Growth Strategies
International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
147
A SWOT Study of the Development Strategy of Haier Group as One of the Most
Successful Chinese Enterprises
Xia Chan
Postgradua te Student of Business English
School of Eng lish for International Business
Guangdong University of Foreign Studies, Guangzhou 510420, China
E-mail: [email protected]
Abstract
This paper puts forward a complete and comprehensive SWOT development strategy model on the basis of the
previous SWOT analysis model and the case study of Haier Group. After a general review of both SWOT and
Haier, this paper focuses on how Haier can make appropriate SO ST WO and WT strategies by analyzing and
allocating its internal factors (strengths and weaknesses) as well as external environments (opportunities and
threats). The aim is to provide an applicable Haier model which combines SWOT analysis w ith strategy
formulation to set an example of how SWOT assists business in developing feasible strategies, and
simultaneously provides an in -depth understanding of the “glocal” strategy of Haier as one of the most
successful enterprises in current China.
Key words: SWOT analysis; Haier Group; development strategy model; internal factors; external
environments
1. Introduction
In today‘s hyper -competitive global market, any company should have a clear understanding about itself as
well as the external conditions in order to make effective decisions and strategic corporate planning.
Therefore, many economists and scholars have researched into this field and proposed some useful tools and
models to help analyze and develop business strategies. SWOT analys is is one of the most well -known and
frequently used models created in the 1980s. Despite its high popularity and wide application, I found that few
researches have combined it with the business‘s development strategies to further work out a more integrate d
model to guide the business practices. In view of this, this paper attempts to set an example of how to
incorporate SWOT analysis into a company or business‘s strategy -formulating process. Moreover, the reason
why Haier is chosen as the analyzing subjec t should be explained here. Recently, it is reported that Haier was
ranked 27th in the 2010 Top 50 World‘s Most Innovative Companies, becoming the first Chinese household
electrical appliances firm in the list, which aroused great public interest. Actually , as the most internationally
distinguished Chinese appliance brand, Haier always attracts great attention from economics and researchers.
Therefore, a more comprehensive examination of Haier, especially the internal and external factors which
greatly affe ct its strategies and contribute to its success, can hopefully offer some useful guidance for other
business.
Therefore, it is of great theoretical and practical significance to conduct a thorough SWOT analysis of Haier
and work out an integrated model to see how SWOT can help a business to make successful strategies. The
primary purpose of this paper is to provide a good framework for understanding and applying the SWOT
model in real business practices and to advance such a concrete development strategy m odel based on the case
study of Haier. The paper mainly consists of 6 parts: 1) the above introduction part which describes the
background and significance of the research 2) a brief introduction of Haier 3) an overall review of the origin
and the previou s studies related to SWOT analysis 4) a SWOT development strategy model of Haier created
by the author in accordance with the previous theories 5) the detailed SWOT analysis composing both the
internal, external analyses and allocated strategy analyses to elaborate on the above model. 6) The conclusion
part that draws a general summary of this paper.
2. A Glimpse of Haier
In order to better understand the following analysis, a brief and overall glimpse of Haier‘s development is
presented here in this part. Haier Group, founded in 1984 with its headquarters in Qingdao, China, is the
leading brand of white goods globally and the most valuable brand in C hina. With considerable awards and
achievements, Haier has involved into a giant multinational corporation. The development of Haier can be
divided into four phases. 1) First is the brand building phase (1984 -1991). By only focusing on refrigerators,
Haie r was able to accumulate valuable business and management experience. The Special Issue on Humanities and Social Science © Centre for Promo ting Ideas, USA www.ijbssnet.com
148
It transformed itself from a small factory operating at big loss into the number one refrigerator brand in China.
2) Second is diversification development phase (1991 -1998). In this ph ase, it moved from a single -product
company to a manufacturer with multiple product lines and expanded its brand to include both brown goods as
well as white goods. Internally, the company restructured operations, using intangible assets to get the most
ou t of existing tangible assets. 3) Third is the globalization phase (1998 -2005). It gradually entered
international mainstream markets, and opened foreign sales channels to deepen market penetration. 4) And it
is now undergoing the fourth phase - global bran d building phase (2005 --). At this critical stage, Haier aims to
build a local Haier brand in each geographic area all around the world. It is on the way to integrate global
resources to satisfy consumers' needs all over the globe.
