Localization of Hisense: There is no once and for all programs

The success of globalization is inseparable from the success of localization. Especially at the moment, the global supply chain and trade rules are reconstruction. The broad globalization is replaced by regionalization, and localization has become the foundation of life.

However, localization is up to the hardest lesson in the journey of globalization of Chinese enterprises. Regarding the disassembly of this course, home appliance companies in the first ten years and consumer electronics companies that have risen in the past decade have gone in front of the Internet company.

After all, who else can speak more than those who have played a strong battle?

The new challenge of the supply chain "veteran"

The manufacturing industry chain is long. Zhang Xiaodong, general manager of Hisense International Marketing Supply Chain Management Department, has many years of employment experience in supply chain, but has encountered a lot of tests in the past two years. He is now taking the lead in the transformation project of Hisense's supply chain informationization, which is a new action to deal with this test.

In the past, the overseas supply chain may be just a narrow manufacturing base or processing plant; the current supply chain needs to be ended to the end. , And even the sales budget and the management of the production base and headquarters with the market and foreign production bases and headquarters at home and abroad.

According to reports, Hisense's "end -to -end" goal has achieved 50%, and after one to two years of efforts, it is expected to achieve the goal of global informatization.

Localization, the first one of Hisense's experience of going out of the sea

In 2021, at the Sino -Europe Entrepreneur Summit, Lin Lan, chairman of Hisense Group, summarized the experience of going to sea in the past 30 years and pointed out that the first article of Hisense's globalization is localization.

This is the basic guarantee for winning the trust of the local country and market.

In the early days of manufacturing, the marketing personnel were the first to go to the market. The headquarters airborne a team of "paratroopers" to talk about contracts, get orders, and formulate marketing plans, which can also be connected to the local market. But at the stage of brand promotion, the product should be nailed to the psychology of local consumers like a nail thrown by the headquarters.

Wang Haiyan, general manager of the pre -research technology department of Hisense Home Appliances Group, said that if it wasn't for communication with the Japanese R & D Center, she would not know that the Japanese had the need for freezing hot rice. "If we want to sit in China every day, we can develop a product to go It is almost impossible to make local users of Japan. "

David Gold, vice president of Hisense International Marketing, said very seriously that in Hisense, the general manager of all overseas companies must really understand the products, including the feedback from customers, consumers, partners, and authoritative evaluations. To become professionals in the product field, Be sure to read all the feedback you can collect, "because the product is the most important."

Judging from a series of localization experience in Hisense, their most important product ideas are "people have no self", which increases customer stickiness through differentiation.

The localization of production and research is inseparable from the decentralization of the corporate headquarters. This has been formed in multinational companies.

Fang Xueyu, executive vice president of Hisense International Marketing, said that the headquarters will give the pricing power to overseas branches, but it is required that it must reach the annual profit index, income index, brand index goal, and then overseas companies have a set of independent and flexible pricing systems according to different differential pricing systems, according to different differential pricing systems Channel to pricing.

But at the same time, there must be a very professional IPD group that they will do the analysis of the input and output of the principal, so the satisfaction of each product needs, there is a strict product R & D management system behind it, scientifically evaluate the product of the product for the product Production capacity and market demand.

Localization will not be immediately reflected on the sales figure of the next day

In Hisense, people have psychological expectations for the long -term nature of localization. "Any hasty approach will lead to unfavorable state, which leads to our failure ... Our investment in localization may not be reflected in the sales figure the next day, but in the long run, we will benefit from it." David. "David. Gold has been working in Hisense for 11 years, knowing that localization is not a slogan, which requires time and patience.

Many abilities need to be fermented by time to be full of wings. Such as talent introduction. At the same time, after the internal system "make -up classes", Hisense can send more and more "qualified" personnel.

"Over the years, my colleagues and I have been working hard to seek a perfect balance to build a team composed of local talents and headquarters. In this way, we can establish a stable and effective bridge between the local market and the headquarters." The CEO should be the most competent HR, David Gold has practiced this in North America. He not only uses personal social networks, looks for local talents like hunters, but also often listens to the dynamics of former colleagues and ask them to recommend candidates.

Localization, there is no once and for all programs

When people gather together, cultural integration rises to the second stage of localization. Culture is the invisible precipitation of history and time. Unlike the TV and refrigerators produced by Hisense, they all have universal, rules and regulations to follow.

It is important to make local employees trust. Liu Bin said that they strive to create a transparent and open cultural atmosphere, such as the business analysis meeting, financial indicators and quality standards will talk to all employees.

Outside of work, Hisense tried to host a variety of local characteristics festivals. For dispatch employees, internal encourage everyone to cultivate more hobbies other than work, such as studying coffee, understanding local historical terroir, and participating in sports. Respect you very much. "These efforts do not mean that localization is in place, and market and consumer preferences have been changing. Localization seems to be destined to be in an unfinished state.

As the US Consulting company Corney reminded, how to become integrated local companies did not have once and for all. Each company must unlock every link on the value chain.

What are the positive incentives for localization to enterprises?

From Hisense, the first thing we see is the brand high -end. This also responds to the original intention of the company. The rapid growth of high -end products such as Hisense Laser TV, high -end refrigerators, wine cabinets, and automatic ice -making machines in Europe, America and Australia is directly confirming that relying on mid -to -high -end products to have the opportunity to achieve the established goal of "big heads overseas".

However, the deepest value of localization is to improve the "internal power" of the enterprise. In the process of seeing the "world", enterprises can accelerate technological changes and business management capabilities through technological integration.

Although the current international situation is turbulent, resources and capital always need to flow. Opticists can only look down, and in the face of the specific problems of going out to sea, find the ultimate answer, or wait for the wind direction to change.

A word from an economist at Harvard University Danny Rodrick may still be applicable at the moment- "This is not a question of whether you want to be global, but how you globalized."

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