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1、FourStrategicDevelopmentPhasesofHaierBrandBuildingPhase(1984-1991)IntheearlydaysofChina'sreformandopening,themarketwasstillrelativelycontrolled;alimitedsupplyofgoodswasinsufficienttomeettheenormousdemand.Economicconditionsintheearly1980sweresuchthattobuyarefrigeratorr
2、equiredfirstobtaininga'refrigeratorcoupon.'Haierobservedthatthedemandwasunrelatedtoproductcompetitiveness,butwasratherabyproductofaclosedsystemwhichkeptcompaniesfromtappinganenormouspotentialmarketforhighqualityconsumergoods.Asaresult,Haierestablishedthe"BrandBuilding
3、Strategy"andthe"ZeroDefect"qualitystandard.Innotime,Haierreapedtherewardsoftheseinitiatives.In1988,inonlyitsfourthyearofexistence,Haierearnedthefirsthttp://uklunwen.cn/ibm/2215.htmleverNationalGoldMedalawardedinChina'srefrigeratorindustry.Bythelatel980s,thetimewaschan
4、gingandthemarketwasfloodedwithrefrigerators,forcingmanysupplierstocutprices.Despitetheglut,Haier'sproductsremainedconsistentlypopularandthecompanywasevenabletoincreasepricesby12%.Features:Byonlyfocusingonrefrigerators,Haierwasabletoaccumulatevaluablebusinessandmanagem
5、entexperience.Thisexperienceallowedthecompanytobuildamanagementmodelwhichcouldbeusedwithfuturebusinessunits.Achievements:HaierwasabletotransformitselffromasmallfactoryoperatingatanannuallossofnearlyRMB1,470,000intothenumberonerefrigeratorbrandinChina.DiversificationDe
6、velopmentPhase(1991-1998)Inthe1980s,demandvastlyexceededsupplywithChinesefirmsgenerallysettingsalestargetsbasedonproductioncapacity.Bytheearly1990s,however,thesituationhadreversed,dealingasignificantblowtothestrategiesofthepastdecade.Manyhomeappliancemanufacturerschos
7、etocompeteonthebasisofprice,whichprovidedoccasionalshort-termmarketgainsbutreducedtheircapacityforfurtherinnovationandcorporatedevelopment.Forexample,by1998theaveragecolortelevisionmanufacturerinChinaoperatedinthered,andin2001ninepubliclylistedhomeappliancecompaniesco
8、mbinedforoverRMB3.545billoninlosses.Haierobservedthatmarketingwaslessaboutbeatingannualsalesquotasandmoreaboutwinningthehear