3. A General Review of SW OT
According to Wikipedia, SWOT analysis is a basic strategic planning method used to evaluate the Strengths,
Weaknesses, Opportunities, and Threats involved in a project or in a business venture so as to make feasible
strategies. It involves specifying the objective of the business venture or project and identifying the internal
and external factors that are favorable and unfavorable to achieve that objective (Hill and Westbrook, 1997).
The technique is credited to Albert Humphrey , the founding father of SWOT analysis, who led a convention at
Stanford University in the 1960s and 1970s using data from Fortune 500 companies. The background to
SWOT stemmed from the need to find out why corporate planning failed. The application of SWOT analysis
is not limited to profit -seeking organizations. Usually, it is ―an effective way of gathering and classifying
information, illustrating particular ma tters, and generating strategic planning ideas for a business‖ (Zhu
Wenzhong, 2010:31). It can be used for business planning, strategic planning, competitor evaluation,
marketing, business and product development and research reports. And it may also be us ed in any decision -
making situation when a desired end -state (objective) has been defined. Examples include: non -profit
organizations , governmental units, and individuals.
Specifically speaking, strengths refer to characteristics of the business or team that give it an advantage over
others in the industry. Weaknesses are characteristics that place the firm at a disadvantage relative to others.
Opportunities a re external chances to make greater sales or profits in the environment. Threats are external
elements in the environment that could cause trouble for the business. Generally, SWOT is carried out in the
following steps. First, analyze business‘s external environments to find out opportunities and threats a
business faces. Second, analyze business‘s internal factors to find out strengths and weaknesses a business
possesses. Third, allocate external opportunities and threats with internal strengths and weak nesses. Based on
the 3 steps, we can draw the following matrix diagram.
Table 1 SWOT Matrix Diagram
According to this diagram, business can make corresponding plans or strategies. The usual practice is to make
best use of strengths while overcoming weaknesses, and to take good advantage of opportunities while
removing threats. As a result, business can g et a variety of alternative strategies. They are as follows. First, SO
is a leverage strategy means to utilize all possible opportunities based on its internal strengths and resources.
Second, concerning ST when business is quite vulnerable to external thr eats, it should take advantage of
internal strengths to cope with threats from external environments. Third, with regard to WO, a business is
provided with external opportunities that may be constrained by its internal weaknesses. Under such
circumstances, business should use external resources to offset its internal weaknesses. Otherwise,
opportunities will be the prey of its competitors.
The last but not least is WT which is used when business is driven into a problematic situation. It aims to
reduce th e negative influences casted both by external threats and internal weaknesses, striving hard to get rid
of this dilemma, or it would be forced to go bankrupt. In a word, SWOT analysis can be extremely beneficial
to those who objectively and comprehensively analyze their business. It is not simply enough to identify the
four factors; instead, it is necessary to minimize or avoid weakness as well as threats and at the same time
match strengths with opportunities to optimize the potential of a business to obta in leverage. Theoretically, SO
is the perfect combination, which is adopted when business is in a smooth situation. In practice, however, a
company usually carries out several strategies simultaneously. The decision -makers therefore must prioritize
all f actors and develop specific goals and objectives for the strategic planning at different stages.
In-
Ex -
strengths weaknesses
opportunities SO WO
threats ST WT International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
149
4. SWOT Development Strategy Model for Haier
Base on the theoretical framework of SWOT and my research on Haier, I created the following model by
incorporating SWOT analysis into Haier‘s strategy -formulating process aiming to show an overall
development direction of Haier and provide some guidance fo r Haier as well as other business. Then in part
five , I will have a detailed SWOT analysis of Haier including both the internal, external analyses and allocated
strategy analysis in accordance with the following model.
