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海尔集团创立于1984年，从开始单一生产冰箱起步，拓展到家电、通讯、IT数码产品、家居、物流、金融、房地产、生物制药等领域，成为全球领先的美好生活解决方案提供商。2014年，海尔全球营业额2007亿元，利润总额150亿元，利润增长3倍于收入增长，线上交易额548亿元，同比增长2391%。据消费市场权威调查机构欧睿国际（Euromonitor）的数据，2014年海尔品牌全球零售量份额为10.2%，连续六年蝉联全球大型家电第一品牌。

海尔致力于成为全球消费者喜爱的本土品牌，多年来一直践行本土化研发、制造和营销的海外市场战略并取得了很好的成绩。目前，海尔在全球有5大研发中心、21个工业园、66个贸易公司，用户遍布全球100多个国家和地区。

创新是海尔的企业文化基因。海尔的创新力体现在平台化企业搭建和管理模式创新上。目前海尔正从制造产品转型为制造创客的平台，青岛海尔（股票代码SH:600690）和海尔电器（股票代码HK:01169）两大平台上聚合了海量创客及创业小微，他们在开放的平台上利用海尔的生态圈资源实现创新成长，聚集了大量的用户资源。2014年海尔注册用户已经达到3685万。

以青岛海尔为主体智能家庭平台，致力于推动从产品硬件到解决方案的转型，通过智慧家庭U+生活平台、互联工厂构建并联交互平台和生态圈，提供互联网时代美好生活解决方案，最终实现用户的全流程最佳交互、交易和交付体验。以海尔电器为主体的价值交互平台，致力于实现从制造向服务的转型，打造虚实融合的用户价值交互平台，以物联网和物流服务为核心，把传统的物流配送环节转变为在给用户提供服务的过程中创造用户交互的价值，构建互联网时代用户体验引领的开放性平台。

海尔致力于搭建投资驱动平台和用户付薪平台，通过人单合一双赢模式创新让员工成为开放创新平台上的创业者，在为用户创造价值的同时实现自身的价值。在这一模式下，海尔将企业从管控型组织变成一个投资平台，员工从原来被动的命令执行者转变为平台上的自驱动创新者，而驱动员工创业的就是不断交互出的用户需求，企业与员工、合作方转为合作共赢的生态圈，原来串联的流程变成并联流程，所有各方并联在一起为市场共同创造价值。2014年海尔集团战略推进的主题颠覆为“企业平台化、员工创客化、用户个性化”：企业平台化对应企业的互联网思维，即企业无边界；员工创客化对应员工的价值体现，员工成为自主创业创新的创新者；用户个性化对应着企业的互联网宗旨，即创造用户全流程最佳体验。人单合一双赢模式因破解了互联网时代的管理难题而吸引了世界著名商学院、管理专家争相跟踪研究，并将海尔人单合一双赢模式收入案例库进行教学研究。

互联网时代的到来颠覆了传统经济的发展模式，为企业带来新的挑战和机遇。海尔将坚持网络化的发展战略，开拓创新，通过持续推进人单合一双赢模式，对内打造用户需求驱动的投资驱动创业平台，对外构筑并联的开放生态圈体系，创造互联网时代的世界级品牌。

Haier Group, founded in 1984, started from the single production of refrigerators, expanded to home appliances, communications, it digital products, home furnishings, logistics, finance, real estate, biopharmaceutical and other fields, becoming the world's leading provider of better life solutions. In 2014, Haier's global turnover was 2007 billion yuan, with a total profit of 15 billion yuan. Its profit increased by three times as much as its income. Its online trading volume was 54.8 billion yuan, up 2391% year on year. According to Euromonitor, an authoritative consumer market research organization, Haier's global retail sales share was 10.2% in 2014, ranking first in the world for six consecutive years. Haier is committed to becoming a local brand loved by global consumers. For many years, Haier has been practicing the overseas market strategy of localized R & D, manufacturing and marketing and achieved good results. At present, Haier has 5 R & D centers, 21 industrial parks and 66 trading companies around the world, with users in more than 100 countries and regions. Innovation is Haier's corporate culture gene. Haier's innovation is reflected in the establishment of platform enterprises and the innovation of management mode. At present, Haier is transforming from a platform for manufacturing products to a platform for makers. Qingdao Haier (stock code sh: 600690) and Haier electric (stock code HK: 01169) have converged a large number of makers and start-up microenterprises. They use Haier's ecosystem resources to achieve innovation and growth on an open platform and gather a large number of user resources. In 2014, Haier registered 36.85 million users. With Qingdao Haier as the main intelligent family platform, we are committed to promoting the transformation from product hardware to solutions. Through the intelligent family U + living platform and Internet factory, we build a parallel interaction platform and ecosystem to provide a better life solution in the Internet era, and ultimately achieve the best interaction, transaction and delivery experience of the whole process for users. The value interaction platform with Haier electric as the main body is dedicated to the transformation from manufacturing to service, building a user value interaction platform with the integration of virtual and real, taking the Internet of things and logistics services as the core, transforming the traditional logistics and distribution links into creating user interaction value in the process of providing services to users, and building an open platform led by user experience in the Internet era. Haier is committed to building an investment driven platform and a user pay platform. Through rendanheyi win-win model innovation, employees become entrepreneurs on the open innovation platform, creating value for users and realizing their own value. In the first mock exam, Haier transforms the enterprise from a management oriented organization to an investment platform, and the employee turns from the original passive executor to the self driving innovator on the platform. The driving force of the employee is the user demand that is constantly interacted. The enterprise and the employees and partners turn into a win-win ecosystem, and the original series process becomes a parallel process, and all parties are connected in parallel. Create value for the market together. The theme of Haier Group's strategy promotion in 2014 is "enterprise platform, employee maker and user personalization": enterprise platform corresponds to the Internet thinking of the enterprise, that is, the enterprise has no boundary; employee maker corresponds to the value embodiment of the employee, and the employee becomes the innovator of independent entrepreneurship and innovation; user personalization corresponds to the Internet purpose of the enterprise, that is, to create the best user whole process Experience. Because rendanheyi win-win model has solved the management problems in the Internet era, it has attracted world-famous business schools and management experts to follow up and research, and Haier rendanheyi win-win model revenue case base for teaching research. The advent of the Internet era has subverted the development mode of traditional economy and brought new challenges and opportunities to enterprises. Haier will adhere to the development strategy of networking, develop and innovate, build an investment driven entrepreneurship platform driven by user demand, build a parallel open ecosystem system, and create a world-class brand in the Internet era by continuously promoting the rendanheyi win-win model.

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