Product Economy
1984-1991
Brand Building Strategy
Haier focused on quality-led brand building in its early years, laying the foundation for long-term trust and recognition in the home appliance market.
1991-1998
Group Introduction
Founded in 1984, Haier Group is a leading global provider of better life and digital transformation solutions. Based on the purpose of "More Creation, More Possibilities", we are committed to co-create infinite possibilities for a better life with users, and to co-create infinite possibilities for industrial development with the ecological partners.
Being an iconic company in the real economy, we've always been user centered, adhered to original technology and built a landscape of three pillars, Smart Living, Comprehensive Health and Industrial Internet. We have built 10 R&D centers, 71 research institutes, 35 industrial parks, 143 manufacturing centers and a sales network of 230,000 nodes around the world. We are the world's only IoT Ecosystem Brand that has been ranked in the Kantar BrandZ Top 100 Most Valuable Global Brands for six consecutive years. Additionally, we have ranked among the Top 10 in the Google & Kantar BrandZ Chinese Global Brand Builders for eight consecutive years, held the No.1 position in Euromonitor's Global Major Appliances Brand for 15 consecutive years, and have been selected as one of The World's 500 Most Influential Brands by the World Brand Lab for twenty consecutive years.
We have six listed companies, and our subsidiary Haier Smart Home is named among the Fortune's Global 500 and World's Most Admired Companies. We have several global premium brands, including Haier, Casarte, Leader, GE Appliances, Fisher & Paykel, AQUA and Candy, and have the world's first smart home Scenario Brand, SAN YI NIAO. We have built the world-leading industrial Internet platform COSMOPlat and the comprehensive health industry ecosystem Incaier.
We believe: More collaboration will happen when more boundaries are broken, and more valuable relationships are established. Only then will the future of the world be filled with infinite wonderful possibilities.
Haier Strategist
The No. 1 Ecological Brand In The Era Of Internet Of Things
1984-1991
Brand Building Strategy
With the rise of new economic models like the community and sharing economy in the Internet of Things era, Haier Group has introduced its ecological branding strategy. Through its "Integrating Order and Personnel" model, Haier has successfully launched global platforms like Haier U+, COSMOPlat, and Shunguang, bringing the full-scenario "Life X.0" concept to reality.
The Haier U+ Smart Life Platform connects global resources across food, clothing, living, and entertainment, delivering seamless and intelligent smart home experiences that align with users' vision of an ideal lifestyle.
COSMOPlat, Haier's industrial Internet platform, enables user participation in product design and manufacturing, allowing individuals to create customized smart solutions. Backed by a strong ecosystem, Haier has connected millions of users, with over 210 million smart products sold and 28 million active online users. With significant growth in its ecosystem and revenue, Haier continues to strengthen its position as a leading IoT ecological brand and aims to further evolve its "Integrating Order and Personnel" model on a global scale.
The Haier U+ Smart Life Platform connects global resources across food, clothing, living, and entertainment, delivering seamless and intelligent smart home experiences that align with users' vision of an ideal lifestyle.
Development History of Haier
Since its founding in 1984, Haier has adhered to the unique win-win management model of "Integrating Order and Personnel" during each of its disruptive innovations and radical changes, releasing the vigor and creativity of people in a real sense. Committed to self-renewal, Haier has gone through stages of brand building strategy, diversification strategy, internationalization strategy, global branding strategy and networking strategy. In the era of the Internet of Things, Haier continues to be a front runner in the industry by creating lifestyle-based ecological brands with its "smart home" approach.
Scale Expansion
Diversification Strategy
Haier expanded from a single product line into a broader appliance portfolio, strengthening operations and entering new categories to serve evolving consumer needs.
Global Reach
1998-2005
Internationalization Strategy
With a clear global ambition, Haier entered overseas markets and built an international presence through localized products, manufacturing, and brand development.
Worldwide Leadership
2005-2012
Global Branding Strategy
Haier moved from market entry to stronger global brand leadership, integrating innovation, design, and user-centric thinking across regions and product lines.
Smart Ecosystem
2012-Till Now
Networking Strategy
In the IoT era, Haier has evolved into an ecosystem brand, connecting smart living scenarios, digital platforms, and global resources to create seamless user experiences.
The Stage of Brand Building Strategy
In 1985, during the early phase of reform and opening up, there was a huge demand for refrigerators, but most manufacturers focused on quantity over quality. Haier stood out by setting a goal of delivering "zero defect" products. Its founder, Mr. Zhang Ruimin, famously "smashed defective refrigerators," an event that gained widespread attention and was later portrayed in The CEO.
