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海尔海尔集团创立于1984年，19年来持续稳定发展，已成为在海内外享有较高美誉的大型国际化企业集团。
产品从1984年的单一冰箱发展到拥有白色家电、黑色家电、米色家电在内的86大门类13000多个规格的产品群，并出口到世界160多个国家和地区。
2004年，实现全球营业额1000亿元，实现海外营业额30亿美元。
2004年，海尔跃入世界五百强行列。
海尔集团坚持全面实施国际化战略，已建立起一个具有国际竞争力的全球设计网络、制造网络、营销与服务网络。
现有设计中心18个，工业园10个,海外工厂13个,营销网点58800个。
在国内市场，海尔冰箱、冷柜、空调、洗衣机四大主导产品的市场份额均达到30%左右；在海外市场，海尔产品已进入欧洲15家大连锁店的12家、美国10家大连锁店的9家。
在美国、欧洲初步实现了设计、生产、销售“三位一体”的本土化目标。
海外十三个工厂全线运营。
HMS（Haier Market Severs）北京中心成立于2000年。
属海尔集团商流推进本部北京分公司，地处亦庄经济技术开发区，占地1万多平米，销售网络辐射北京、张家口、承德等地区，年销售额达18亿元，现销售、物流、售后三位一体。
公司成立以来一直以“敬业报国、追求卓越”为精神，按照集团速度、创新、SBU的发展主题，为所有员工搭建了良好的创新平台，并为客户提供了CRM客户服务系统，以让员工增值、让客户赚钱、让用户满意为市场创新目标,达到企业与公司双赢。
北京海尔工贸————北京海尔呼叫中心三年规划全面整合海尔呼叫中心“变形记”从分散在全国的36个分中心，到互联互通的5大中心; 从简单的电话咨询服务，到先进的客户关怀联络中心和价值创造中心，海尔的呼叫中心体系正经历一次化蛹成蝶的大“变身”。
三年规划全面整合作为国内家电业最早的呼叫中心，海尔的呼叫中心是在1997年4月建立的，当时分散在全国36个城市。
从2008年开始，海尔进行了呼叫中心的大整合，到2009年整合成为全国5大中心、1100个坐席，由青岛总部统管北京、青岛、武汉、重庆、广州5个中心。
一、海尔集团简介1、发展历程1984年10月23日，青岛电冰箱总厂和德国利勃海尔公司签约引进当时亚洲第一条四星级电冰箱生产线,标志着海尔的创立。
1991年合并了青岛电冰柜总厂和青岛空调器总厂，于12月20日成立海尔集团. 1998年，美国《家电》周刊对海尔的高度评价是：发展速度在世界家电业位居第一。
海尔在做大的同时，实现了做强。
2005年12月25日，海尔集团首席执行官张瑞敏宣布启动新的发展战略，海尔进入了全球化品牌战略阶段。
27年来，海尔坚持创业和创新精神创世界名牌，已经从一家濒临倒闭的集体小厂发展成为一个全球化集团公司。
海尔集团是世界第四大白色家电制造商、中国最具价值品牌。
(白色家电指可以替代人们家务劳动的电器产品，主要包括洗衣机、部分厨房电器和改善生活环境提高物质生活水平的空调器、电冰箱等。
早期这些家电大多是白色的外观，因此得名。
目前中国大陆是世界上最大的白色家电生产基地。
) 2、竞争优势海尔要创造互联网时代的世界名牌。
互联网时代世界名牌的特点是能快速满足用户的个性化需求，企业需要大规模定制而非大规模制造。
海尔抓住互联网的机遇解决这一挑战，创造出差异化的、可持续的竞争优势。
一、引领潮流的研发优势——海尔累计申请专利1万多项，居中国家电企业榜首二、零距离下的虚实网融合——“虚网”指互联网，通过网络社区形成用户黏度；“实网”指营销网、物流网、服务网，第一时间送达用户满意。
因此许多世界名牌将他们在中国的销售全部或部分委托给海尔；海尔也通过他们在国外的渠道销售海尔产品，形成了资源互换，加快了海尔进军世界市场的步伐。
三、零库存下的“即需即供”——改变传统企业以产品为中心的发展模式，实施以用户为中心的即需即供大规模定制，实现了“零库存”和“零应收”。
在流动资金零贷款的基础上，海尔CCC（现金周转天数）达到负的10天。
3、海尔的核心价值观是：一、是非观——以用户为是，以自己为非。
（是海尔创造用户的动力。
Haier GroupHaier is the world’s 4th largest whitegoods manufacturer and one of China’s Top 100 IT Companies. Haier has 240 subsidiary companies and 30 design centers, plants and trade companies and more than 50,000 employees throughout the world. Haier specializes in technology research, manufacture industry, trading and financial services. Haier 2006 global revenue wasRMB107.5 billion.Guided by the business philosophy of CEO Zhang Ruimin, Haier has experienced the development stages, noted as Brand Building, Diversification and Globalization. At the 21st anniversary of the founding of Haier Group on December 26, 2005, Haier announced its 4th strategic development stage of global brand building. In 1993, Haier brand was officially recognized as a famous brand. In 2006, Haier brand was valued at RMB74.9 billion. Since 2002, Haier has consecutively been ranked first in the row of China’s most valuable brands for manufacture of 18 products, including refrigerators, air conditioners, washing machines, televisions, water heaters, personal computers, mobile phones and kitchen appliances. Haier was ranked first of China’s Top 10 Global Brands by China State Bureau of Quality and Technical Supervision (CSBTS) for refrigerators and washing machines. On August 30, 2005, Haier was ranked 1st of China’s Top 10 Global Brands by the Financial Times.Haier has been widely recognized as a leader of 9 products in terms of domestic market shares and the 3rd player