商品敘述：

In 2005, Haier, China''s leading appliance manufacturer, had over $12 billion in worldwide sales and was the third-ranked global appliance brand behind Whirlpool and GE. Describes Haier''s rise from a defunct refrigerator factory in China''s Qingdao province to an international player with nearly $4 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into neighboring Asian markets. Facing intense competition and price wars in the domestic market, in 2005 Haier was redoubling its efforts to build a globally recognized brand. Could Haier complete with the likes of Whirlpool and GE in their home market? Could Haier successfully defend against Chinese and multinational challengers in China while building a brand overseas?

涵蓋領域：

Brand management;Business expansion;Competitive strategy;International business

相關資料：

Case Teaching Note, (5-707-459), 7p, by Tarun Khanna, Krishna G. Palepu;
Video Short, (7852), 0p, by Tarun Khanna, Krishna G. Palepu;
Video Short, (7862), 0p, by Lynn Sharp Paine, Jennifer Benqing Gui;
Spreadsheet Supplement, (XLS320), 0p, by Tarun Khanna, Ingrid Vargas, Krishna G. Palepu

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