The development of Galanz has gone through a transformation from down to microwave ovens, from a new entrant in microwave ovens to a national microwave oven champion, from domestic to foreign countries, from singleness to diversification. The following is an analysis of Galanz’s successful business cases that I have compiled for you. Welcome to read!

Analysis of Galanz’s successful business cases 1

This article is based on field research, from the perspective of the company’s high-speed An in-depth case study was conducted on Galanz in terms of its growth trajectory, low-cost competitive strategy based on comparative advantages, strict on-site management, and market-oriented incentive mechanisms. The article studies and believes that the key to Galanz's competitive advantage lies in the implementation of the cost-optimization strategy, and the main reasons for the successful implementation of this strategy in Galanz are: late-mover advantage and imitation innovation, and low-cost-price-market-based on comparative advantages. Learning and innovation of integrated strategies for resource integration and management methods.

1. Problem raising and analysis perspective

Guangdong Galanz Enterprise (Group) Company (Galnz in English, hereinafter referred to as Galanz) is the world's largest microwave oven manufacturer. In 2002, Galanz's microwave oven output was 14 million units, which was 7-8 times the output of Panasonic's microwave ovens. From 1995 to 2002, Galanz ranked first in the Chinese microwave oven market for eight consecutive years. In 2002, Galanz's share in China was as high as 70%, and globally it was 30%.

The microwave oven was invented by American scientist Percy Le Baron Spencer in 1945. That year, the American Raytheon Company began research. In 1947, Raytheon Company launched the first household microwave oven. In 1954, the microwave oven with the trade name "Radar Wave" was first put on the market. In 1955, Western Europe made a household microwave oven, and in 1961, Japan also successfully produced a household microwave oven. Because the product cost was too high and the lifespan was too short at that time, it affected the promotion of microwave ovens. In 1965, George Foster made a bold change to the microwave oven and worked with Spencer to design a durable and less expensive microwave oven. In 1967, a microwave oven press conference and trade show was held in Chicago and was a huge success. Since then, microwave ovens have gradually entered thousands of households. By the early 1990s, microwave ovens were still high-end appliances that could only be produced by large companies in developed Western countries. Among them, famous manufacturers such as Japan's Panasonic Electric, Toshiba, and the United States' Whirlpool were expensive and still beyond the reach of ordinary households in developing countries. . By 1990, world production had reached 22.54 million units.

Galanz has entered the microwave oven industry in 1992. It has only been more than 10 years, but it has formed strong international competitiveness in terms of product manufacturing and development. Why Galanz can grow rapidly and form international competitiveness in a short period of time, what is the process and reasons for its rapid growth, are issues of common concern to scholars and managers at home and abroad. There are at least hundreds of articles about Galanz, but there is a lack of in-depth and detailed case studies supported by field investigations. The general view in these articles is that Galanz's success lies in its strategy of specialized operations (focusing on microwave oven manufacturing) and cost-effectiveness. As we all know, the cost advantage in the form of low prices is Galanz’s open secret weapon for successfully participating in domestic and international market competition. It is also the secret weapon for most late-comer companies in the world to catch up with first-mover companies, participate in international competition, and win. **Same means. Why can Galanz achieve cost-cutting, and why can it reduce the price of a microwave oven from more than 2,000 yuan to a few hundred yuan while achieving world-class product quality and profitability? This article explores its rapid growth through a case study of Galanz. Process and the main reason for the formation of international competitiveness (cost**).

2. Galanz’s rapid growth trajectory

Galanz is located in Shunde City, Guangdong Province, China’s home appliance production base. The company has a total area of ??about 600,000 square meters and more than 13,000 employees, of which college graduates account for more than 28% of the total employees. Galanz was formerly known as "Guizhou Livestock Products Enterprise (Group) Company, Shunde City, Guangdong Province". It was renamed Galanz in June 1992 and began to enter the microwave oven industry. Currently, microwave oven products are exported to Europe, the United States, Asia, Africa, Oceania, etc. More than 100 countries and regions on five continents.

