Dynamics of Strategy - Haier Case Study
Dynamics of Strategy
Assignment
Author [ID: XXXXX]
June 2013
Word count: 3294
Table of contents 1. Summary 3 2. Haier's strategy analysis (Part A) 4 2.1 Haier's strategy overview 4 2.2 Macroenvironment analysis 5 2.3 Industry analysis 6 2.3.1 Key points of the industry analysis 8 2.4 Industry key success factors (KSFs) 9 2.5 Internal analysis 10 2.6 Points on KSFs and internal analysis 14 2.7 Dynamic context 14 2.8 Purpose and stakeholders perspective 15 3. Recommendations (Part B) 17 4. Appendices 20 5. References 23 6. Assignment instructions 25
Summary
This report provides an in-depth analysis of the strategic steps taken in Haier India using the B835 module frameworks.
The analysis covers scanning the external environment, industry analysis, identifying Industry key success factors, internal analysis, the effects of the "pressures", and examining from organisational purpose and stakeholders perspectives.
Following the analysis, numerous conclusions are drawn applying module concepts with the data available both from the case study and some from additional research. Finally recommendations are presented for Haier's future strategy after highlighting the strategic issues from the analysis, applying further module concepts around corporate and competitive strategies.
Haier's strategy analysis (Part A)
Haier's strategy overview
Haier's strategies implemented since 2004 are outlined following analysis of information provided in the case study.
Strategies during the leadership of T. K. Banerjee, India operations president, during period: Jan 2004 - Aug 2009: 1. Localisation strategy comparable to other Haier markets. Aim is for Haier to become the top-three home appliance brand in India (evidence: Appendix A) 2. Get into high-end markets (US & Europe) first to spot problems quickly (evidence: Appendix B) 3. Implement localisation (“three-in-One”) strategy (internationalisation)
Assignment
Author [ID: XXXXX]
June 2013
Word count: 3294
Table of contents 1. Summary 3 2. Haier's strategy analysis (Part A) 4 2.1 Haier's strategy overview 4 2.2 Macroenvironment analysis 5 2.3 Industry analysis 6 2.3.1 Key points of the industry analysis 8 2.4 Industry key success factors (KSFs) 9 2.5 Internal analysis 10 2.6 Points on KSFs and internal analysis 14 2.7 Dynamic context 14 2.8 Purpose and stakeholders perspective 15 3. Recommendations (Part B) 17 4. Appendices 20 5. References 23 6. Assignment instructions 25
Summary
This report provides an in-depth analysis of the strategic steps taken in Haier India using the B835 module frameworks.
The analysis covers scanning the external environment, industry analysis, identifying Industry key success factors, internal analysis, the effects of the "pressures", and examining from organisational purpose and stakeholders perspectives.
Following the analysis, numerous conclusions are drawn applying module concepts with the data available both from the case study and some from additional research. Finally recommendations are presented for Haier's future strategy after highlighting the strategic issues from the analysis, applying further module concepts around corporate and competitive strategies.
Haier's strategy analysis (Part A)
Haier's strategy overview
Haier's strategies implemented since 2004 are outlined following analysis of information provided in the case study.
Strategies during the leadership of T. K. Banerjee, India operations president, during period: Jan 2004 - Aug 2009: 1. Localisation strategy comparable to other Haier markets. Aim is for Haier to become the top-three home appliance brand in India (evidence: Appendix A) 2. Get into high-end markets (US & Europe) first to spot problems quickly (evidence: Appendix B) 3. Implement localisation (“three-in-One”) strategy (internationalisation)
References: III. Haier Appliances (India) Ltd, company review, http://jobbuzz.timesjobs.com/company/Haier-Appliances-%28India%29-Pvt-Ltd-/company-review&txtCompId=519&currreqtb=interview (Accessed 09 June 2013). IV. Haier ownership structure, http://en.wikipedia.org/wiki/Haier#Ownership_structure (Accessed 22 June 2013). V. Investopedia (2013), http://www.investopedia.com/markets/stocks/hrelf/ (Accessed 27 May 2013). VI. The Open University Business School, “Unit 2.2: Exploring the macroenvironment ", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190804&section=1.1 (Accessed 27 May 2013). VII VIII. The Open University Business School, “3.1: Introduction to Unit 3", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190809&section=2.1 (Accessed 02 June 2013). IX X. The Open University Business School, “4.4: Stakeholder analysis ", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190818 (Accessed 01 June 2013). XI. The Open University Business School, “5.3: Corporate strategy", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190823 (Accessed 21 June 2013). XII. The Open University Business School, “5.4: Competitive strategy", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190824 (Accessed 22 June 2013). XIII. The Open University Business School, “5.5: Testing and evaluating strategic choices", https://learn2.open.ac.uk/mod/oucontent/view.php?id=190825&section=2 (Accessed 01 June 2013). XIV. The Open University (2012) E807 Study Guide [Figure], Available at http://learn2.open.ac.uk/mod/oucontent/view.php?id=64592&section=11.2 (Accessed 30 August 2012). XV. The Open University Business School (2011), “B835 The dynamics of strategy Selected readings”, p69 - 87 XVI XVII. Wikipedia, http://en.wikipedia.org/wiki/PC_World_%28retailer%29 (Accessed 01 June 2013).