The CEO's approach for a sequential plan with organization setup for expansion with aggressive sales using local operating approach and dominance created HAIER’s success. The 7 years strategy plan was drawn.
They set up own companies for operations and choose developing countries for the setup of distribution centers for each product. Haier picked string markets for expansion and then developed expansion in developing countries. The export strategy through operational house and localization is not followed by western enterprise.
Haier's strategy has been successful and it has become one of the leading domestic alliance companies. Haier's decentralized structure in management helped in decay making and team building for successful execution. Haier has acquired market percentage in the Asia Pacific, America, and Europe. It expands through technology spin-off through a joint venture. Forming technological alliances globally and USA Market tie-up with no branding leverage has established a self-operated research Centre for development for the area other than the home country.
The early focus through CEO Zhang to build quality management with principles of marketing for international relationships strengthen it'd distributors and operations in a foreign country. The use of digital technology for communication and performance management with the OEC principle. The assent and decentralized structure gave individual autonomy to staff. The western companies focus on standardization and more focus on establishing operations than local technology spin-off
The lesson for Chinese and western enterprises
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