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Haier Group Profile

Haier Group Profile

Founded in 1984, the Haier Group is today the world’s leading brand of major household appliances and is now transforming from a traditional manufacturer to an open entrepreneurship platform. In the era of the Internet and post e-commerce, Haier will extend its ecosystem to social networks and community economies while enhancing the user value of Haier products and services and instilling integrity as a core competence throughout the Group. Haier aims to become a global leader in the era of the Internet of Things.

Social value created by transformation

By the end of 2017, Haier Group’s platform has attracted 4325 organizations providing with resources and 2483 start-up projects, of which 256 entered into incubation process in 24 innovation and entrepreneurship sites that Haier has established in 9 different countries and districts. More than 200 customer-facing microenterprises, 3800 service and support microenterprises, and 1.22 million micro stores attract both capital and labor on the Haier platform. More than 100 micro-enterprises’ annual revenues have exceeded 100 million RMB; 19 of 55 incubated microenterprises gains post valuation of more than 100 million RMB. Through measures such as decentralization, disintermediation, and elimination of internal communication barriers, Haier has decreased employment by 45% from its peak but has created more than 1.6 million job opportunities. Haier was the only household appliance company recognized for its contributions to Shuangchuang—mass entrepreneurship and innovation—by the State Council of the Peoples Republic of China in May 2016.

Industry innovation

Haier Group focuses on innovation on five major platforms including a white goods transformation platform, an investment and incubation platform, a financial holdings platform, a real estate industry platform, and a cultural industry platform.

  • White Goods Transformation Platform: The white goods platform focuses on the transformation from traditional electric appliances to networked appliances and ultimately to a networked home appliance hub.
  • Investment & Incubation Platform: The innovation and incubation platform focuses on new products and services like the RRS LeHome express cabinet closing the “last 100 meters” in the Chinese logistics industry and RRS Health rural water stations monitoring and improving water quality online for millions of Chinese households.
  • Financial Holdings Platform: The financial holdings platform focuses on internet-based transactions and industrial finance, the latter mainly in medical care and rehabilitation and in agriculture where financing of production/cultivation and traceability have contributed to the efficiency and safety of the food supply in China.
  • Real Estate Industry Platform: Haier entered the residential real estate market in 2002 and entered a new stage in 2013 with the Haikehui customer database and platform where for the first time Chinese buyers can design their own homes.
  • Cultural Industry Platform: The cultural industry platform is responsible for Haier’s Rendanheyi management model worldwide and protects Haier’s intellectual property. The platform also supports social media and Internet-based games.

Revenue generated by the traditional economy: The Haier Group’s global revenues of 2017 were 241.9 billion RMB, with year-on-year growth of 20%; total pre-tax profits exceeded 30 billion RMB for the first time; profits achieved a year-on-year growth of 12.8%. 

Trading volume crated by community interaction: For the first time, the trading volume generated by social interaction exceeded 1 trillion in 2017, with year-on-year growth of 273%.

  Global market share of large appliances (source: Euromonitor):













Haier Brand Share (%)












Currently, the Group’s brands include Haier, Casarte, GE Appliances, AQUA, Fisher & Paykel, Leader, RRS, DCS, and Monogram. Each brand has its own market position and provides outstanding user experiences for end users. Haier are now further deploying and demonstrating the effectiveness of the Rendanheyi management model and will internationalize Rendanheyi through its unique cultural integration system.

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