Haier is a large Chinese appliance manufacturer with 29 plants, 8 R&D centers, and 19 overseas trading companies employing 60,000 globally. It operates under several strategic phases including brand building, diversification, globalization, and global brand building. Haier utilizes management models like OEC (Overall, Everyone, Control) and T-Model (Team, Today, Target, Time) to emphasize participation and goal setting. The company culture focuses on talent, detail orientation, and continuous improvement. Haier's success stems from strong concepts, effective management methods, and not resting on past achievements.

1. LOGO
HAIER

2. Contents
1. About Haier
2. Management
3. Reasons for the success

3. About Haier
Introduction (29 manufacturing
plants , 8 comprehensive R&D centers,
19 overseas trading companies , 60,000
global employees)
Business (white goods)
CEO (Zhang Ruimin)
Haier in the world

4. Management features
1. Strategic
2. Management Philosophy and Model

5. Four Strategic Development Phases of
Haier
 Brand Building Phase (1984-1991)
 Diversification Development Phase
(1991-1998)
 Globalization Phase (1998-2005)
 Global Brand Building Strategy Phase (2005-)

6. Global Brand Building
Strategy Phase T-Model
2005
Globalization Phase
market chain integration method
1998
Diversification
Development
Phase OEC Model
1991
Brand Building
Phase Quality management
1984
next

7. OEC Model
O-Overall
E-Everyone 、 Everything 、 OEC Model
Everyday
C-Control 、 Clear
Back

8. T-Model
What is T-Model?
Team Today Target Time

9. The corporation culture of Haier
is the leader's innovative value
which is identified with by the staff
of Haier

10. Development of Culture
First Decade Second Decade Third Decade
Selfless
contribution and creating resources
Serve the country
commitment and winning global
and commitment
to excellence reputation
to excellence
Rapid response to individual-order
Rapid response to
take immediate actions combination,
take immediate
quick decision-making
actions
Start a business Innovate Globalization

11. 1 2 3
Everyone is a
talent ， we do
not take time Combine rights
Value of people
to find them with supervise
but let them
compete

12. Strategy of Haier
Fourth stage
Where welcome Haier's products
Haier built factory in there
Third stage
If there is a market
Haier built a factory
Second stage
To be number 1 in familiar field
then jump to another
First stage
Activate the fish in shock
Merger

13. Crisis Management
Before Planning
Crisis decisions
happened staff
training
reduce the
threat of crisis
Dynamic
adjustment
and losses
After Handling
Crisis
happened

14. Haier's Crisis
Crisis
lead to
Diversify Fuzzy brand

15. Why can Haier be a success
A strong concept of talent
Do everything in detail
A good management method
 More pay for more work
 PDCA
 No innovation, no improvement
 No rest

16. LOGO
组长：王晓博 (Management)
组员：伊晓敏（ About Haier ）
杨骁蒙（ Management ）
张慧芳（ Reasons for the success ）