1. Entrepreneurship: Producing down and clothing (1978~1991)

On September 28, 1978, Galanz President Liang Qingde chose the 7th location and decided to locate it in the west of Ronggui District, Shunde City. The factory was located on the bank of the Jiao River, and he led more than 10 people to break ground and prepare for the establishment of a township enterprise, Shunde Guizhou Down Factory, to produce down products. A tributary of the Xijiao River (connected to the Pearl River system) in Shunde City flows through the Galanz factory, making the company surrounded by water on three sides. President Liang Qingde said at the time: "Our company is surrounded by water on three sides, and we have no choice but to fight with our last stand." In 1979, the factory was officially established, and most of its more than 200 employees were local farmers. The factory washes goose and duck feathers manually and buys them to foreign trade units (foreign trade units export). In the same year, sales reached RMB 468,100.

During the 12 years from 1979 to 1991, Galanz formed a joint venture with foreign businessmen (mainly Hong Kong businessmen). The company's business expanded from washing goose and duck feathers to include the export of raw white rabbit hair yarn, the export of dyed yarn, yarn dyeing processing, and production. , exporting duvets, clothing and other products. At the same time, Galanz brand duvets and clothing will be sold in the domestic market. In 1991, the enterprise's output value exceeded 100 million yuan, and it was awarded the title of "Top 100 Chinese Township Enterprises" (see the appendix for the development trajectory of Galanz's predecessor).

2. Turning to the microwave oven industry (1992~1995)

In early 1991, Galanz’s top decision-makers believed that the export prospects of down clothing and other products were not good. In order to maintain the company’s sustainable development, it should start from textiles. The industry moves to a growth industry. In view of the fact that Shunde, Guangdong Province has become China's largest home appliance production base, they initially selected the home appliance industry as a new business field. In addition, considering the fierce competition among Chinese major appliance (refrigerators, color TVs, etc.) companies, they decided to focus on small household appliances. In March 1991, Galanz President Liang Qingde and his delegation went to Japan to inspect the home appliance market. They saw a microwave oven for the first time in an electrical appliance store in Akihabara, Tokyo. President Liang Qingde thought: "This thing has a prestige, and the rarer it is, the more prettier it is." An engineer traveling with Mr. Liang was also surprised. He was a textile engineer and didn't know much about home appliances. At that time, Galanz could not find even an engineer with some knowledge of home appliances. Later, Liang Qingde and his delegation inspected the Toshiba microwave oven production line in Japan.

At the same time, other Galanz personnel began to investigate the domestic microwave oven market and found that the microwave oven industry has the following characteristics: (1) Microwave ovens emerged in developed countries such as the United States in the 1960s. By 1990, the world's output of microwave ovens reached 22.54 million Taiwan, the product technology is mature, and it is widely used in households in developed countries; (2) Microwave ovens entered Chinese households in 1990, with an output of 1 million units in the same year and tens of thousands of units imported. They believe that with the popularization of refrigerators, washing machines and other major appliances and the improvement of the living standards of the Chinese people, the microwave oven market will be a market with a small base, fast growth rate and large market potential; (3) There are only 4 Chinese and foreign companies producing microwave ovens in China , namely Panasonic, Feiyue, Narcissus, Whirlpool and Clam. Competition among enterprises is not too fierce? Finally, they believe that the Chinese microwave oven market has attractive development prospects, but is almost monopolized by foreign brands.

In 1992, after demonstration and analysis, we officially decided to enter the microwave oven industry. In June 1992, the original "Guizhou Livestock Products Enterprise (Group) Company" was renamed "Guangdong Galanz Enterprise (Group) Company", dedicated to the production and sales of high-grade home appliances. Galanz in English means "magnificent" in Greek. Now Galanz has become almost synonymous with microwave ovens.

The primary problem faced by Galanz after entering the microwave oven industry is: as a company that produces down, it does not understand the production technology of home appliances at all. For this reason, President Liang Qingde took his son Liang Zhaoxian to Shanghai Radio B Factory five times to hire five microwave oven experts as senior engineers. Moved by the sincerity of President Liang and his son, the five experts abandoned the superior working and living conditions in Shanghai and came to Galanz to start their own business. With these five people as the core, Galanz quickly formed its own team of technical personnel. In September of the same year, President Liang Qingde used the funds accumulated over more than 10 years of entrepreneurship to introduce advanced microwave production equipment and production technology from the 1990s from Japan's Toshiba Corporation and began to produce Galanz brand microwave ovens. In 1993, Galanz mass-produced 10,000 microwave ovens.

