarteredinQingdao,Shandongprovince,China.Itdesigns,develops,manufacturesandsellsproductsincludingairconditioners,mobilephones,computers,microwaveovens,washingmachines,refrigerators,andtelevisions.BriefIntroductionBriefIntroductionTheCEOofHaier,ZhangRuiminwasborninLaizhou,ShandongProvincein1949.Heisaworldwidefamousbusinessman,whofoundedthebiggestwhitegoodsbrandintheworld,Haier.ThegreatstrategymasterGaryHamelpraisedthatZhangisarepresentativeCEOofInternetAge.

LatestProductsPulsatorcompositeNo-cleanWashingMachineThiswashingmachinetookpartintheHouseholdExpowhichheldinHefeion18thNov.It’sthelatestwashingmachineofHaier.Themostimpressedfunctionwastheshockabsorption.Evenachampagnetowerwouldn’tfallonitwhenitwork.Italsohadastrongbactericidalpower.Thiswashingmachineis5999RMB.Video：/watch/06123960977074504659.html?page=videoMultiNeed

BriefIntroductionPART2EntreprisecultureEnterprisecultureCulturalisthesoaloftheenterprise.WeclassifiedtheenterpriseculturalofHaierintothreelevels.1.Materialculturalispnthesurface2.SystemandBehaviorcultuereisinthemiddlelevel3.Thecorelevelisvalues.EnterprisecultureCulturalisthesoaloftheenterprise.Thecoreofenterprisecultreisvaluesandthecoreofvalueisinnovation.TheinnovationrunthrougheveryaspectofHaier.CultureinnovatonMangagementinnovation

OrganizationinnovationTechnologicalinnovationMarketinginnovationServiceInnovationHumanresourceinnovationQualityinnovation1.The80/20RuleThefouctionofleaderistobuildupaplatformfortheemployees.Theleader'sdutyidtoimprovetheabilityoftheemployees.2.The10/10RuleInateam,therearealways10%ofthepeoplehavethebestperformanceand10%havetheworstperformance.Weshouldusetheexoerienceofpeoplewhohasthebestperformancetohelpthepeoplewhohastheworstperformanceinordertoimprovetheablityofthewholeteam.3.TheOCERuleO--OvetallE--Everyone、Everything、EverydayC--ControlandClearEnterprisecultureCulturalisthesoaloftheenterprise.Managementprinciples1.ThreeEyesThefirsteyeshouldstareattheemployeestoensuretheirloyaltytotheenterprise.Thesecondeyeshouldstareatuserstoensuretheusers'loyaltytotheenterprise.Thesecondeyeshouldstareatthepolicystoscizetheopportunity.2.CreatingGoodcompanysmeetthecustomers'needs,butthegreatcompanyscouldcreatemarket.EnterprisecultureCulturalisthesoaloftheenterprise.Marketinginnovation

OrganizationinnovationTmodelTimeTargetTodayTeam.TechnologicalinnovationTheproductdesignalwaysregardthemarketasthetarget.QualityinnovationDefectiveproductsarewasteproductsHumanresourceinnovationEveryoneisatalentandwearenotlackofthetalentsbutthesystemtocultivatetalenys.ServiceInnovationCultureinnovatonEnterprisecultureCulturalisthesoaloftheenterprise.PART3WhenwerefertothebrandnamedHaier,ourfirstimpressionis“goodafter-saleservice”.Service1+5PACKAGESERVICE12345SERVICESPECIFICATION1234SERVICEMODEHaierU+intelligentlifeAPPSERVICEONERESULT:theserviceiscomplete.Threecontrols:theservicecomplaintrateislessthanonehundredthousandth,servicemissingrateislessthanonehundredthousandth,theservicedissatisfactionrateislessthanonehundredthousandth.Twoconcepts:takeawaytheuser'stroubles,leavingthesincereHaier.Fournoleftsreflecttheproblem;dealwiththeusers’

problem;

areviewoftheresults;reflectto

thedesign,production,businessdepartment.SERVICE010203040506ProvideuserswithinstallationandcommissioningserviceswithinonetimeOn-sitecleaningservicesOne-stopproductinspectionservicesSecuritymeasuringserviceGuidetheuseofservicesProductmaintenanceservicesSERVICETips:"5"referstoeachvisitatthesametimetoprovideuserswithproactivecarevalue-addedservices.HaierU+intelligent

lifeAPPForusersClouddatasupportAchieveautomaticdiagnosis,activeservice,self-service.Oncetheapplianceabnormalities,APPwillautomaticallyremindtheuser.(refrigerator)Scantheproducttwo-dimensionalcodecanhelpyoufetchtheapplianceinformation(nopaperwarrantycard).Accurateproductknowledgetopushprofessionalmaintenance.SERVICEHaierU+intelligent

