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Haier: Creating Customer Loyalty with Innovative Spirit
Haier group was founded in 1984. After 18 years of efforts, it has developed into a large-scale international enterprise group with high reputation at home and abroad. Products have formed 86 categories1more than 3000 product groups, and exported to more than 60 countries and regions in the world. In 2002, the global turnover reached 7 1 1 billion yuan, and the brand value reached 48.9 billion yuan. At present, Haier has established a global design network, manufacturing network, marketing and service network with international competitiveness. Haier's popularity abroad is increasing day by day: According to the latest survey results of EUROMONITOR, an authoritative global consumer market research and analysis organization, Haier Group currently ranks fifth among the global white goods manufacturers, and Haier refrigerators rank first in the global refrigerator brand market share. Haier's success lies in satisfying customers and winning their loyalty.
Create demand-race with customer demand
Haier has a popular saying that "speed creates user resources and innovation creates user value", which fully shows that Haier is always racing with customer demand.
The needs of users are constantly changing, and they are largely personalized needs. Personalized consumption promotes the constant change of demand. If you want to win the market, you must stay ahead of the customer's needs. In February, 20001year, during the annual meeting of Haier in global managers, Mike, manager of Haier trading company in the United States, suggested that the cabinets of ordinary freezers were deep and it was difficult to take things down from the first floor. He suggested that it can be changed into two parts, the upper part is still the original structure, and the lower part is changed into a drawer. Haier thinks his idea is very good. He came up with an idea in the afternoon, and Haier's technicians rushed it overnight. The next morning, the manual sample was made, and it took 17 hours before and after. Two months later, the prototype was produced and shipped to the United States. American chain stores featuring innovative products are happy to underwrite this product, and now it has a big market in the United States.
The problem of users is Haier's topic. In Europe and America, the storage requirements of wine are very strict. Haier Piaowei wine cabinet was born to solve this problem. "Piaowei" series wine cabinets are mainly used to store all kinds of famous wines with high temperature requirements. Adopt computer intelligent temperature control. According to the different wines stored, consumers can set their own temperature and keep it constant, forming good conditions for wine storage. This function makes the strict requirements of European and American professional sommeliers on wine no longer a problem.
If the enterprise is compared to the tree of life, then the soil of this tree of life is the user. If you don't understand the needs of users, it's like a tree without roots and water without sources. No matter how the designed products meet the standards, they can't meet the customer's satisfaction.
Innovative service mode-launching family-friendly star service
In the new economic era, without customer loyalty, there is no right to live online, so is every enterprise. To make customers loyal to the enterprise, the most important thing is to provide customers with services that meet their individual needs. From 1994 non-moving service, 1995 three-free service, 1996 design before installation service, 1997 five-one service, 1998 star service through train, 1999 Haier professional service network through ISO 999. Haier believes that service is also a product. Only through the continuous innovation and momentum of service products can we widen the distance with competitors, form differentiated services, enhance Haier's service image, and finally create users' feelings and realize zero distance with users.
In 2003, Haier launched a new service initiative-Haier's "full-time housekeeper 365", and 20,000 Haier home appliances "full-time housekeepers" nationwide provided all-weather door-to-door service for users 365 days a year. The specific contents of Haier's "full-time housekeeper 365" include: pre-sale door-to-door design; Consultation, shopping guide and delivery in place during the sales period; After-sale installation and debugging, telephone call back, guiding use, consulting users' opinions and feeding them back to the production and development department in time to continuously improve product design. In addition, according to the user's appointment to provide users with on-site repair, maintenance and other services. Consumers only need to call Haier's 24-hour service hotline 0532-8939999 to make an appointment for Haier's "full housekeeper" to provide consumers with one-stop service.
The launch of Haier's "Full-time Butler 365", a star-rated service that is deeply rooted in people's hearts and full of affection, will not only improve the service level of the same industry in China, but also better establish a new image of China's household appliance enterprises internationally.
