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创立于1984年，全球知名的整套家电解决方案提供商，致力于转型为真正的互联网企业，以生产冰箱起步的家用电器企业集团

海尔集团创立于1984年，是全球大型家电品牌，目前已从传统家电产品制造企业转型为开放的创业平台。在互联网时代，海尔致力于转型为真正的互联网企业，打造以社群经济为中心，以用户价值交互为基础、以诚信为核心竞争力的后电商时代共创共赢生态圈。

面对体验经济、共享经济兴起的时代大趋势，海尔以“诚信生态 共享平台”“人单合一 小微引爆”作为新时代的海尔精神与作风，在战略、组织、制造三大方面进行了颠覆性探索，打造出一个动态循环体系。在战略上，建立以用户为中心的共创共赢生态圈，实现生态圈中各攸关方的共赢增值;在组织上，变传统的封闭科层体系为网络化节点组织，开放整合全球资源;在制造上，探索以互联工厂取代传统物理工厂，从大规模制造转为规模化定制。海尔的商业模式主线一直是“人的价值第一”，在转型过程中，员工从雇佣者、执行者转变为创业者、动态合伙人。

从转型产生的社会价值看，截至2017年8月，在海尔共享式创业平台上聚集了2246个创业项目，平台上有4316家创业创新孵化资源，1333 家风险投资机构，118家孵化器空间， 120 亿创投基金，15个创业创新孵化基地，为创客提供了丰富的创业资源。海尔平台上有200多个创业小微、3800多个节点小微和122万微店正在努力实践着资本和人力的社会化，已有超过100小微个年营收过亿元，有52个小微引入风投，18个小微估值过亿。由于海尔在模式转型过程中坚持去中心化、去中介化、去“隔热墙”，海尔的在册员工比高峰时减少了45%，但海尔平台为全社会提供的就业机会超过160万。

从产业创新的层面看，海尔聚焦五大平台的创新：白电转型平台、投资孵化平台、金融控股平台、地产产业平台和文化产业平台。

白电转型平台：聚焦电器到网器到网站的转型，通过社群平台、互联工厂、智慧生活平台等，以超前迭代为支点，成为物联网时代智慧家庭的引领者。

投资孵化平台：聚焦打造用户生态圈和平台诚信品牌，通过建立社群交互生态圈，实现在场景商务平台的物联网模式引领。

金融控股平台：聚焦社群经济，以“金管家”和“产业投行”为切入点，通过链接、重构、共创、共享，打造产业金融共创共赢生态圈，实现“产业金融平台”在互联网金融的引领。

地产产业平台：探索智慧社区生活服务的物联网模式引领。

文化产业平台：探索互联网时代“内容+社群+电商”价值交互模式的引领。

五大平台为创客提供包括制造体系、物流体系、创投孵化体系、人力资本体系等一系列创业资源，让创客在开放的平台上利用海尔的生态圈资源实现创新成长。

通过对物联网时代商业模式的探索，海尔集团实现了稳步增长。

海尔的转型是基于对“人单合一”模式的探索而展开的，从2005年9月20日提出“人单合一”，这个模式已迭代升级为“人单合一2.0——共创共赢生态圈”模式。“人”从员工升级为攸关各方，“单”从用户价值升级为用户资源，最终目的是实现共创共赢生态圈的多方共赢增值。

现在，海尔在全球布局了十多个主流品牌：海尔、卡萨帝、日日顺、GEA、AQUA、斐雪派克、统帅、DCS、MONOGRAM等，每个品牌都有自己的市场定位，从不同领域持续满足用户的体验。2017年是海尔人单合一模式在全球生根、开花、结果的元年，海尔将通过“沙拉式”的多元文化融合体系持续推进人单合一模式的国际化。