of 3 products in the world market and world-class company in the fields of home integration, network appliances, digital and large scale integrated circuits and new materials. Haier has long attached significance to innovation in satisfying the demands of worldwide consumers and realizing win-win performance between Haier and clients. Haier has currently obtained more than 7,000patented technology certificates (1234 for Haier inventions) and 589 software intellectual property rights. Haier has hosted and taken part in modification of about 100 technological standards. Haier technology of safe care water heaters and dual drive washing machines has been proposed to the IEC Criteria.Haier’s “OEC”, “Market-chain” and “Individual-goal combination” management performances have been recognized worldwide. Haier’s experien ces have also been introduced into case studies of business mergers, and to financial management and corporate cultures of many foreign educational institutes, including Harvard University, University of Southern California, Lausanne Management College, the European Business College and Kobe University. Haier’s Market-Chain Management practice has also been recommended tothe EU for Case Studies and “Individual-goal combination” management concept has been recognized by worldwide management researchers as an feasible solution of commercial over stocks and accounts overdue.Facing the fierce global market competition, Haier launches the Global Brand Building Strategy and updates spirit “Create resources, worldwide prestige” and work style “Individual-goal co mbination, swift action and success” with an aim to gain global recognition and sustainable development.Unmatched Home Appliance Product OfferingsHaier’s product categories range from refrigerators, refrigerating cabinets, air conditioners, washing machines, televisions, mobile phones, home theatre systems, computers, water heaters, DVD players and integrated furniture, among which 9 are ranked market leaders in China, and 3 are ranked among the top 3 worldwide in their respective industries. Haier is also a world leader in the technology domains of intelligent integrated home furniture, networked home appliances, digitalization and large scale integrated circuits.By April 2006, the Haier Group has obtained 6,189 patented technology certificates and 589 software intellectual property rights. Haier’s proposal for safe care water heater technology initiative was accepted at the 66th IEC Conference in 2002 and Haier dual drive washing machine technology was included in the 2006 IEC standard proposal. This c learly demonstrates Haier’s world-class innovation capabilities in product R&D.Global Branding StrategyHaier’s global branding strategy aims at positioning the company as a local brand in different world markets in conjunction with enhanced productcomp etitiveness and strong corporate operations. Haier’s international business framework encompasses a global network of design, procurement, production, distribution and after-sale services. Today, Haier has established 15 industrial complexes, 30 overseas production factories and bases, 8 design centers and over 58,000 sales agents worldwide.In China, Haier’s 