Electrolux decade Miju.docVIP

 PAGE \* MERGEFORMAT 7 Electrolux decade Miju In multinational companies have a world-class brands, the Electrolux China be regarded as an ‘alternative’, its strategy and implementation, goals and positioning, authority and control, long-term in a ‘capricious’, ‘neither fish nor fowl’ of the state. 1. Strategic drift In 1996 China’s refrigerator industry is full of opportunities, Electrolux has also excitedly to China ‘gold rush’, but the one on the face Xiama Wei. As the rush option joint venture partners, and soon caught in a loss. By 1997, Electrolux had been caught in a dilemma, on the one hand a loss of 30 million a day big hole, but also could not find profitable ways; the other hand, wants to go is not easy, need to pay 60 million U.S. dollars in retreat costs, and Electrolux in the preceding total investment 540 million yuan equivalent to just over a year on the ‘double return’, it can not be reconciled. Then a former Pepsi-Cola named Liu Xiaoming, general manager of China took over this mess and started over 7 years ‘Liu Xiaoming times’, but Electrolux is the complete cessation of the investment, but demand that China turned a profit every year This relationship has been referred to as ‘Liu Xiaoming lease Electrolux’. In the ‘Liu Xiaoming era’ in seven years, the Electrolux business in China is entirely in accordance with Liu Xiaoming individual strategies to implement, Electrolux headquarters of the basic non-intervention, which result in Electrolux’s global strategy and China’s strategic gap , in some ways even contrary. When Electrolux repositioning strategy for the Chinese market and China, Liu Xiaoming’s historical mission is over. In early 2003, Electrolux has appointed an Australian took over China began to implement a new strategy, we should Electrolux China as part of its global strategy and global markets, an integral part of, rather than the previous seven years, as did another split . However, Electrolux bad luck in 2003, coincides wit