In 1994, the production and sales target of 100,000 units was achieved, and sales and profits exceeded historical records. At that time, Galanz faced the biggest challenges since its establishment: (1) The tightening of macroeconomic policies led to a significant decline in the purchasing power of goods; (2) The Pearl River Delta encountered the worst flood disaster in a century. Galanz's factory was immersed in 2.8 meters of water and suffered huge losses. However, due to the joint efforts of Galanz people and the simultaneous implementation of joint-stock reform, the company's management and technical personnel took loans to purchase company shares and became the company's major shareholders. They reorganized the company's governance structure in accordance with the modern enterprise system and initially established a nationwide network. sales network.

In 1995, the sales volume of Galanz microwave ovens reached 250,000 units, accounting for 25%, ranking first in the domestic market, with sales revenue of 384 million yuan and profit of 31 million yuan. So far, after four years of hard work, Galanz has successfully transformed from a down manufacturer to a microwave oven manufacturer. 3. Continuously lowering prices and ranking first in the market (1998-present)

The high profits of the microwave oven industry have attracted many companies to enter and led to intensified market competition. In May 1996, Beijing's Xuehua microwave oven took the lead in raising prices through price cuts. Galanz launched its first price reduction three months after its price reduction, with an average reduction of 40%, promoting the use and popularity of microwave ovens in Chinese households. That year, Galanz's annual production and sales reached 650,000 units, ranking first in China, accounting for 34.7%. In October 1997, the intangible assets of the Galanz brand reached 3.81 billion yuan as assessed by the national authoritative department. In October of the same year, Galanz Group slashed prices for the second time, ranging from 29% to 40%. The annual production and sales volume of microwave ovens reached 1.98 million units, accounting for more than 47.6%, ranking first.

In May 1998, Galanz's microwave ovens reduced prices in disguised forms through "buy one, get three free" and lottery draws, and gradually shifted its market focus overseas. In the same year, Galanz's annual production capacity of microwave ovens reached 4.5 million units, accounting for 61.43% of the domestic production capacity. At the same time, Galanz Group invested 100 million yuan in technology development; in the second half of the year, taking advantage of the EU's anti-dumping sanctions on Korean microwave products, Galanz microwave ovens entered the European global market in a big way.

In January 1999, Galanz divested its last down factory and fully transformed into a home appliance group. In March, Galanz North America Branch was established, and at the same time, the American Microwave Oven Research Institute was established, launching more than 100 newly developed varieties to the market. And Anderson Company was hired as the group's financial consultant. The sales volume of microwave ovens reached 6 million units, of which domestic sales and exports each accounted for 50%. Domestically, it is 67.1%, ranking first; Europe reaches 25%. Rice cookers account for 12.2% of domestic sales, ranking third. Galanz's annual sales reached 2.96 billion yuan. In early 2000, Galanz's intangible assets were evaluated by national authoritative agencies to reach 10.1 billion yuan. In 2001, Galanz's microwave oven was selected into the first batch of "Chinese Famous Brands". In June of the same year, Galanz microwave ovens launched a comprehensive and large-scale price reduction for the fourth time, mainly on mid-range models such as the "Five Golden Flowers" series, including high-end models, with a reduction of up to 40%. This is the main force of Galanz's high, middle and low-end products. The first price reduction for all aircraft fleets. Through large-scale gifts combined with large price cuts, the value of some models of large-scale gifts is close to the market price of microwave ovens. For example, the retail price of the Black King Kong model is more than 800 yuan, and the value of the delivered gifts is more than 600 yuan (rice cooker, microwave oven complete set of tableware, etc.). In October of the same year, Galanz's high-end microwave ovens saw another major price cut, with the price of high-end Black Diamond series microwave ovens falling by nearly 40%. In the same year, the domestic share reached 76%, the international share exceeded 30%, and the production capacity of microwave ovens reached 12 million units.

In July 2001, Galanz developed and mass-produced digital light wave microwave ovens. This model integrates the functions of light waves and microwaves, and performs internal and external staggered heating of food at a speed of 300,000 kilometers per second, so that the food remains original, nutritious, and healthy after efficient cooking. In October of the same year, at the Hong Kong Electronics Show and the 90th Canton Fair, digital light wave microwave ovens alone attracted more than 2 million orders from European and American merchants. In the same year, Galanz microwave ovens achieved sales of approximately 12 million units, with sales reaching 6.8 billion yuan, accounting for 70% of the domestic sales. On April 12, 2002, the price of digital light wave microwave ovens was reduced by 37%. Led by high-end products with higher performance-price ratios such as digital lightwave and fashion pioneers, Galanz microwave ovens have maintained an upward momentum in both domestic and foreign sales, with a production and sales volume of 13 million units, of which export sales account for about 70% and have expanded to more than 40% globally, especially in Europe and the United States. The market is developing rapidly, with sales exceeding one million units exported to the US market alone, occupying most of the market in France, Germany and other countries, and accounting for 45% of the entire European market. Galanz Business Success Case Analysis 2

(Explanation: Chapter 7, Section 1 of "Enterprise Strategic Management"? Cost Leadership Strategy?)

