Watch two videos about Haier, read the material on Haier's international development, and then answer the following questions.

Source of video: 全新海尔品牌形象片《以无界生态共创无限可能》-宣传片:企业形象视频-新片场 (xinpianchang.com)

source of video: SK050-海尔集团的全球化战略_哔哩哔哩_bilibili

Lead-in Case Analysis

Haier's International Marketing Strategy

The success path of Chinese home appliance enterprises usually includes several steps: introducing technology, improving quality, building core technology, building brand, going global, and high-end brand. Haier's development fully interprets this development process.

Haier has developed through the introduction of technology. On October 23, 1984, Qingdao Refrigerator Factory and Liebherr GmbH of Federal Germany officially signed a cooperation project on refrigerator technology and economy in Qingdao. In the protocol, it is stipulated that Liebherr Company will first provide the Qingdao Refrigerator Factory with the key equipment and technology for manufacturing three models of household refrigerators at the level of the 1980s, and send experts to help install the equipment and provide technical guidance. Qingdao Refrigerator Factory reorganizes and establishes Haier Group. The contract also stipulated that Haier could add the factory address in Qingdao to the German trademark, so Haier introduced "Qindao Liebherr" as the company's trademark, giving birth to Haier's first generation trademark.

Haier's internationalization strategy has gone through three stages——

The first stage (1984-1991): Brand strategy stage. Haier Enterprises mainly focus on improving product quality and core competitiveness. In order to awaken the quality awareness of employees, Zhang Ruimin took the lead in personally smashing 76 refrigerators with quality problems, and clearly set the goal of "creating high-quality products and winning gold medals", and formulated a brand strategy. This smashing also made the start-up Haier well-known. During these 7 years, Haier has been fully focused on the refrigerator product. In 1988, Haier won the first quality gold medal in the history of China's refrigerator industry, marking the initial victory of its brand strategy. By manufacturing refrigerators, Haier has accumulated rich management experience and formed a unique "OEC" management model. Moreover, more importantly, this stage has cultivated a group of professional talents, laying a solid foundation for Haier's future development.

The second stage (1992-1998): diversification stage. On the basis of successful brand strategy, Haier has carried out new strategic innovation and transfer. Haier leverages its unique corporate culture advantages and adopts a "shock fish" approach to diversified expansion. This not only enabled Haier to develop from a brand product to a complete range of household appliance brand product groups, but also enhanced the overall strength of the enterprise. In the end, Haier successfully grew into the number one brand in China's home appliance industry.

The third stage (starting from 1998) is the stage of internationalization strategy. In the chaotic competition of the domestic home appliance industry, Zhang Ruimin proposed an internationalization strategy, which is to "go abroad and dance with wolves". At this stage, Haier's goal is to enhance its core competitiveness in the international market and promote the expansion of Haier's products, brand, and corporate culture on a global scale. Haier aims to compete with the Fortune Global 500 and is committed to creating a world-class Haier brand.

On April 30, 1999, South Carolina in the United States ushered in an important moment - the groundbreaking ceremony for a production center invested $30 million by Haier Group was held here. This action not only becomes the largest investment of Chinese companies in the United States, but also marks an important step for Haier in its internationalization strategy. Just one year later, the first Haier refrigerator with the "Made in America" label was successfully taken offline, opening a new chapter in the history of Chinese companies producing refrigerators domestically in the United States. Haier thus became the first Chinese company to manufacture and sell products in the United States.

In 2001, Haier Group acquired a local factory in Italy for $5 million. This acquisition marks the beginning of Haier's history in home appliance production on the European continent, once again demonstrating Haier's determination to strive for a world-class brand. According to the global refrigerator brand ranking released by Euromonitor in 2001, Haier ranked second; In the global ranking of washing machine brands, Haier ranks third.

From the early achievements of Haier's internationalization, in 1998, Haier Group's sales revenue was 10.8 billion yuan, of which exports amounted to 60 million US dollars; In 1999, the sales revenue was 21.2 billion US dollars and exports were 138 million US dollars; In 2000, the sales revenue was 40.6 billion US dollars and exports were 280 million US dollars; In 2001, the sales revenue was 60 billion yuan and exports amounted to 420 million US dollars. The above data clearly demonstrates that Haier’s internationalization strategy has achieved great success.

Watch, read and answer the following questions:

Q 1: What are the main reasons for the success of Haier’s International Marketing?

Q2: What’s the role of marketing in Haier’s development and internationaliztion?