Haier 2008 Annual Report Download - page 12

Annual Report 2008
二零零八年年報
海爾電器集團有限公司
Haier Electronics Group Co., Ltd
10
Chairman’s Letter
主席函件
業績回顧 （續）
本集團繼續在中國洗衣機市場及熱水器市場中保持
龍頭地位，根據中怡康時代市場研究（一間以中國為
基地之市場調查公司），本集團於二零零八年在上述
市場之市場佔有率分別為31.5%及21.3%，基本維持
了二零零七年之31.9%及20.4%的市場份額。
二零零八年股東應佔純利為152,000,000港元，較二
零零七年下降約11.6%。利潤變動的主要原因是集團
為加強長遠之競爭優勢，加強力度研發高附加值產
品及適合農村市場之產品令研發費用上升，贊助北
京奧運增加品牌宣傳使營銷費用上升，開拓三、四
線市場令分銷成本增加，增加信息化系統之投入和
為提升經營管理水平而引進全球化專業人才令管理
費用上升，對本年淨利潤產生一定之不利影響。
為應對外部經濟挑戰，提高集團競爭能力，本集團
於二零零八年在以下三個方面實施了重點行動：
關注現金流。 在產品需求收縮和原材料價格劇烈波
動的環境下，本集團實施了按單生產、按單採購、
即時制庫存策略、縮短生產配送周期等一系列改革
措施，從而降低庫存及營運資金佔用，有效緩解了
二零零八年原材料價格波動帶來的不利影響。我們
相信實施基於充足現金流的增長戰略，不會因為庫
存積壓而佔用資金及影響有競爭力的新產品上市，
使我們可以有富足的資金可以用於產品創新和戰略
性的投資。
Business Review (Cont’d)
The Group continues to maintain its leading position in the washing
machine and water heater markets in the PRC. In 2008, the Group’s
market shares in these two markets were approximately 31.5% and
21.3% respectively according to China Market Monitor (a market research
company based in the PRC), maintained at a stable level as compared
to 31.9% and 20.4% respectively in 2007.
In order to enhance long-term competitiveness, the Group committed
more efforts to the research and development of high value-added
products and the products catering for the rural market, resulting in
an increase in research and development expenses. The stepping up of
efforts and resources in brand promotion during the Beijing Olympic
Games caused an increase in marketing expenses. The expansion of
the 3rd and 4th tier markets led to higher distribution expenses and
marketing expenses. The development of the information system and
recruiting more global professional talents and experts also resulted in an
increase in management expenses. All these factors brought an adverse
impact on the net profit for the Year. Therefore, net profit attributable
to shareholders in 2008 fell by 11.6% in 2008 to HK$152 million.
To encounter the external economic challenges and enhance the
competitiveness, the key actions taken by the Group in 2008 focused
on the following three major aspects:
Focusing on cash flow generation. Under the circumstances of
shrinkage in product demand and drastic fluctuation of raw material
prices, the Group implemented a series of reforming measures including
the make-to-order and procurement-to-order policy, as well as the
shortening of lead time for manufacture and delivery through a just-in-
time inventory strategy which lowered the inventory level and reduced
working capital. Therefore, the adverse impacts resulting from the
fluctuation in raw material prices in 2008 was alleviated. The Group
believe that its strategy to maintain strong operating cash flow will
reduce inventory risk, prevent capital shortage and ensure the launch
of competitive new products. Strong cash position will also support the
Group’s product innovation and strategic investments.
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