Case Information

The predecessor of Galanz Group was Guizhou Down Factory in Shunde, Guangdong, which was established in 1979 by Liang Qingde. In 1991, Galanz's top decision-makers decided to move from the current industry to an industry with better growth based on the forecast of the export prospects of down clothing and other products. After careful market research, the home appliance industry was selected as a new business field, and small home appliances were determined as the main direction of attack, with microwave ovens as the leading product to enter the small home appliance industry. At that time, the domestic microwave oven market was just beginning to develop. There were only four manufacturers and the market was almost monopolized by foreign products.

In 1993, Galanz trial-produced 10,000 microwave ovens and began its strategic transition from the textile industry to the home appliance manufacturing industry. Since 1995 to the present, Galanz's domestic market share of microwave ovens has ranked first, and has greatly exceeded the monopoly line (30%) determined by the international industry and academia, reaching more than 60%. In May 1998, the market share reached 73.5%. Galanz frequently uses price strategies to gain a leading position in the market. From 1996 to 2000, Galanz made significant price cuts five times, with each price reduction exceeding 20%. Each time, the overall market share increased by more than 10%.

One million units is the economic scale of microwave oven production in a single-room factory. Galanz reached this scale in 1996; thereafter, it rapidly expanded its production scale at twice the rate of the previous year every year. By the end of 2000 , Galanz's microwave oven production scale has reached 12 million units, more than twice that of the world's second largest company. The rapid expansion of production scale has brought about a substantial reduction in production costs, becoming an important part of Galanz's cost leadership strategy. Every time Galanz reaches a higher level of scale, the price drops significantly. When its scale reaches 1.25 million units, the ex-factory price will be set below the cost price of an enterprise with a scale of 800,000 units. At this time, Galanz still has profits, and companies with a scale of less than 800,000 units will be grateful for one more unit. When the scale reaches 3 million units, Galanz adjusts the ex-factory price to that of a company with a scale of 2 million units. Below the cost line, competitors lack the opportunity to catch up with its scale.

Galanz's purpose in doing this is to form industry barriers, destroy the confidence of competitors, and eliminate stragglers and small businesses. Unless competitors can form significant quality, technology and product differences, it will be difficult to compete with competitors who have made meager profits in certain market segments but have been losing money for consecutive years. Although Galanz's profits are extremely thin, it has consolidated its business security line by relying on price. Galanz's microwave ovens are in an absolute dominant position in the market. The low-cost leadership strategy is an important part of its strategic portfolio for development and growth. The continuous innovation and pioneering spirit of the management's business philosophy are the basis for the introduction and implementation of this strategy. cornerstone.

Try to analyze Galanz’s competitive strategy.

Case Analysis

The general competitive strategies proposed by Michael Porter include: cost leadership strategy, differentiation strategy and target accumulation strategy. The implementation of the three strategies requires different resources and skills. , and there are differences in organizational arrangements, program control and institutional innovation. Cost leadership strategy is a general competitive strategy chosen by larger enterprises when resources are relatively sufficient. Cost leadership strategy, also known as low-cost strategy, refers to a strategy in which enterprises reduce costs through effective means so that the entire cost of the enterprise is lower than the cost of competitors, or even the lowest cost in the same industry, thereby gaining competitive advantage.

The benefits of adopting a cost leadership strategy are: (1) to withstand the confrontation of existing competitors; (2) to withstand the bargaining power of buyers; (3) to deal with suppliers' price increases more flexibly ; (4) Form barriers to entry; (5) Establish a competitive advantage with substitutes.

The risks of adopting a cost leadership strategy mainly include: (1) Excessive price reductions cause profit margins to decrease; (2) New entrants may catch up; (3) Loss of the ability to foresee market changes; (4) Technology Changes reduce the effectiveness of corporate resources; (5) are easily affected by the external environment.