Business Process Reengineering-Realizing Zero Distance with Users
How to meet market demand and how to meet customers in the market should be a system. This system includes pre-sale, in-sale, after-sale service, telephone service and closed-loop feedback of enterprises. It is impossible to meet the needs of customers if a system does not do it with all its strength. Haier concluded in practice that obtaining consumer demand information is the basis for meeting consumer demand in the first time. So we must build a platform to communicate with consumers. Haier Group began to establish an information system in the 1990s, taking the lead in setting up telephone service centers in major cities across the country, and taking the lead in opening "9999" users' telephones and establishing files for users. After the user purchases Haier products, the registration information will be 100% entered into Haier customer service management system. Once the user needs help, Haier will also retrieve the user's file. Instantly, the information can be synchronously transmitted to the relevant service outlets within 5 minutes by using the automatic dispatching system, and the service can be provided in time according to the needs of users; In addition, Haier has also established a global customer CRM website, where all group information, customer information, training materials, market information, new product information, laws and regulations can be queried in the first time. The website has also opened a BBS line, which is dedicated to discussing technology and exchanging experiences between service outlets and headquarters and between outlets. Haier has achieved zero distance in the management of service outlets; In the supply of after-sales spare parts, through the integration and upgrading of spare parts logistics management system and after-sales information system, and the microcomputer networking of spare parts warehouse of the group, the microcomputer automatic control of spare parts distribution and picking time is realized. Due to the implementation of information business process reengineering, the speed of obtaining and meeting users' needs has been greatly improved.
Constructing Service Network —— Realizing Service Industrialization
Having information does not mean that information can flow. To realize "users make a phone call and Haier does the rest", it is necessary to establish barrier-free information channels and institutions that can directly serve users, which is the service network. Haier Group has 42 industry and trade companies, 34 telephone service centers, 260 specialized departments and nearly 5,000 special service outlets in China, which can provide all-weather and all-round services for users. Haier locates service providers in three centers: information center, training center and cultural center. Information center means that every service provider is a centralized place for information, and the service outlets are responsible for radiating the information of every user in the area, and realizing information appreciation through information processing, summary and analysis; Training center refers to not only exporting qualified and satisfactory service products to users through various internal trainings, but also popularizing household appliances knowledge and common sense by setting up training schools to improve users' awareness of Haier. Cultural center means that Haier represents a symbol of high-standard service, a culture, and a commitment to users and a responsibility to society. Since 200 1, Haier has been committed to the construction of the "four modernizations" service provider team. The so-called "four modernizations" means specialization: the service level and service ability of service personnel meet the requirements of professional service personnel; Standardization: implement Haier star service standard; Socialization: service outlets are transformed into service providers, and Haier is established to join the service provider chain; Industrialization: manage service as an industry and act as an agent for other brands' services. Haier has now reached the stage of socialization and is actively striving to realize the industrialization of services. The core competitiveness of an enterprise is the ability to obtain user resources, while Haier believes that the core competitiveness of China home appliance service providers should be the ability to create user feelings and gain user loyalty.
Haier believes that satisfaction is temporary and loyalty is permanent. As long as we always take customers as the center, create customers and demands, and meet the individual needs of users with differentiated services and innovative ideas, consumers will be loyal to the enterprise, and the enterprise will certainly get more considerable returns.
Supermarket Weekly (date of publication: June 28th, 2006, No.21)
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Haier: How to Enhance Customer Brand Loyalty
When Haier is like a young man who has just passed the dream stage of 20 years old, Haier, who is confused, impulsive and confident, may need to show the innovative spirit full of courage. Haier has achieved the dream of becoming one of the top 500 companies in the past 20 years. In the next 10 years, Haier still needs to prove to the world the brand spirit of forging ahead and keeping pace with the times. In 2005, Haier's total revenue was 65.438+0039 billion yuan, and Haier Group's profits and taxes were about 3.6 billion yuan, slightly lower than the same period last year. The Ministry of Information Industry also pointed out in the Economic Operation Analysis of Top 100 Electronic Information Enterprises from June 5438+0 to June 5438+0, 2005 that Haier's "total profit has dropped significantly compared with last year".
■ How does Haier do better?
Haier group was founded in 1984, and its products have developed from a single refrigerator in 1984 to a product group with more than 96 categories including white goods, black goods and beige appliances 15 100, and exported to more than 60 countries and regions in the world. In 2003, Haier's global turnover reached 80.6 billion yuan. In 2003, Haier ranked first among the most valuable brands in China. On June 365438+1October 3 1 day, 2004, the report "100 Most Influential Brands in the World" compiled by World Brand Lab, one of the top five brand value assessment agencies in the world, announced that China Haier was the only China brand selected, ranking 95th.
However, when I visited Haier's brand influence and performance in the market, I found the following-
1, the product quality is not impeccable, and the second purchase of consumers is reduced;
2. The prices of some products are high, and rational consumers are more likely to make rational choices;
3. Haier's consistently effective "concept marketing" and "national brand" are increasingly difficult to arouse customers' appetite;
4. Under the same conditions, the price of accessories of Haier products is higher than other brands in after-sales service.
