Case study: Haier
Over the past 30 years, the Haier Group, Chinaâ€™s leading appliance manufacturer, rose from the ashes of an obsolete Shangdong factory to become the worldâ€™s leading major appliances brand in 2012 With 2012 earnings reaching $258 billion, Haier was unique among emerging market firms: Instead of relying just on exports based on low production cost, it established overseas factories integrating â€œlocalized R&D, localized manufacturing and localized marketingâ€ to continuously create demand in overseas customers, thus establishing Haierâ€™s international brand name CEO Zhang Ruimin has set Haierâ€™s sights on additional market penetration in both developed and emerging markets, but must address intensifying competition at home as well
Researching Haierâ€™s global operations and strategic ventures over the past several years, answer the following:
1 Characterize Haier and its industry
2 Discuss Haierâ€™s entry timing, location selection, and modes of entry in light of the moduleâ€™s concepts and vocabulary
3 Was Haier able to leverage differences between its home and foreign institutional environments?
4 What are the strategic imperatives for action for Haier to successfully balance its international expansion with its need to deepen its home country competitiveness?
Haier 2012 Annual Report and company website
Commentary may include Reuters, WSJ, Financial Times, or industry-related publications
Short paper Guideline: double spaced, 12-point Times New Roman font, one-inch margins, and APA-format citations Page length requirements: 4â€“6 pages