Galanz is a typical enterprise that always adheres to a comprehensive cost leadership strategy and has therefore achieved large-scale development and market leadership. Its greatest advantage is cost. Because of this, the price war launched by Galanz is far from a price war in the general sense. It is based on the company's main competitive advantage. If Galanz had the sharp sword of cost but was not good at using it, it would be no different from an ordinary second-rate home appliance company, and might even be eliminated by the market long ago, let alone what it is today. It's like having a great product but not knowing how to get it to market.

Galanz Group adopts a cost leadership strategy in the market of microwave ovens and other small household appliances. Its economies of scale are first reflected in the scale of production. Galanz reached this scale in 1996; thereafter, it rapidly expanded its production scale at twice the rate of the previous year. By the end of 2000, Galanz's microwave oven production scale reached 12 million units, ranking twice as the second largest company in the world. twice as much. The rapid expansion of production scale has brought about a substantial reduction in production costs, becoming an important part of Galanz's cost leadership strategy.

Ganz’s cost leadership strategy is based on the deepest understanding of large-scale production, industrial value chain and the characteristics of the microwave oven industry itself. The microwave oven is a product with low technical content (from a production perspective), so the threshold for entry is low; at the same time, it is a product with a high degree of componentization, which means that its overall cost is to a large extent Depends on the cost of individual parts and the efficiency of assembly. Galanz integrates various parts production and assembly resources on a global scale, and through local personnel cost advantages and scale expansion concepts, it can be transformed into comprehensive cost advantages. Because it has the upper hand, it can always use price wars to throw off or even eliminate competitors to make itself safer.

When Galanz’s scale reached 1.25 million units, the ex-factory price was set below the cost price of an enterprise with a scale of 800,000 units. At this time, Galanz is still making profits, and companies with a scale of less than 800,000 units will only be able to produce one more unit thanks to one unit. Therefore, if Midea and LG want to survive and develop in this kind of under-the-hood technique, they may even have a negative impact on Galanz's status. To form a real threat, costs must be fundamentally reduced and financially supported; and if Galanz wants to maintain its position as the leader for a long time and even dominate the world, it must continue to maintain a cost lead. Galanz's cost control case

Cost control is a cost management goal established in advance by an enterprise based on a certain period of time. The cost control subject, within its scope of authority, controls each item before production consumption occurs and during the cost control process. A series of preventive and regulatory measures taken against factors and conditions that affect costs to ensure the achievement of cost management objectives.

Opinion: Regarding cost control, people often focus on how to calculate costs and use various methods to measure, but in the end they still fail to satisfy the boss. The reason is that the value of cost analysis is not clear. Effective cost analysis is the prerequisite for accounting. Without accurate analysis, it is impossible to produce accurate collection and accounting. However, for cost controllers, cost analysis has become the biggest problem in their work because they do not understand the specific business and it is difficult to examine costs from the perspective of overall business operations.

Cost control case: Galanz’s virtual expansion

Scale and efficiency are sometimes not synchronized, especially the fixed asset investment that goes hand in hand with scale, which often becomes a difficulty for many industrial enterprises. The Sword of Damocles, once there is a problem with sales, this sword will strike at the company without hesitation. Guangdong Galanz fully combines China's advantages of cheap manpower and land, and adopts the method of OEM for others in exchange for production lines, and then taps internal potential to squeeze the remaining production capacity of the production line to produce its own products. This virtual expansion of usage rights quickly constructed the cost driver of competitiveness and created a world miracle of ranking first in the manufacturing of microwave ovens and light wave ovens.

The graceful curve of price reduction and growth

?Price war? is the most cruel and effective method in corporate competition. There is no way to destroy corporate resources more than price war, but Galanz has taken this method to the extreme.

When Liang Qingde changed the name of the company to Galanz, he was already determined to create a brand that shines globally. In 1993, Galanz's first batch of 10,000 microwave ovens officially rolled off the production line. Although sales were difficult, Liang Qingde's eyes were already focused on the order of 1 million units. By 1996, the output of Galanz microwave ovens increased to 600,000 units, and a large-scale price reduction storm was immediately launched across the country, with prices reduced by 40% that year. As a result of the price reduction, Galanz's output has increased to nearly 2 million units, and its market share has reached 47.1%. Since then, Galanz has carried out 9 large-scale price reductions as part of its high-end price reduction campaign. Each time, the minimum reduction was 25%, and generally ranged from 30% to 40%. It has been hailed as a "price killer" by the industry.

