商品敘述：

In 2011, Haier, China''s leading appliance manufacturer, had over $20 billion in worldwide sales and had just been named the leading refrigerator manufacturer worldwide. This case describes Haier''s rise over three decades, from a defunct refrigerator factory in China''s Shandong province to an international player with $5.5 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 Middle Eastern and neighboring Asian markets. Looking ahead to the next decade, Haier CEO Zhang Ruimin saw opportunities for Haier to grow through product diversification and additional market penetration in both developed and emerging markets. He and his colleagues would depend on their experience of acquiring numerous companies, entering and retaining new markets, restructuring the organization, and managing hundreds of subsidiaries around the world. They would need to determine which of the lessons learned from Haier''s international operations should be implemented in China and which skills learned at home could best be applied abroad.

涵蓋領域：

Internationalization;Emerging markets;Globalization;Brand management;Competitive strategy;Business expansion;Product localization

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