除了张瑞敏，谁还能让海尔变得更快？

Core Insights - Zhang Ruimin's contributions to Haier Group include creating a global enterprise, establishing a world-class brand, pioneering a leading business model, and fostering a maker culture, with the "Ren-Dan-He-Yi" model being central to his management philosophy [2][3] Group 1: Business Model and Culture - The "Ren-Dan-He-Yi" model emphasizes aligning employees with user needs, encouraging each employee to find their own users [2] - In 2012, Haier implemented a network strategy that dismantled hierarchical structures, resulting in the elimination of over 10,000 middle management positions, leading to a focus on three roles: platform owners, micro-entrepreneurs, and makers [2][3] Group 2: Current Challenges - Despite the initial success of the "Ren-Dan-He-Yi" model, internal communication and collaboration have become challenging over time, leading to inefficiencies within Haier Smart Home [4] - Li Huagang, the current head of Haier Smart Home, has emphasized the need for digital restructuring to enhance internal efficiency, but his performance has been seen as mediocre, reflecting the company's overall performance [4][10] Group 3: Financial Performance - Haier Smart Home reported a revenue of 775.6 billion in Q3 2025, a year-on-year increase of 9.51%, with a total revenue of 2,340.54 billion for the first three quarters, up 9.98% year-on-year [6][7] - The company's performance has outpaced the overall market, as the Chinese home appliance industry saw a decline of 3.2% in retail sales during the same period [9] Group 4: Market Dynamics - The recent government subsidies have temporarily boosted consumption but are expected to lead to a decline in demand in the latter half of 2025, raising concerns about future revenue growth for Haier Smart Home [10][12] - The capital market has shown caution towards Haier Smart Home, with its price-to-earnings ratio dropping from approximately 15 times at the beginning of the year to about 11.9 times by the end of October [10] Group 5: Operational Efficiency - Haier Smart Home has been facing "big company disease," characterized by low operational efficiency and high costs compared to competitors, resulting in the lowest profit margins among major domestic players [14][16] - The company's sales expense ratio has been consistently higher than that of its competitors, indicating inefficiencies in cost management [17][18] Group 6: International Market Performance - Haier Smart Home's North American market, which accounts for over half of its overseas revenue, has shown stagnation, limiting the company's growth potential in international markets [19][20] - The North American market has seen a decline in revenue growth, contributing to the overall challenges faced by Haier Smart Home in expanding its overseas presence [20] Group 7: Future Directions - The company is undergoing a transformation under the leadership of Zhou Yunjie, who has called for embracing AI and organizational changes, but achieving these goals will require overcoming internal efficiency challenges [13][21] - The complexity of the organizational structure and the proliferation of brands have created barriers to effective communication and collaboration, hindering the company's ability to innovate and respond to market demands [24][25]