Haier 2010 Annual Report Download - page 17

HAIER ELECTRONICS GROUP CO., LTD 海爾電器集團有限公司
CHAIRMAN’S LETTER 主席函件
Annual Report 2010 二零一零年年報 15
5. Competencies to win (Cont’d)
Secondly, we continue to establish our Autonomous Units system
with a flat organisation structure. The goal is to develop a self-
initiated enterprising culture of “cultivate the customer base and
share the added value” so as to realise the win-win situation
between employees and the Company. In practice, we integrate
the different production units from the factory into a supply chain
platform so as to reduce the tediousness in management and
enhance efficiency in production. Also, we let the sale platforms
in different locations behave as a corporate entity, and strive to
let each member of the sale team to have a mission to face the
market and customers rather than to indulge in resources-approving
authority. In order to let the front line staff to have self-initiated
decision making mechanism and motivation, we require all senior
managers to break their boundaries that provide subordinates with
a self-initiated operation platform and delegate the authority.
Thirdly, we strive to develop our company into an organisation
with compatibility to make use of the external resources including
through acquisitions and strategical alliances. During the year, we
formed joint ventures with home appliance distributors in Shandong
to begin the expansion of our Goodaymart distribution network,
for which we have formulated business plans based on available
synergies. We have adopted an option incentive programme
encouraging the achievement of challenging strategic goals.
6. Outlook
Our team is ready to strive toward its goal. More investments
will be put on brand building, distribution, logistics and customer
services. We will have emphasis on investment return and long
term strategies, and also cultivate the culture of Customer-centered
Authorised and Autonomous Units system. As such, we are able
to seize the strategic opportunities.
五、 成功之道 （續）
其次，要繼續推進自主經營的平化組离
架構，目標就是形成「的用戶創造、的增
值分享」的自主創業文化，實現員工和企業雙
。原來工廠的不同生產單元整合成為
一個供應窐平台，減少管理冗餘和提高生產效
率；各地的銷售平台「公司化」，爭取讓
銷售體系每個人都有面向市場和用戶的單，而
不是審批市場費用的單；為了使服務於市場的
第一線員工能夠擁有資源自主決策的機制和動
力，要求所有的高級經理人破自，
工作重點轉向為員工提供自主經營平台，而不
是留於過去的權力和審批資源。
第三，必須使得公司成長為一個更具包容
性的組离，於行動，善於利用併購、合資、
合作等外生性成長手段。已億動與山東
境內的家電經銷商通過合資方式擴大的日
日順分銷，並設計了基於協同效應的業務
計劃和購股權激勵方，鼓勵其達致有性
的略目標。
六、 展望
的團已經準備好好一，將在
品牌、分銷、物流、客戶支持方面強化投資，
同時還要成關注投資回報率和長期略
的理，建成充分授權和自主經營的文化，
就能略機遇。