摘 要
海爾可說是二十世紀電子家電業的一則奇蹟。一家在1984年虧損140萬元（人民幣）的公司，到2002年營業額達720億元（人民幣），20年裡年平均成長80﹪的全球化公司。
海爾獨特與眾不同的資源，使她在中國的競爭中脫穎而出，成為中國最大的家電製造商，同時在2002年快速的成為美國前五大家電製造商的跨國企業。她的管理方式已被國際接受，成功的經營模式更被哈佛大學、瑞士洛桑管理學院（IMD）、日本神戶大學及其他各國大學列為個案來研究。尤其海爾以中國哲學為基礎及完全的品質管理等概念，持續的令各大學更感興趣的研究，同時亦成為各企業之標竿。
本研究以海爾為例，說明其成長與成功的三個階段：品牌建立、產品多樣化與企業國際化。同時分析海爾總裁張瑞敏先生之哲學思想對海爾文化建立與推動之引響，且探究海爾的獨特資源，以上這些都是構成海爾的競爭優勢。 本研究亦引用Rindova 及Fombrun的競爭優勢模式，及與人之間的互動之考量，來建構出一個通用的系統競爭優勢模式，以供一般相同或不同企業之參考，乃為本研究之主要目的。

Abstract
Haier is considered one of the miracles in electronic appliances in the twentieth century. A company was with deficit of 1.47 million RMB in 1984 and became an international and global company with 72 billion RMB in 2002 and had the average growth rate of 80% in the last twenty years.
Haier has such unique and distinctive resources which have made her outstanding among the competition and she presently becomes the biggest electronic appliance manufacturer in China. Also, Haier, already a multi-national enterprise, had rapidly moved up to the top 5 ranking of the major US appliances makers in 2003. Haier’s management way is well accepted internationally and her achievement is adopted as a successful business model as well as a case study in Harvard University, IMD (Lausanne, Switzerland), Kobe University (Japan) as well as many other universities in the world. With the Chinese philosophy as a base plus the total quality management concepts continuously, Haier attracts the interest of University to study and also benchmark by the other corporations.
This paper uses Haier as a typical example to describe her three phase developments: building brand name, diversifying products and going multinational approach. It also analyses how the philosophical thinking of Haier’s president, Zhang Ruimin, affects on the enterprise culture establishment. Besides, this study identifies Haier’s distinctive resources, which constitute and create her own competitive advantage to sustain the competitiveness in the market. In addition, the research adopts Rindova and Fombrun’s competitive advantage model as a guide to generate a common systemic competitive advantage model with the consideration of human interactions. The overall objective of this paper is to construct a general competitive model that can provide the same or different enterprise as reference.

Contents
Abstract...............................................6
中文摘要...............................................7
Acknowledgments........................................8
List of Figures.......................................11
List of Tables........................................12
Chapter 1 Introduction...............................13
1.1 Objective.........................................13
1.2 Backround.........................................14
1.3 Haier's development...............................17
Chapter 2 The overview of business and competitive advantage model.......................................26
2.1 Japanese business model...........................26
2.2 Competitive advantage model.......................31
2.3 The process of competitive advantage..............34
Chpater 3 Philosophical thinking of President Zhang Ruimin .............................................42
3.1 Biography.........................................42
3.2 Zhang Ruimin's philiosophy........................43
Chapter 4 The distinctive resources of Haier.........52
4.1 Human capital management..........................52
4.2 Haier's enterprise culture........................56
4.3 Haier's unique OEC model.........................58
4.4 Haier's Market Chain.............................63
4.5 SST Mechanism....................................67
4.6 Haier Business Process Reengineering..............68
4.7 Innovation.......................................70
4.8 Haier's CRM (Customer Relationship Management)..73

Chapter 5 The evaluation of Haier's competitive advantage ............................................75
5.1 The source of competitive advantage...............75
5.2 The process of competitive advantage..............83
5.3 The systemic model of competitive advantage.......88

Chapter 6 The competitive advantage of Haier..........92
6.1 Conclusion........................................92

References............................................95

Appendix..............................................97

References
Beinhocker, E. ”Robust Adaptive Strategies.” Sloan Management Review, Spring 40(3),1999.

Lin C. The Art of War. Taipei: The World Book Company, 2000.
Macbeth, D. ” Emergent Strategy in Managing Supply Chain Change.” International Journal of Operations & Production Management, 22, p.728-738, 2002.

Pearson, Margaret M. Joint Ventures in the People's Republic of China. Princeton: Princeton University Press, 1991.

Porter, M. Competitive Strategy. New York: The Free Press, 1980.

Porter, M. Competitive Advantage. New York: The Free Press, 1985.

Porter, M. Can Japan Compete. London: MacMillan Press Limited, 2000.

Rindova, V. and C. Fombrun . “Constructing Competitive Advantage: The Role of Firm – Constituent Interactions.” Strategic Management Journal, 20: 691-710, 1999.

Yi, Jeannie J, and Shawn X. Ye. The Haier Way: The Making of a Chinese Business Leader and a Global Brand. Chicago: Lighthouse press, 2002.

Yu, Y. “ China’s Refrigerator Magnate.” The Mckinsey Quarterly, no.3, 2003.

中文參考文獻：
IBM教材研究中心編，2004，競爭優勢，台北：讀品文化。

九鼎國際編輯部編，2002，海爾傳奇，台北：九鼎國際行銷。

天下編輯著，2001，活用波特的競爭策略，台北：天下雜誌。

方至民，2000，企業競爭優勢，三重：前程企管。

宋昭儀 、李弘元譯，黑田篤郎著，2002，中國製造：揭開「世界工廠」的真相，台北：經濟新潮社。

李平貴著，2002，海爾的經營策略，台北：憲業企管顧問公司。

周旭華譯，Michael E. Porter著，1998，競爭策略：產業環境及競爭者分析，台北：天下文化。

袁世珮譯，Robert Slater 著，2002，複製奇異：傑克˙威爾許打造企業強權實戰全紀錄，台北：麥格羅˙希爾。

張文京著，2003，追求卓越：中國經營之神張瑞敏，台北：九鼎國際文化。
劉銀良著，2002，海爾，高雄：宏文館圖書。

鄭小飛，2003，中國第一CEO張瑞敏的管理法則，台北：維德文化事業有限公司。

鄭麟編譯，1957，老子道德經，台北：世界。

顏建軍、胡泳，2002，海爾中國造：21世紀最佳企業管理典範，台北：時報文化。