The paper "Strategic Analysis of Haier" is a perfect example of a business case study. Haier is a Chinese electronic company, which was set up in Qingdao, 1984, as a refrigerator manufacturing factory (Werner, et. at. 63). Over the years, it has grown into a global company popular for manufacturing electronics; it is now the third-largest manufacturer of home appliances. Haier has managed to develop a wide base of multinational consumers, hence grabbing the largest market share of white goods, with more than 6 percent. It has been rated the best global company in China, and most accredited.
It is definite that this company has a whole lot of unique cultures and strategies, which have spearheaded its consistent, exceptional results. This essay carries an extensive analysis of Haier’ s strategies, which have propelled it to gain a competitive advantage over their employees, especially in a world that is continually running out of talents. It aims at taking a detailed analysis of their human resource and research strategy, as well as a comparison of Haier and other multinational companies, without forgetting their strengths and weaknesses. The Process of Haier’ s Growth Development Stage Period Additional Activities 1 1984-1991 Refrigerators 2 Dec 1991-July 1995 Freezers and Air Conditioners 3 July 1995-August 1995 Water heater, washing machines, microwave 4 Sept 1995- Sept 1997 Black Household appliances 5 1997-2001 Technological Advancement 6 2001 Acquired Sanyo Japan 7 2001-date The high technological revolution, which entails improving already existing products Haier’ s Human Resource Strategy outside China Human resources are the cornerstone of every successful company (Werner, et.
75). Haier’ s management knows that a healthy human resource is like a well-lubricated engine; it will get everything running smoothly in the desired direction. The company has a well-established strategy for ensuring that its human resource is healthy and continually works towards improving performance.
Fairness and transparency are some of the company’ s chief strategies, while outside China (Werner, et. 88). The company recognizes that there are people out there who have talents, and need a chance to demonstrate their finesse. While handling human resources outside China, it hence ensures that it recruits based on merit and not favors. It provides a common platform for people from all races to compete and merit; this means that it will be able to get talented people. It then aligns all their activities holistically to ensure that all its human resource in comfortable has a relaxed environment for work.
After recruitment, in spite of the level of proficiency of the new staff, the company retrains them in an attempt to align them in the company’ s culture, something that helps them to maintain a universal culture; culture is extremely beneficial for the success of any business. The company provides a competitive human resource environment by rewarding all who merit, including the slightest improvements, low performers are usually retrained, and laid off, if they do not improve, managers who do not perform are also demoted and replaced.
Their workers also attend motivational and interactive seminars, which help to cut off any barriers of race, ethnicity, and any other differences, which may be a hindrance to effective interpersonal relations. All these are a well-calculated set of human resources that ensure the success of their human resource, outside China. These are effective and exceptionally strong strategies. They ensure that the company has a clean face. This entices all worldwide talents, without a second thought, and provides a common, competitive platform that allows all their employees, in spite of race color and ethnicity, to explore their abilities and produce the best results (Werner, et.
at. 103). By hiring people who are in line with the company’ s philosophy, they ensure that they have an excellent pool of human resources, which means success to them.
Berrell Mike and Clegg Stewart. Business Networks and Strategic Alliances in China. Northampton: Edward Elgar Publishing, 2007. Print.
Fu-Lai, Tony Yu. Taiwan’s Economic Transformation in Evolutionary Perspective. New York: Nova Science Publishers, 2007. Print.
Lui Ling. China’s Industrial Policies and the Global Business Revolution: The Case of the Domestic Appliance Industry. New York: Routledge Publisher,2005. Print.
Philip, Kotler and Gary Armstrong. Principles of Marketing. New York: Pearson Publishers, 2009. Print.
Werner, Steve, Schuler Randall and Jackson Susan. Managing Human Resource. South Western: Cengage Publishers, 2011. Print
Young Laurie. The Marketer’s Handbook: Reassessing Marketing Techniques in Modern Business. New York: John and Wiley sons Publishers, 2009. Print.
Hoskisson, Robert, et. al. Strategic Management: Competitiveness and Globalization: Cases. Hong Kong: John Wiley and Sons Publishers, 2011. Print.