A few years later, despite industry overcapacity, Haier products remained highly preferred even at higher prices. Within four years, Haier won the National Quality Award and was recognized among China's Top Ten Well-known Trademarks. This approach redefined quality standards, improved internal processes, and established Haier as one of the first premium refrigerator brands in China.
The Stage of Diversification Strategy
At the end of the 1990s, after China's entry into WTO, many Chinese enterprises were hindered from expanding their markets overseas and turned to OEM. Zhang Ruimin, the founder of Haier, put forward the idea of "creating a brand by exporting", "first difficult, then easy". Haier started overseas business development, invested in the construction of factories, and took the lead in the developed countries to create its own famous brand.
Haier's diversification was driven not by capital or technology alone, but by its strong culture and management philosophy. By leveraging intangible assets to revive tangible ones, it created a unique transformation model—recognized globally as a classic case study in the Harvard case library.
The Stage of Internationalization Strategy
At the end of the 1990s, after China's entry into WTO, many Chinese enterprises were hindered from expanding their markets overseas and turned to OEM. Zhang Ruimin, the founder of Haier, put forward the idea of "creating a brand by exporting", "first difficult, then easy". Haier started overseas business development, invested in the construction of factories, and took the lead in the developed countries to create its own famous brand.
In 1999, Haier set up its first overseas industrial park in the United States. The establishment of American factories laid the foundation for Haier's stable foothold in the United States market. The local government of the United States named a "Haier Road", the only road in the United States named after a Chinese brand. Since then, Haier has gained international fame with its high quality products and become the leader of Chinese brands on the world stage.
The Stage of Global Branding Strategy
Since 2005, Haier has entered the stage of global branding strategy and adhered to the development philosophy of "localized design, localized manufacturing and localized marketing". In 2012, Haier acquired Sanyo Electric's multiple businesses including washing machines and refrigerators in Japan and Southeast Asia. After that, Haier successfully acquired New Zealand's high-end home appliance brand Fisher & Paykel.
On January 15, 2016, Haier and GE strategically collaborated to integrate GE's home appliance business, forming a new alliance model for large companies. The Wall Street Journal described Haier as creating a "Chinese surprise". By 2018, Haier had established 10 R&D bases, 24 industrial parks, 108 manufacturing centers, 66 marketing centers and 143,330 distribution networks around the world, making Haier the world's number one home appliance brand.
The Stage of Networking Strategy
In the era of the Internet of Things, Haier has evolved beyond a traditional appliance company into a global ecosystem brand. Through the SAN YI NIAO smart home scenario brand and the COSMOPlat industrial internet platform, Haier connects smart living, digital manufacturing, and global user ecosystems.
Haier's IoT strategy focuses on creating personalized, scenario-based smart home experiences. With over 210 million smart products and 28 million active connected users, Haier continues to lead the industry's transformation into intelligent living solutions.
Brand Array of Haier Group
Led by CEO and Board Chairman Zhang Ruimin, Haier enters Networking Strategy Stage in 2013. Lashed by the impact of the Internet traditional economic models are undertaking dramatic changes. Priority of Haier in the future is producing products to meet the personalized demands of the consumers. Since 1984 when all the pioneering started Haier Group has gone through four strategic stages, namely the Brand Building, Diversification, Internationalization and Global Brand stages. And in December 2012 Haier Group announced entrance into the fifth development stage: Networking Strategy Stage.
Haier is a global leader in home appliances and smart living solutions, known for its commitment to user-centric innovation, quality, and technology that improves everyday life.
Casarte, an international premium home appliance brand of Haier Group that draws inspirations from Italian elegance, has artistic home appliance and integrated kitchenware as its core product lines.
GE Appliances, acquired by Haier in 2016, is a trusted American brand delivering a wide range of innovative home appliances built on decades of engineering heritage.
Fisher & Paykel, a premium New Zealand brand, crafts thoughtful home appliances designed with care for detail, innovation, and the people who use them.
The word AQUA originated in Italian, meaning 'water'. AQUA was born in Shiga beside Lake Biwa — Japan's largest freshwater lake — bringing refined simplicity to everyday appliances.
Candy, a professional electrical appliance manufacturer founded in Italy in 1945, has maintained its leading technological superiority since its foundation.
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