A Graphical Representation of This Paper
Figure 1 A SWOT Development Strategy Model
Opportunities Joint strategy Rural strategy
Transformation
strategy “Green ” strategy
Potential for domestic
rural market
Constraint s
Leverage
Development of
“green ” products
W
eaknesses
Inadequate
competitiveness
in high -end
market
Strength
s
Reputation
Favorable economic
trend
Innovation
Ineffective
marketing and
advertising
Diversification
Unsuccessful
external
informati on
construction
Price war
Globalization
Growing competition
Vulnerability
Problems
Threats
High -pricing strategy
“Glocal ” strategy
Informatization
strategy The Special Issue on Humanities and Social Science © Centre for Promo ting Ideas, USA www.ijbssnet.com
150
5. The SWOT Analysis of Haier
5.1 Internal Analysis
5.1.1 Internal Strengths
First of all, Haier enjoys a well -known brand name and high reputation for reliable quality and first -rate
customer service. Pursuing the service policy that ―customer is always right‖ and ―build good impression‖, it
wins high recognition and customer satisfaction. In June 2008, Haier ranked 13th and 1st among Chinese
companies on the list of the world's " 600 Most Reputable Companies‖.
Secondly, its strength also lies in its innovation in both pr oduction and management practice. Up to the end of
2009, ―Innovation driven‖ Haier had applied for 9738 patents, ranking first among Chinese appliance
enterprises. On the base of its independent intellectual property, Haier has participated in the setting of 23
international standards. Moreover, as for management, Haier's exploration and implementation of Overall
Every Control and Clear management mode, market chain management and individual -order combination
development pattern has proved to be highly succ essful and attracted world -wide attention. (Du Guanglin,
1999)
Thirdly, the Haier Group has successfully carried out product diversification to expand its brand beyond
refrigerators, adding washing machines, air conditioners, and other items to its product line. Consequently,
Haier has quickly grown the scope of its business while enhancing the company's overall strength and
position.
Lastly, Haier has conducted international expansion to go global with its own intellectual property and brand
identi ty. It has gone through a three -step globalization process and gradually established a tripartite
(design/production/marketing) operational framework in six key regional markets such as Europe and North
America. As a result, Haier now sells products in ove r 160 countries around the world.
5.1.2 Internal Weaknesses
The first to be noted is that, despite Haier‘s dominant role in domestic market, it comparatively lacks core
competitiveness in international market, especially the high -end market. Still focusi ng on traditional electrical
products, it lags behind in capital, technology and management when compared with multinational companies
such as Whirlpool Corporation. Moreover, Haier is struggling with its unsuccessful external information
constructions. T here is a great difficulty for Haier to exchange the electronic information and data effectively
with its suppliers and distributors thus leaving the purchasing and distribution costs relatively high. The
unsynchronized external information environment sho uld be the main factor to blame for the dilemma.
Another failing of Haier is its relative neglect of the importance of an effective global marketing and
advertising promotion. Generally, the selling points to be promoted change continuously and therefore there is
a lack of distinctive and attractive advertising appeals to the target global consumers for each of its product
range.
5.2 External Analysis
5.2.1 External Opportunities
With the dramatic increase in average Chinese‘s living standards and fav orable government policies to
improve rural people‘s lives, rural China where a growing number of people longing for more advanced home
appliances implies great domestic opportunities for Haier‘s further development. There is also a huge market
potential f or ―green‖ electrical appliance which is more environment -friendly and energy -efficient. The
explosive growth in household appliances in China is leading to a rapid increase in carbon dioxide output,
which seriously contaminated the air. It is urgent and p rofitable for China, now being the world‘s largest
energy consumer (reported by IEA) and the world's largest refrigerator manufacturer, to exploit the ―green‖
market. Moreover, Governments and organizations all around the world are beginning to advocate an d support
this trend. For instance, recently US launched a $40 million project which introduced innovative market
incentives designed to encourage Chinese refrigerator manufacturers to promote green refrigerators and to
advocate customers to purchase them. Considering the market and social environment, it is wise for Haier to
develop more green products to maintain a sustainable development.
Moreover, with the advancement of the economic globalization, there is a growing interdependence between
businesses all around the world. An increasing number of foreign appliance companies enter China which is
the world‘s largest and fastest -growing marke t, and it is also possible for Chinese companies to step into new
foreign markets and have business partners worldwide. Therefore, this economic trend provides Haier with
more opportunities for mergers or joint -development with other business partners to s trengthen itself. International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
151
It also inspires Haier to conduct innovative reform and strategic transformation to adapt itself to the changing
market.