lifeAPPForemployees“DIDI"modeltomoveuptheapplianceservice.ServiceCentertoreceivetheneedsofusersathome,thentheprofessionalserviceworkerscangrabasinglekeythroughtheserviceterminalandtaketheinitiativetocontactuserson-siteservice.Userscanalwaysmakeevaluationandsuggestions.Employeeswhogettheuserpraiseandpraisemorewillhaveprioritytograbasingleright.SERVICEHaierU+intelligent

lifeAPPForgeekusers"geekworry-free"serviceForspecialcircumstances,Haierprovidesexclusiveservicesprogram.Forexample,afterauserinHangzhouboughtaHaierrefrigerator,buttheserviceemployeeinthedistributionofthetimefoundthatbecausetheuserflooristoohighandthecorridoristoonarrow,therefrigeratorcannotnormallyentertheflat,inthisextremecase,theservicesoldierssentalargecrane,Fromthewindowtothesafetyoftherefrigeratorintotheuser'shome,completedadifficultdistributionservices.Undernomatterhowspecialconditions,theywillmakeeveryefforttoprovidethebestservice.SERVICEOnedocument:Servicestaffon-siteservicetoproduce"starservicequalificationcertificate"Secondpublic:Haiertoproduceaunified"standardfees"Openavoteintheendoftheservicerecordsingle,afterthecompletionoftheserviceuserstosigncommentsThreeinplace:AftercleaningthesiteinplaceAftertheservicepowertestmachinedemonstrationinplaceAftertheservicetoexplaintheuseofknowledgetoprovideone-stopproductinspectioninplaceFourarenotallowed:Donotdrinktheuser'swater,donotsmoketheuser'ssmoke,donoteattheuser'smeal,nottheuser'sgiftFiveOne:Handedabusinesscard,putonapairofXieTao,withapieceofDianbu,comeswitharag,provideone-stopproductinspectionservicesOnedocument:Servicestaffon-siteservicetoshow

"starservicequalificationcertificate"Secondpublic:Produceaunified"standardfees"OpenavoteintheendoftheserviceAfterthecompletionoftheserviceuserstosigncommentsThree“inplace”:CleanthesiteinplacePowertestmachinedemonstrationinplaceExplaintheuseofknowledgetoprovideone-stopproductinspectioninplaceFour“notallowed”:Donotdrinktheuser'swaterDonotsmoketheuser'ssmokeDonoteattheuser'smeal,Donotaccepttheuser'sgiftFive“One”:HandabusinesscardPutonapairofXieTao,withapieceofDianbuComewitharagProvidewith

one-stopproductinspectionservicesSERVICEPART4QUALITYMANAGEMENTOFHAIERThe

pursuitofproductqualityisnotapartcanachieve,itshouldbetoimprovethewholesystem.Aroundthequalityoftheproducts,theenterprisemustestablishasystemofqualityassurancesystem,toincludethewholeprocessofproductqualityinsystemcontrols.QualitycultureisdeeplyrootedintheheartsoftheHaier’speople."Haiercreateworldfamousbrand,thefirstisthequality,thesecondisthequality,thethirdisstillthequality."AsearlyasthebeginningandoccupytheHaiergroupCEOZhangRuiminisexplicitlyputforwardthisconcept.

