In 2011, Haier, a leading manufacturer of the device in China was more than $ 20 billion in worldwide sales, and has just been named the leading manufacturer of refrigerators worldwide. This case describes the growth of Haier for more than three decades, from the defunct refrigerator factory in Shandong province of China in international player with $ 5.5 billion in foreign sales. Haier followed unconventional strategy to expand output in the developed markets of Europe and the U.S. as a niche player before venturing in the Middle East and neighboring Asian markets. Looking ahead to the next decade, CEO Zhang Ruimin Haier saw an opportunity for Haier to grow through product diversification and additional market penetration in both developed and emerging markets. He and his colleagues will depend on their experience in the acquisition of several companies that make and store new markets, restructuring the organization and management of hundreds of subsidiaries around the world. They must determine which of the lessons learned from international operations Haier to be implemented in China, and the skills learned at home can best be applied abroad. "Hide
by Tarun Khanna, Krishna G. Palepu, Philip Andrews Source: Harvard Business School 23 pages. Publication Date: August 21, 2011. Prod. #: 712408-PDF-ENG
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