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代写新西兰留学生课程作业-企业文化作业enterprise culture coursework-Management perspective to re-examine the haier's eat fish theory and haier's shock enterprise's unique culture
Some 1
Haier company is a hole from 1984 1.47 million yuan, the year sale receives 3.48 million yuan, the staff is less than 800 people collective small factory started developed large multinational group company, 2003 years to achieve global turnover RMB 80.6 billion, there are 96 categories, more than 15100 varieties of products, export in more than 160 countries and regions. Haier brand value 53 billion yuan, ranked the first brand in China. According to Europe announced perspective, in white home appliance field, haier has become the world's second largest white home appliance brand, sales of the world's fourth position.
Some 2
From the early 90 s began to nearly 10 years, haier has the merger of the 18 enterprise, and out of the red. Internationally, between enterprise of m&a can be divided into three stages:
First the "big fish eat small fish". Then technology content are not a competition deciding factor, enterprise capital stock, the scale of operation determines the success or failure of the competition, the main form of m&a is big enterprise merger small businesses.
Is again "fast fish eat slow". At this moment the role of technical content is more than capital functions and be the deciding factor, who took over the commanding heights technology, who is in the competition to win the initiative. M&a trend is the capital to the technology gets close, new technology enterprises to merge traditional industries.
And then a "shark to eat shark". The "eat", have already had no a party beat the other side of the significance, but the so-called "powerful combination". This is highly centralized and capital technology rapid development, the economic globalization today, the enterprise the highest form of m&a. Boeing and Douglas cooperation is "shark to eat shark" of the typical case.
Haier is what eat "fish"? Haier people think, they ate not "fish", not "too slow fish", more is not "shark", but "shock fish". The haier group President ZhangRuiMin said: "our national conditions of China's enterprises to make m&a can't copy foreign mode. Because the reason, small fish it system of the small, slow fish it its slow, each to lean on, enjoying life, lack of enthusiasm, initiative m&a. So big fish eat small impossible, and could not eat slow fish, more can't eat shark. Live fish won't let you eat, eat dead fish you will suffer from diarrhea, so only eat 'shock fish".
thinking
How do return to become a global haier highly competitive enterprise?
What is a "shock fish," haier and rely on what to eat (activation) "shock fish"?
Why haier culture construction why to be so successful? And the vitality of haier culture and embodies in what way?
With these questions we slowly approached haier enterprise culture, understand the haier energetic enterprise culture and haier unique eat "shock fish" theory.
directory
Management under the perspective of haier enterprise culture to report a case analysis  https://www.51lunwen.org/newzealandthesis/ 
"Nine tail ant" group 1 case analysis
For haier from shaky business to become a large multinational some analysis and the ponder 4
Of haier activate the deep thinking and shock fish
1. Haier and the concept of cultural strength 6
Taking innovation as the soul of this management idea to 6
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