Founded in 1984, Haier Group, a well-known global appliance solution provider, is committed to transforming itself into a real Internet enterprise. Haier Group, a household appliance enterprise group that started with the production of refrigerators, was founded in 1984. It is a global large-scale appliance brand. At present, it has transformed from a traditional appliance manufacturer into an open business platform. In the Internet era, Haier is committed to transforming itself into a real Internet enterprise, building a post e-commerce era with social economy as the center, user value interaction as the basis and integrity as the core competitiveness to create a win-win ecosystem. In the face of the general trend of experience economy and sharing economy, Haier takes "integrity ecological sharing platform" and "rendanheyi microenterprise explosion" as the spirit and style of Haier in the new era, and has carried out subversive exploration in three aspects of strategy, organization and manufacturing to create a dynamic cycle system. In terms of strategy, we should establish a win-win ecosystem centered on users to achieve win-win value-added for all stakeholders in the ecosystem; in terms of organization, we should change the traditional closed bureaucratic system into a network node organization, open and integrate global resources; in terms of manufacturing, we should explore the replacement of traditional physical factories by Internet factories, and change from large-scale manufacturing to large-scale customization. The main line of Haier's business model has always been "human value first". In the process of transformation, employees have changed from employers and executives to entrepreneurs and dynamic partners. From the perspective of the social value generated by the transformation, as of August 2017, 2246 entrepreneurship projects have gathered on Haier's shared entrepreneurship platform, with 4316 entrepreneurship and innovation incubation resources, 1333 venture capital institutions, 118 incubator spaces, 12 billion venture capital funds and 15 entrepreneurship and innovation incubation bases, providing rich entrepreneurship resources for entrepreneurs. There are more than 200 start-up microenterprises, more than 3800 node microenterprises and 1.22 million microenterprises on Haier platform, which are trying to practice the socialization of capital and human resources. The annual revenue of more than 10 microenterprises has exceeded 100 million yuan, 52 microenterprises have introduced venture capital, and 18 microenterprises have been valued at over 100 million yuan. Due to Haier's adherence to decentralization, disintermediation and "insulation wall" in the process of model transformation, Haier's registered employees decreased by 45% compared with the peak, but the employment opportunities provided by Haier platform for the whole society exceeded 1.6 million. From the perspective of industrial innovation, Haier focuses on the innovation of five platforms: white power transformation platform, investment incubation platform, financial holding platform, real estate industry platform and cultural industry platform. White power transformation platform: focus on the transformation from appliances to network devices to websites, and become the leader of smart family in the era of Internet of things with advanced iteration as the fulcrum through community platform, Internet factory, smart life platform, etc. Investment Incubation Platform: focus on building user ecosystem and platform integrity brand, and achieve the Internet of things model leading in the scene business platform through the establishment of community interaction ecosystem. Financial holding platform: focus on social economy, take "golden housekeeper" and "industrial investment bank" as the starting point, create a win-win ecosystem of industrial finance through link, reconstruction, CO creation and sharing, and realize the leading role of "industrial finance platform" in Internet finance. Real estate industry platform: explore the Internet of things mode leading of smart community life service. Cultural industry platform: explore the guidance of "content + community + e-commerce" value interaction mode in the Internet era. The five platforms provide makers with a series of entrepreneurial resources, including manufacturing system, logistics system, venture capital incubation system and human capital system, so that makers can use Haier's ecosystem resources to achieve innovation and growth on an open platform. Through the exploration of business model in the era of Internet of things, Haier Group has achieved steady growth. Haier's transformation is based on the exploration of "rendanheyi" model. From September 20, 2005, "rendanheyi" model was proposed. This model has been upgraded to "rendanheyi 2.0 - create a win-win ecosystem" model. "People" is upgraded from employees to stakeholders, and "single" is upgraded from user value to user resources. The ultimate goal is to achieve win-win value-added in all aspects of creating a win-win ecosystem. Now, Haier has laid out more than ten mainstream brands in the world: Haier, Casati, ririshun, GEA, aqua, Fisher & Paykel, commander in chief, DCS, monogram, etc. each brand has its own market positioning, and continuously meets the user experience from different fields. 2017 is the first mock exam the first mock exam salad in 2017. Haier will continue to push forward the internationalization of human single mode through the salad culture system.

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