4 leading product categories - refrigerators, refrigerating cabinets, air conditioners and washing machines - have over 30% market share. In overseas markets, Haier products are available in 12 of the top 15 chain stores in Europe and 10 leading chain stores in the USA. Haier is now approaching its goal of being “local” in American and European markets via localized design, manufacturing and sales processes. In addition, Haier has set up production facilities and plants in the USA, Italy, Pakistan, Jordan and Nigeria.Haier’s innovative management principles, such as Haier’s OEC management model, “market-chain” management and “individual goal combination” – a system of assigning incentives-based responsibility to staff to ensure the quality of products delivered to their customers – have gained high recognition among international management institutes. Haier business case studies are included in the text books of Harvard University, University of Southern California, Lausanne Management College, European Business College and Kobe University.ServicesWith the concept of “customers as the foundation of growth”, Haier provides a one-stop star service to its customers. In a joint survey conducted by the China Consumer Association and the China Enterprise Research Centre of Tsinghua University on China’s domestic durable commodities for 2003 and 2004, 8 of Haier’s product categories were ranked No. 1 for customer satisfaction and overall satisfaction.In addition to high quality home appliances, Haier is also focused on offering best-of-breed service solutions to its customers. Haier’s service system runs throughout the production process from product design, production, manufacturing, to pre-sale, under sales and after sales service. Since 2002, Haier has successfully established a network of over 5,000 domestic professional service suppliers to deliver timely customized service.PartnersHaier has established an extensive sales network around the globe. Key partners in perspective markets include:China: Strategic alliance with Suning and Gome chain storesAmerica:Cooperation with TOP 10 retailers, e.g. SEARS, Lowe's, HOME DEPOT, Best Buy, PC-Richard, Wal-Mart, Sam's, Costco, BrandsMart and TargetJapan: Cooperation with TOP 10 retailers, e.g. YAMADA, KOJIMA and JUSCOEurope: Cooperation with KESA, Media Market and Carrefour参考资料：/abouthaier/corporateprofile/index.asp。
公司简介•海尔集团创立于1984年，创业26年来，坚持创业和创新精神创世界名牌，已经从一家濒临倒闭的集体小厂发展成为全球拥有7万多名员工、2010年营业额1357亿元的全球化集团公司。
“海尔”已跃升为全球白色家电第一品牌，并被美国《新闻周刊》（Newsweek）网站评为全球十大创新公司。
CEO简介张瑞敏男汉族1949年1月5日出生，山东省莱州市人，高级经济师。
1995年获中国科技大学工商管理硕士学位，现任海尔集团董事局主席兼首席执行官。
1984年，张瑞敏由青岛市原家电公司副经理出任青岛电冰箱总厂厂长。
他确立了“名牌战略”，带领员工抓住机遇，加快发展，创造了从小到大、从弱到强、从中国到国际的发展奇迹。
25年来，海尔集团已由一个亏空147万元的集体小厂，发展成为2008年全球营业额1190亿元的中国家电第一品牌，并在全世界获得越来越高的美誉度。
2008年3月，海尔第二次入选英国《金融时报》评选的“中国十大世界级品牌”。
一、名牌战略阶段（1984年—1991年）特征：只干冰箱一个产品，探索并积累了企业管理的经验，为今后的发展奠定了坚实的基础，总结出一套可移植的管理模式。
二、多元化战略阶段（1992年—1998年）特征：从一个产品向多个产品发展（ 1984 年只有冰箱， 1998 年时已有几十种产品），从白色家电进入黑色家电领域，以“吃休克鱼”的方式进行资本运营，以无形资产盘活有形资产，在最短的时间里以最低的成本把规模做大，把企业做强。
三、国际化战略阶段（1998年—2005年）特征：产品批量销往全球主要经济区域市场，有自己的海外经销商网络与售后服务网络， Haier 品牌已经有了一定知名度、信誉度与美誉度四、全球化品牌战略阶段（2006年—）特征：为了适应全球经济一体化的形势，运作全球范围的品牌，从2006年开始，海尔集团继名牌战略、多元化战略、国际化战略阶段之后，进入第四个发展战略创新阶段：全球化品牌战略阶段。
