/PRZWT/ On February 7th, the 7th Haier Smart Home Global Innovators Award Ceremony and 2026 Strategic Release Conference, themed "All-Region TC, Comprehensive AI, Global Implementation", was held in Qingdao. This conference not only summarized the achievements of the past year but also served as Haier Smart Home's strategic declaration to anchor for the future and actively adapt to changes.
In 2025, the home appliance industry will face numerous challenges and the industry as a whole will be under pressure. However, Haier Home Appliances still delivered results that exceeded market expectations: in the first three quarters of 2025, both revenue and profit reached new historical highs, and the profit growth rate was the only one to achieve consecutive double-digit growth in the first three quarters of the year; Haier has remained the world's number one for 17 consecutive years, with its market share increasing from 6.3% to 12.1%, nearly doubling.
Behind the impressive achievements lies the fact that Haier Home Appliances remains vigilant: The bottlenecks in the manufacturing and distribution model have become evident. To break through the growth ceiling and firmly establish its position as the industry leader, building a platform-based system has become an inevitable and resolute choice. At the meeting, the chairman and president of Haier Home Appliances, Li Huagang, stated that Haier Home Appliances aims to build a platform-based service-oriented technology ecosystem enterprise centered around users.
Many people think that building a platform merely involves optimizing channels and integrating user data. However, it is much more than that. The first step in creating a platform-based system is to first address the pain points of the traditional model: In the past, products moved from the factory to the consumers' hands through multiple layers of distributors. Logistics handling, inventory accumulation were the norm. The vicious competition among channels would also increase operational costs and lower user experience. This clearly no longer meets the current market rhythm.
The all-round unified warehouse TC model implemented by Haier Home Appliances directly broke this traditional logic: eliminating all redundant links in the middle. In the future, a 100% direct-to-consumer operation model will be established, making product circulation more streamlined and efficient. This adjustment has immediate effects, significantly improving inventory turnover rate, logistics delivery efficiency, and reducing labor and channel costs. The cost reduction and efficiency improvement are obvious, laying a better foundation for stable revenue and profit growth. More importantly, the TC model not only saves costs but also redesigns the operation logic, making factories, logistics, and services all follow user demands. This is the most core change.
If solving the traditional pain points is about strengthening the "internal strength" of Haier Home Appliances, then activating the assets of hundreds of millions of users is about exploring the growth potential externally. With a global user base of over a billion service users and a domestic user base capable of delivering 10-15万台 products per day， Haier Home Appliances is unwilling to let this precious resource go to waste. You should know that in the traditional model， the user relationship is essentially a "one-off transaction"， and user data is scattered across various channels， with inefficient reach. Even if an enterprise has a large number of users, it still has to spend a huge amount of cost to acquire new traffic. This is undoubtedly a huge waste of resources.
The user lifecycle platform created by Haier Home Appliances is fundamentally about transforming this "one-off transaction" into a "long-term companionship" with users. Through the Haier Home Appliances APP as the unified entry point for users, billions of users are retained on the platform. Haier Home Appliances has shifted from merely "selling hardware" to "operating users", extending the connection between the enterprise and users from a single product transaction to continuous services across all scenarios and ecosystems. By 2025, Haier Home Appliances had retained 430 million users on the platform, with a year-on-year growth of 20%.
Of course, to achieve sustained growth, one must also be able to adapt to the new challenges posed by industry competition. In the current home appliance industry, competition is no longer simply a comparison of products and costs; it has evolved into a comprehensive competition on an ecological platform. Many internet technology companies, relying on traffic and AI technology, are rushing to build smart homes. They no longer compete solely on hardware but connect all home appliances and smart devices together, providing users with a one-stop smart living experience. This has put traditional home appliance companies that only produce single hardware in a particularly passive position.
However, Haier Home Appliances had already perceived this trend. Instead of resting on the achievements in the traditional home appliance sector, it took the initiative to build a system consisting of "one channel, two platforms, and six capabilities", integrating hardware, software and ecosystem to create a comprehensive competitive advantage. On one hand, through the open platform of the smart home ecosystem, it gathered global ecosystem partners, solving the industry pain point of a single enterprise being unable to form a system; on the other hand, relying on six core capabilities such as high-endization, globalization, digitalization, intelligence, ecology and greenification, it created its own unique competitive advantage.
In 2025, Haier Home Appliances also achieved remarkable results in its strategic layout: It was designated as an implementation enterprise for the national artificial intelligence home project, and green home appliances became highly sought-after products in overseas markets such as Thailand, becoming a new source of profit growth. Through platformization, Haier Home Appliances also broke away from the traditional scope of home appliances and entered high-value-added fields such as the "person-car-home" community ecosystem. More importantly, this layout enabled Haier Home Appliances to break out of the valuation framework of traditional home appliance companies, significantly enhancing the valuation expectations in the capital market, and earning more recognition for future growth.
How can Haier Home Appliances break through the growth ceiling again? The answer lies in focusing on the present and looking to the future, keeping pace with the times and users and continuously evolving. Building a platform-based service-oriented technological ecosystem enterprise is Haier Home Appliances' comprehensive reconfiguration of its own capabilities. This reconfiguration makes the organization more flexible, the supply chain more efficient, the user relationship deeper, and the ecological competitiveness more robust!
