Having become a market leader, who could it now follow? The company realised it needed to adapt and learn new competencies.
This section needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. April Learn how and when to remove this template message The origins of Haier date back long before the actual founding of the company.
In the s, a refrigerator factory was built in Qingdao to supply the Chinese market. After the establishment of the People's Republic of China, this factory was then taken over and turned into a state-owned enterprise. With China opening up to world markets, foreign corporations began searching for partnerships in China.
One of these, Germany's refrigerator company Liebherr entered into a joint-venture contract with Qingdao Refrigerator Co. Refrigerators were to be manufactured under the name of Qindao-Liebherr simplified Chinese: The installation of Liebherr's equipment and technology was accompanied by new quality management processes.
ByQingdao Refrigerator had returned to profitability and sales growth averaged 83 per cent per year. Inthe company assumed control of Qingdao Electroplating Company making microwaves and in took over Qingdao Air Conditioner Plant and Qingdao Freezer and intook over Qingdao red star electronics co.
The Qingdao government hired a young assistant city-manager, Zhang Ruiminresponsible for a number of city-owned appliance companies. Zhang was appointed the managing director of the factory in When he arrived inZhang decided that improvement was needed to the factory's quality control.
Ina customer brought a faulty refrigerator back to the factory and showed it to Zhang. Zhang and the customer then went through his entire inventory of refrigerators looking for a replacement. In the process he discovered that there was a 20 percent failure rate in his merchandise.
To emphasize the importance of product quality, Zhang had the 76 dud refrigerators lined up on the factory floor. He then distributed sledgehammers to the employees and ordered them to destroy the refrigerators.
The workers were hesitant; the cost of a refrigerator at the time was about two years' wages. Seeing their distress, Zhang said:Samsung Electronics (An HBR case) 31, views. Share; Like; Download Himadri Singha, Business Development Manager Senior Business Development Executive at Synergy Integrated Solution Pvt.
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