Haierhasneverrelaxedtherequirementofquality.WithqualityasthelifeofHaier’speople,Haiermake"provideagloballycompetitiveproducts,themaximumtomeettheneedsofcustomersandrelatedparties,tobecometheworldfamousbrand"asthequalityoftheirgoals.QualityCultureTotalqualitymanagement(TQM)istheenterpriseinordertoguaranteeandimprovethequalityoftheproduct,theintegrateduseoftheproductresearch,design,manufacturingandafter-salesserviceandsoonasetofqualitymanagementsystem,meansandmethodsofsystemmanagementactivities.TheTotalQualityManagement（TQM）SystemOfHaierTheFirstStepPutforwardtheconceptofquality,defectiveproductsisrubbish.TheSecondSteplauncheventof"hittingtherefrigerator".TheThirdStepThestructureof"ZeroDefects"managementmechanism.THETHREETQMSTEPSOFHAIER01TheFirstStep:Putforwardtheconceptofquality,defectiveproductsisrubbish.WhenHaierwanttomulti-functionedrefrigerators,themarketsituationisgrim.WhenHaier’sscaleandbrandisundertheconditionofabsoluteinferiority,howcoulditgainafootholdinthemarket?Onlyrelyonquality.Then,ZhangRuiminproposedhisownqualityidea:"thedefectiveproductisrubbish",implements"zerodefect,refinement"forqualitymanagement,tomakeusershave"nocomplaint,noprosecution".However,puttingforwardanideaiseasy,butletemployeesaccept,identity,finallybecomehisownidea,isshouldbeaprocess.02TheSecondStep:launcheventof"hittingtherefrigerator".Manypeoplearefamiliarwiththeeventofsmashingrefrigerators,butwithwhathappenedaftersmashingrefrigerators,areunfamiliar.WhenemployeeslookedatMr.ZhangPresidentleadotherssmashingthedefective76refrigerator.Peopleshockedinnerandhadamoreprofoundunderstandingofquality.However,Zhangdidnotstayinthetraditionmanagementmethodofmakingeconomicpunishmentforresponsiblepeople,butmakefulluseofthiseventtoletthequalityideapenetratedintoeachemployee'smind.Sofar,hecouldmakeideasintothesystem,andmakethestructureintothemechanism.Inthefollowingamonthoftime,Zhangpresidedoverthemeetingoneandanother,discussiontopicisveryclear:inmyjobdoIhavequalityhiddentrouble?domyworkaffectthequality?Startsfromme,startfromnow,howtoimprovethequality?Inthediscussion,employeesinspiredeachotherandremindedeachother,butmoreprofoundintrospectionandreflection.Then,Haier’squalityconcepthasbeenwidelyrecognized.03Thethirdstep:Thestructureof"ZeroDefects"managementmechanism.IneachAssemblyline,Haierhasspecialworkers.Theproductsfromtheassemblyline,usuallyhavesomenotes,whichwasknownas"defectnote”intheHaiercompany.Thisisintheproductthroughvariousprocesses,whichleavefromworkerscheckoutthedefectsofthelastworkingprocedure.Thetaskofspecialworkers,isresponsibleforrepairingthesedefectsandwritedownthemaintenancetimeofeachdefect,astheevidenceforclaimthe'defects'ofthoseresponsiblepeoplewherehissalaryfrom.Atthesametime,whentheproductqualifiedrateinexcessoftheprescribedstandard,hehasabonus,thehigherthepercentofpass,thehigherthebonus.Thisisthefamous"zerodefect"management,theexistenceofthespecialworkerswhocouldmakezerodefectsandhaveguaranteetothequalitymechanismsandinstitutional.PART5SWTOAnalysis&FiveForceAnalysis

InternalStrengthsCarriedoutproductdiversificationtoexpanditsbrandbeyondrefrigerators,addingwashingmachines,airconditioners,andotheritemstoitsproductline.hasquicklygrownthescopeofitsbusinessItsinnovationinbothproductionandmanagementpracticeHasconductedinternationalexpansiontogoglobalwithitsownintellectualpropertyandbrandidentity.Asaresult,Haiernowsellsproductsinover160countriesaroundtheworld.SWTOAnalysisEnjoysawell-knownbrandnameandhighreputationforreliablequalityandfirst-ratecustomerserviceInJune2008,Haierranked13thand1stamongChinesecompaniesonthelistoftheworld's"600MostReputableCompaniesLackscorecompetitivenessininternationalmarket,especiallythehigh-endmarket

Lagsbehindincapital,technologyandmanagementwhencomparedwithmultinationalcompaniessuchasWhirlpoolCorporation

IsstrugglingwithitsunsuccessfulexternalinformationconstructionsThereisagreatdifficultyforHaiertoexchangetheelectronicinformationanddataeffectivelywithitssuppliersanddistributorsHaierisitsrelativeneglectoftheimportanceofaneffectiveglobalmarketingandadvertisingpromotion.

InternalWeaknessesSWTOAnalysis①Thefiercecompetitioninthedomesticandinternationalmarket.rankedasthethirdmostfavoredrefrigeratorbrandbyChineseconsumerslaggingbehindbyGreeandMidea②Theglobalmarketcompetitionisevenmorecut-throatwithsuchstrongmultinationalcorporationsasElectrolux,andWhirlpoolCorporation.③Withthenumerousnewentrantsintothehomeappliancemarketandtheexcessivesupplyoverdemand,manycompanieslowertheirpriceforsalesturnover,whichfurtherthreatensHaier‘sleadingposition.

ExternalThreatsSWTOAnalysisthedramaticincreaseinaverageChinese‘slivingstandardsandfavorablegovernmentpoliciesimprovedruralpeople‘slivesagrowingnumberofpeoplelongingformoreadvancedhomeappliancesahugemarketpotentialfor―green‖electricalappliancewhichismoreenvironment-friendlyandenergy-efficient.withtheadvancementoftheecono