5.2.1 External Threats
The noticeable threat that Haier faces now is the fierce competition in the domestic and international market.
According to statistics, Haier ranked as the third most favored refrigerator brand by Chinese consumers,
lagging behind two toughest competitors – Gree and Midea. And the global market competition is even more
cut -throat with such st rong multinational corporations as Electrolux, and Whirlpool Corporation. After
acquiring the Maytag, Whirlpool Corporation became the largest home appliance maker in the world and it
has a prestigious global brand name and unmatched level of customer loya lty. Electrolux, which is another
international rival for Haier, is highly -competitive in hi -tech products that first launched talking washing
machine and Robot Vacuum Cleaner in the world market.
Price war also poses great threat to Haier. With the numerous new entrants into the home appliance market
and the excessive supply over demand, many companies lower their price for sales turnover, which further
threatens Haier‘s leading position. For examp le, during the 2010 national holiday, Gome and Suning
Appliance launched large -scale sales promotions such as giving out rebate coupons and premiums and
providing limited special offer such as 50 ￥ television to attract customers.
5.3 Development Strategies
5.3.1 SO Strategy -“Green” Strategy and Rural Strategy
After the exhaustive internal and external analyses, this part concentrates on how Haier can develop proper
strategies accordingly. It is thought that SO strategy is to make the best use of the inte rnal strengths while
grasping the external opportunities so as to obtain leverage. As far as Haier is concerned, it can take advantage
of its strength innovation to fully exploit the newly -developed ―green‖ market of electrical appliance. In other
words, i t can establish itself as an energy -efficient and environment -oriented ―green‖ brand image. As what
has been mentioned above, Haier is both creative in new management ideas and innovative in production
practice which makes it stands out and gives competiti ve edge to its business. And concerning its external
environment, the ―green‖ products with less energy consumption and less waste emission have found growing
popularity and acceptance among both consumers and organizations. So it is sensible for Haier to advance its
technology and design creative products that are both environmentally friendly and attractive to its consumers.
Actually, Haier has already devoted great efforts to this area and gained some achievements such as wining
the 2010 Energy -saving China Contribution Prize. And recently, it is going to launch a new product of water
heater that can recycle waste heat which was displayed in its new product release conference in November,
2010 and received high praise from potential customers. It is exp ected that Haier will produce more ―green‖
home appliances such as CFC -free refrigerator, hybrid solar oven, and integrated environment -protecting gas -
cooker. Therefore, Haier could predictably enjoy the prosperity of this promising market if it could cont inue
making technological innovation in developing new ―green‖ products.
Apart from the ―green‖ strategy, Haier still has another greet choice, i.e., rural strategy, which means to
occupy the market of countryside based on its existing strength of celebr ated brand name and high reputation
in China. Rural China has 2,812 counties, 35,000 towns and 640,000 villages, which implies huge domestic
opportunities for Haier‘s development. Considering this, Haier has already taken measures to penetrate into
the all uring rural market. It is reported that Haier has the biggest market share in China‘s ―Home Appliances
for Rural Families‖ program introduced in 2009, because it has built up a huge network in rural China. This is
a great start which laid a solid foundatio n for its further exploration and development. And it is suggested that
before it make bigger investment on the rural area, it should carry out a more comprehensive research of rural
market in order to fit in with its distinctive features. For example in t he countryside, electricity is expensive
and the village head has a big impact on the rest of the villagers. Therefore, the home appliance with low
consumption of electricity will enjoy more popularity and the villagers may share the same product
preferenc es with the village head.
5.3.2 ST Strategy - High Pricing Strategy and “Glocal” Strategy
Concerning ST strategy, Haier can fully display its internal strengths to cope with threats from the external
environment such as the competition and price war. Seen from the above discussion, we know that Haier
enjoys superiority over its competitors in many aspects. Its prestigious brand name and reputation help it
distinguishes itself among numerous appliance companies. And its diverse product range also contri butes to
the widening of its business scope. The Special Issue on Humanities and Social Science © Centre for Promo ting Ideas, USA www.ijbssnet.com
152
Therefore, in face of the keen competition, Haier has implemented the high pricing strategy by continuing to
improve the product quality as well as customer service and to diversify its product range while not lowering
the price despite the pressures put o n by other competitors. With the firm belief that customer satisfaction and
reputation are more important than sales volume , Haier‘s high quality & high pricing strategy can strength its
custome r loyalty and attract more potential customers without a loss in profits, which in turn will help it has
final say in the current ferocious price war.
