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Reinventing Giants : How Chinese Global Competitor Haier Has Changed the Way Big Companies Transform.
A compelling profile of an emerging Chinese competitor Chinese firms are reinventing their business models, their corporate cultures, and themselves, becoming global competitors who increasingly offer knowledge rather than cheap labour in their quest to join the ranks of the ""world's...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
Wiley,
2013.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Reinventing Giants: How Chinese Global Competitor Haier Has Changed the Way Big Companies Transform; Copyright; Contents; Foreword; 1. Moving a Company with the Times: What Makes Haier Unique?; Haier Group; Transformational Change in an Emerging Market; Strategy Is Choice and Execution; Choosing the Purpose of the Business; Choosing How to Grow; Anticipating What We Will Learn from Haier; What You Will Learn in Each Chapter; 2. The Battlefield: The Home Appliance Industry in the West and China; The Global Battlefield Emerges in the 1980s; The U.S. Market in the 1980s and 1990s.
- The Chinese MarketThe Challenge of Globalization: Key Lessons of Western Brands in China; Brand Positioning and Brand Building; Playing the Value Chain: The Choice of Distribution Channels; Achieving Customer-Centricity; Developing Local Talent and Management; Home Appliance Manufacturers' Approaches to the Chinese Market; Whirlpool; General Electric; Maytag; Electrolux; Bosch-Siemens; Japanese and Korean Brands; China's Major Home Appliance Manufacturers; The Global Major Home Appliance Industry; The Essence of Success; 3. The Story of Haier and the Evolution of Its Corporate Culture.
- The Origins of Haier's Business Model and Corporate CultureQingdao General Refrigerator Factory; Stage 1, 1984-1991: Brand Building Through Focusing on Quality and Manufacturing Excellence; A Focus on Quality and Manufacturing Excellence; The New Business Model; Mapping the Cultural Changes; Stage 2, 1991-1998: Diversification-Eating the Stunned Fish; Stage 3, 1998-2005: Business Process Reengineering and Market Chains; Matrix Structure; Market Chains; Stage 4, 2005-2012: Zero Distance to the Customer-The ZZJYT; Thirty Years of Reinventing Haier Culture.
- 4. Liberating Talent: Tapping the Entrepreneurial SpiritTheme: Haier Thinks of Itself as a Service Company; Theme: Service Is Best Achieved with Zero Distance Between Haier and Its Customers; Theme: The Entrepreneurial Energies of Its Workforce Are Haier's Best Means of Achieving Its Service Goals; Theme: Freedom Requires Control; The Market Determines Goals; Employees Compete to Reach a Goal; The Talent Funnel; Creating Competition at the Individual Leader's Level: The Catfish Mechanism; Choosing Team Leaders and Members; The People-Goal-Pay Mechanism.
- Theme: Responsiveness Can Be Facilitated by Preset ConversationsTheme: Value Creation Should Be Linked Among Customers, the Organization, and Employees; Haier Today; 5. Building a Corporate Culture for the Twenty-First Century; Joining Haier's Three-Door Module ZZJYT; The Workplace and the Atmosphere; How the Three-Door ZZJYT Was Created; Building the Three-Door ZZJYT Team; A Network of ZZJYTs; Performance Evaluation; If the Team Misses Its Target; Individual Performance Evaluation; Market ZZJYTs; A Market ZZJYT in Jiao Zhou; Performance Evaluation in Market ZZJYTs.