■ How to deal with brand aesthetic fatigue?
There is no doubt that Haier is a brand forging master in China and even the world. Haier's brand glory today lies not only in the continuous innovation of products and technologies, but also in Haier's rare proficiency in the use of channels. What can't be ignored is the brand building project of Zhang Ruimin, the head of Haier.
However, when the China market has been concerned by global brands and strategically positioned, the competition in the domestic market has evolved into an international intensity, even more exciting than that in Japanese and European markets. In the new competitive situation, Haier's strategy of conceptual marketing, national brand, after-sales service and holding high and fighting high is no longer applicable. Customers begin to feel aesthetic fatigue towards Haier brand, which is the biggest challenge Haier faces besides technological innovation and product innovation.
Therefore, when Haier encounters growing pains, we should look for the reasons why customers are alienated from us from the consistent customer feedback and brand impression of the enterprise. This is determined by the value orientation of any enterprise customer.
■ New measures-the mainstream channel to enter the mainstream market
On the morning of April 10, US time, Mr. david stern, President of American Professional Basketball Association (NBA), and Wu, Vice Chairman of Haier Group's Board of Directors presided over the signing ceremony of "NBA Haier Global Strategic Cooperation Agreement" in Haier Industrial Park, USA, which marked that Haier became the first global home appliance brand to sponsor NBA.
In China, Haier's brand strategy of signing an NBA contract was highly praised. Wu Yi, Vice Premier of the State Council, China, said: Haier's signing the NBA is a very smart thing and a win-win cooperation. Through the platform of NBA, Haier can generally enter the American market, and can also help the NBA enter the China market. Haier is a very successful example of the internationalization of enterprises in China. I hope Haier is as famous as Yao Ming in the white goods industry in the United States.
As a global sports event, NBA is no less than the world's top sports events such as Premier League, Italian First Division and even World Cup. Therefore, in this sense, Haier can rank among the top sports titles and sponsors in the world, which is a return to its own brand positioning!
Haier's new brand initiative is not only a positive answer to whether Haier still needs a brand, but also a wise move to re-establish its own brand image and enter the mainstream society and channels in the United States. In the world, Haier should always be inseparable from the attention and investment in world hotspots.
■ What will Haier brand look like in the next decade?
For Haier's brand strategy in the next decade, we can only make some speculations or general suggestions:
1. Based on the success of after-sales service in the past, Haier always needs to think about the differentiated value that Haier can create for customers.
2. In today's globalization, Haier is inseparable from internationalization, and Haier's brand strategy is literally Haier's internationalization strategy; In contrast, Lenovo's top management has become a United Nations-style multinational force, and Haier's decision-making level is still very lagging behind in introducing external brains.
3. The internationalization of Haier brand should be a process in which Haier brand is gradually combined with major international events, such as Europa League, Olympic Games, NBA, World Cup, track and field championships, Formula F 1 racing and other top international conferences. Paying attention to international events and spreading international brands is Haier's main theme;
At present, the mainstream consumers in the market are post-70s and 80s, and their historical brands have been relatively weak. Therefore, it is difficult to simply highlight Haier's national brand. What Haier needs to think about is how to closely focus on the market and build a vibrant and innovative home appliance brand in the new era.
5. The problem of image endorsement is inevitable. In China, TCL hired Ronaldinho, Changhong, Xu, Midea, Konka and Hisense as its brand spokespersons, but Haier stuck to its original brand image. Perhaps more consumers want to see a more fashionable, more beautiful and younger beauty. Why doesn't Haier satisfy the public's taste?
When Haier is like a young man who has just passed the dream stage of 20 years old, Haier, who is confused, impulsive and confident, may need to show the innovative spirit full of courage. Haier has achieved the dream of becoming one of the top 500 companies in the past 20 years. In the next 10 years, Haier still needs to prove the brand spirit of keeping pace with the times to the world. (Li Yuguo)
Section 2.6 of Haier's corporate strategy is about "brand loyalty", but the content may not be much.
Author: Jian Sun politician [translator profile]
Press: Enterprise Management Press
ISBN: 780 1476409
Shelf life: July 7, 2004
Publication date: February 2002
Page number: 32
Page number: 322
Version: 1- 1
Category: Economic Management > Superbestseller > Biography/History >; enterprise