In addition to the above high pricing strategy, Haier can also carry out the ―glocal‖ strategy to underm ine the
threats from international competitors. ―Glocal‖ strategy means ―the company should ‗think globally but act
locally‘, i.e., it seeks a balance between standardization and adaptation during the global marketing and
managing process‖ ( Kotler and Arms trong, 2007: 604). As what has been noted above, one of its strength lies
in its products‘ global availability and company‘s multinational presence. However, Haier are still not very
successful in competing with some giant native brands in certain target foreign markets. Taking all these into
consideration, it should further carry out the strategy of ―glocalization‖ which requires that the corporate le vel
still gives global strategic direction while local units focus on the individual consumer differences across
global markets.
To put it more specific, it should adapt their prices, products, and promotions to meet the unique needs of each
area‘s targe ted customers considering their spending power, product references and shopping patterns. For
example, it is wise for Haier to hire local managers in each European market to improve overall flexibility and
efficiency. Haier is strongly convinced that the e ssence of globalization is localization and it tries to establish
a "Three -in-One" operational framework: localization of design, manufacture, and marketing. In fact, some
programs, like the PC Ordering Department in Macedonia, demonstrate its ability to i nternationalize its
business culture and adapt to conditions in a global marketplace. It is foreseeable that utilizing the ―glocal‖
strategy, Haier can further use local financing and employees to become a part of the local community while
creating a globa l brand.
5.3.3 WO Strategy - Joint strategy and Transformation strategy
With regard to WO strategy, Haier tries to reduce the negative influence of internal weaknesses by adding
some external resources so as to make good use of external opportunities. Co ncerning the favorable economic
trend brought about by the globalization, Haier should consider some mergers or joint -developments with
other competent foreign or domestic companies in hopes of overcoming its internal weaknesses in capital,
technology and management. Hopefully, it can form strategic alliance with some multinational corporations
that are more competitive and experienced in international hi -end market such as Whirlpool Corporation and
Matsushita Electric so that it can minimize its shortcomin gs in hi -tech products and enhance its overall
strength. Actually, Haier has formed a strategic partnership with US -based NComputing in 2009 which
enables Haier Computing to expand in the US market for the first time and will also increase the company's
presence in more than 30 countries. We can see from the example that the establishment of successful
partnerships can help increase its efficiency and strength its market power.
Another WO strategy is transformation regarding its internal weakness in intern ational market and global
marketing. Since 2009, Haier has already undergone a transformation in two aspects. The first one is to
transfer its main market focus from domestic to the international market which doesn‘t mean to abandon
domestic market but to boost it through the successful expansion of global markets. This requires Haier to
integrate global resources and tap the international marketplace of ideas, innovations, and human resources to
satisfy customers‘ needs all over the world. The second one i s to transform itself from a manufacturer to a
service provider which means putting more emphasis on marketing, logistics, and responding faster to the
market needs by offering personalized services to customers. This transformation strategy is a great adv enture
as well as an innovation; however, it should progress step by step cautiously and make adjustment accordingly
to guarantee the success of this move.
5.3.4 WT Strategy -Informatization Strategy
In respect of WT Strategy, Haier should strive hard to reduce the negative effects of both internal weaknesses
and external threats. One of the strategies to avoid bogging down in the dilemma is the internal and external
informatization aiming at facilitating its intern al operations as well as external cooperation with its suppliers
and distributors to better serve its customers and exceed its competitors. Wisely, Haier has already realized the
necessity of this move and is on its way of informatization. Specifically spe aking, on the one hand, it
endeavors to improve its hard information construction by the investment in information technology
infrastructure, continuously updating its software application and recruiting IT elites.
