Missed the acquisition of Maytag
In 2005, Haier missed the acquisition of Maytag, and finally made Whirlpool successful with $654.38+0.7 billion.
The acquisition of General Electric was suspended.
In mid-2008, after GE's white goods business entrusted Goldman Sachs to find a buyer globally, Haier decided to take the shot. Zhang Ruimin, the head of the company, lamented that this was Haier's best and last opportunity to enter the US market. However, this transaction is different from last time. There are many competitors who buy GE's free business, from different countries and regions. In the second half of 2008, due to the financial turmoil, Haier decided to suspend the acquisition.
American market gold test
Haier's customized intimate service has won market share. To a large extent, only small-sized products have been successful, but they have not achieved the desired results in mainstream products.
In fact, Haier's efforts on the road to internationalization have never stopped. Starting from 1995, we started to invest and build factories overseas. 1996 set up a joint venture to produce refrigerators in Jakarta, Indonesia; 1997, Haier LKG electric appliance co., ltd was established in the Philippines; 1997, Haier industry, Malaysia; 1999, Haier middle east co., ltd; 1999 entered the stage of strategy implementation and development, and built a design center in Boston, a marketing center in new york and a manufacturing center in Fuzhou, South Carolina.
The core of Haier's corporate culture is innovation. Here, we just elaborate on other cultural influences. Haier's success shows that its culture is feasible. Let's look at this problem from the perspective of employees and people.
At the end of 2008, Chen Guanggan, an HP expert hired by Haier Group, decided to leave. Prior to this, the head of external human resources also left a few months ago. There are two external contractors here. "In the past, Haier culture rejected airborne troops, but when the enterprise developed to a certain extent, this culture had problems." Zhang Ruimin said.
In 2007, in order to speed up the process of internationalization and improve the situation of human resources, Haier initiated the 1+ 1+N model. The first one 1 is Wai 1, which is an expert representing the international advanced level; The second 1 is called Nei 1, which represents the original manager; N stands for team.
As mentioned above, the original intention of the 1+ 1+N talent model is that Haier hopes to develop Haier's internationalization process with a more open perspective and the help of the external brain, but it seems that the progress is not smooth at present. Must the integration of internal and external talents experience pain? Zhang Ruimin said: 1+ 1+N is not only looking for airborne troops, throwing away insiders, but also using insiders behind closed doors; Instead, it combines the advanced ideas of external experts with the hard-working spirit of insiders, and finally brings a competitive workforce. Many of the invited people in 1 are big international companies or people with global working background. They will bring many new ideas, global vision and superb global quality. However, from a philosophical point of view, external factors must work through internal factors. Similarly, the external 1 must work through the internal 1. Whether 1+ 1+N is finally merged is the maximum output, but the final result is still difficult to determine.
However, frequent turnover of outsiders is really not good news;
An external expert hired by Haier is worried that there are some unhealthy elements in Haier's corporate culture, which are embodied in the arrogance of some managers, disrespect for partners, unkindness to employees, and even insults to employees, who only report good news but not bad news.
These cultural problems may gradually lead to the real crisis of enterprises. Some management experts said that some of Haier's reengineering processes belong to the level of corporate behavior, and to improve behavior, we must first improve our ideas. The re-creation of ideas may be more important and more difficult.
If external experts are unable to change Haier's thinking mode and simply change its behavior mode, Haier's 1+ 1+N will not get the best result, which may lead to the slowdown of internationalization process and even the advantages and disadvantages of decision-making;
Haier's ubiquitous service system also reflects the warmth of the big family in China's traditional values; Things are not necessarily the best, but the service must be the best. This is the victory of an enterprise management strategy with epoch significance and an enterprise growth strategy with environmental significance. However, this is not the victory of sustainable corporate culture. Raising Zhang Ruimin Thought or Haier's competitive strategy to the level of corporate culture and endowing it with core competitiveness is the biggest misunderstanding in the process of creating a professional environment in China. Imagine that under the competitive environment that professional managers can't produce, the culture produced by strongman operation will only be the resistance to further progress.
Welch left an important experience for the construction of corporate culture, that is, he not only positioned corporate culture as a philosophical view needed by the growth and adaptation of enterprises themselves, but also supported the strategy with culture. More importantly, he can clearly distinguish the corporate culture that adapts to market changes from the competitive strategy that maintains the current good operating conditions, otherwise the short-term successful strategy and tactics will evolve into some kind of "invincible magic weapon".
This may be the reason why Haier always remembers Harvard or IMD as a case. In fact, the attention paid by Harvard or IMD to Haier is not much more than that of Gong Li, who has been frequently invited to be a judge or guest in the international film industry in recent years. Gong Li is not an international movie star, and neither is Haier. Only Gong Li will be eliminated soon, but Haier may be reborn, provided that it understands that the real road to internationalization must start from the post-Zhang Ruimin era.
In other words, Haier's current corporate culture does not match its internationalization strategy. . .