The expansion of scale leads to a decrease in costs. The price reduction of microwave ovens directly expands the market capacity. The return of corporate funds also increases accordingly. The scale of enterprises expands again and costs decrease again? This simple cycle caused a wave of microwave ovens in China. Another wave of price wars. So far, the annual production and sales volume of microwave ovens has reached 15 million units, with a domestic market share of 70% and an international market share of 35%, demonstrating a beautiful growth curve.

The real trump card of the price butcher

The basis for Galanz to fight a "price war" is to obtain scale benefits from large scale, but on the other hand, it is accompanied by scale expansion. is the increase in fixed investment. The largest investment of an enterprise is equipment investment, and the equipment investment of manufacturing enterprises is even larger. This will not only affect corporate cash flow, but the depreciation of fixed assets will also lead to a decline in price competitiveness.

Contrary to the acquisition of foreign companies or production lines, Galanz has taken a virtual joint scale expansion path. Not only did it not use its own funds to invest in fixed assets, but it moved other people's production lines to the mainland one by one. Other people's money was used to build these factories. The expansion of scale not only did not burden Galanz with a heavy cost burden, but became the only way to defeat the enemy. Galanz perfectly made a classic annotation for the price war through the virtual expansion of fixed assets.

Originally, Galanz did not have a transformer production line for microwave ovens, but Galanz has high-quality and low-cost production capabilities. After recognizing his own advantages and the other party's goals, Liang Qingde used the fulcrum of cost advantage to "virtually" build his own production line. Taking microwave oven transformers as an example, Galanz initially imported them to Japan and Europe respectively. The import price from Japan was US$23 and the import price from Europe was US$30. Liang Qingde said to European companies, "You move the production line over, we will help you do it, and then we will supply you with the goods for $8." ?Japanese companies are suffering under the squeeze of costs. At this time, Liang Qingde said to the Japanese companies, ?You move the production line over, we will help you do it, and we will supply it to you for $5 after the work is completed. ?As a result, advanced production lines were gradually moved here. The scale has become larger, the degree of specialization and intensification has become higher, and the cost has also dropped significantly. The actual cost of Galanz's transformers is now only 4 US dollars.

At the same time, Galanz implements three shifts a day and works 24 hours a day, allowing one Galanz production line to create a production capacity equivalent to 6 to 7 production lines of European and American companies. ?What we put in is labor and expense, and what we get back is the production efficiency of six days a week? Galanz, which works day and night, leaves its opponents far behind. Deducting the time spent on OEM production for others, Galanz can also guarantee to meet its own production requirements. In addition, there are large differences in wage levels, land use costs, water and electricity bills, labor productivity, etc. between the two parties, and the fixed asset investment has been greatly saved. Galanz has gained a total cost advantage unmatched by other companies.

Immediately afterwards, Galanz struck while the iron was hot and further integrated international resources, from components to complete machines, and began to directly do OEM for multinational companies. Currently, Galanz has established cooperative relationships with more than 200 multinational companies, many of which Multinational companies have transferred industrial strategies such as microwave ovens with low added value to Galanz, further improving productivity levels through complementary advantages.

At present, the annual production capacity of transformers and other supporting components manufactured by Galanz has exceeded 20 million units, about half of which is sold back to developed countries. It is used in magnetrons, timers, micro switches, integrated circuits, micro motors and other components. The production and manufacturing of devices and parts has also reached world-class standards.

Integrated thinking of virtual expansion

The key to Galanz’s virtual expansion lies in its special resource grafting method. On the one hand, it takes advantage of China’s labor advantages and huge market size; On the one hand, by bringing over foreign production lines, we have virtually obtained ready foreign markets, which in turn provides market support for scale expansion. Galanz's production workshop is now filled with colorful boxes, and microwave ovens with various logos of GE, Crystal, Fillony, and Harvard are shipped from here to all over the world.

This method of rationally integrating the productivity of global home appliance products not only greatly reduces costs, but also successfully gets rid of the three major risks such as market risk and fixed asset investment risk, and balances global mergers and acquisitions. Many home appliance companies have successfully realized the simultaneous expansion of capital and market, thus enabling themselves to remain invincible in rounds of price wars.