International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
153
On the other hand, it also attempts to ameliorate its soft information construction through restructuring
organizational frameworks, processes, and personnel as well as making innovations in management and
decision -making mechanism. As a result, Haier have made some progress such as the exploration of
Management Information System including E -Commerce and logistics systems that improve business
operations between its suppliers, customers, and business partn ers. And it also created the "Just -in-time model
with zero -inventory" based on the combination of virtual and actual network to meet the dynamic needs of the
user (Fu Ruicheng and Bi Kexin, 2009). Hopefully, if Haier continues this informatization process, it can use
information technology as a strategic weapon to create collaborative advantage by optimizing its business
with zero distance between itself and suppliers, distributors and customers. That‘s to say, ideally, Haier's
design centers, manufacturing bases, and trading companies in different areas will come together to share
global resources through a single information platform. And all these will jointly help Haier defend the
potential threats and survive in the heated competition smoothly and succe ssfully.
6. Conclusion
To sum up, this paper first has a systematic and comprehensive SWOT analysis of Haier and then introduces
accordingly its development strategies as well as the author‘s suggestions based on the previous analysis and
Haier‘s actual development process. It therefore demonstrates that SWOT analysis model do assist business in
making appropriate strategies by deeply examine both its internal and external factors. Only after a scientific
investigation of a business‘s current position ca n people makes effective decisions and strategic corporate
planning. More importantly, this paper puts forward an applicable and understandable SWOT development
strategy model of Haier which combines the previous SWOT model with the corresponding strategie s.
It hopefully can shed a new light on the understanding and application of the SWOT analysis and set an
example for other business that helps them to better utilize this model and make more effective strategies in
the future. However, the materials con cerning Haier are not first -hand, and this paper studies from a macro
perspective aiming at showing an overall direction of development instead of focusing on one specific area
such as marketing or competitor evaluation. Consequently, it is suggested that future researchers conduct
micro and more in -depth analyses with first -hand data so as to guide the business practice and serve the
specific needs in other fields.
Reference
[1] Greenwald, Bruce C. Competition demystified: a radically simplified approach to business strategy [M].
USA: Portfolio Hardcover, 2005.
[2] Hill, T., Westbrook, R. SWOT analysis: It's time for a product recall [J]. Long Rang Planning . 1997,
30(1):46 -52.
[3] Kotler, P., Armstrong, G. Principles of Marketing [M]. Beijing: Tsinghua University Press, 2007.
[4] Matthias P. Reuter . Strategic Planning: How to Deliver Maximum Value through Effective Business
Strategy [M]. London: Kogan Page, 2008.
[5] ―SWOT Analysis‖. Businessballs. 2010. http://www.businessballs.com/swotanalysisfreetemplate.htm. (1
Nov.2010)
[6] ―SWOT Analysis‖. Wikipedia. 2010. http://en.wikipedia.org/wiki/SWO T_analysis. (12 Dec. 2010)
[7] 陈铖 , 李 晓 琳 . 海 尔 集 团 成功 战 略分析 [J]. 武 汉 : 现 代商 贸 工 业 , 2010,(17): 152 -153.
[8] 陈胜 捷 . SWOT 分析法在企 业战 略 规 划中的 应 用 实 践 [J]. 吉林： 中国管理信息化 , 2010,(22):75 -77.
[9] 杜光林． 创 新是海 尔 文化的灵魂 [J] ．呼和浩特：科学管理研究， 1999 ， 17 （ 3）： 64 － 67.
[10] 付睿臣 , 毕 克新 .制造 业 企 业 信息化内涵与建 设 模式研究 — 以海 尔 为 例 [J]. 北京 : 企 业 管理 , 2009,(6):
140 -144.
[11] 海 尔 集 团 2010 年 发 展 战 略 报 告 [R]. 上海英 赛 企 业 管理咨 询 有限公司， 2010.
[12] 苏庆华 . 重造海 尔 [J]. 北京 : 当代 经 理人 , 2010,(1): 60 -63.
[13] 吴天来 . SWOT 分析的改 进 方法及其在企 业战 略制定中的 应 用 [D]. 吉林大学 , 2007.
[14] 朱文忠 . 国 际 商 务 管理概 论 [M]. 北京 : 对 外 经济贸 易大学出版社 , 2010.
