海尔自1984年创业以来,始终以创造用户价值为目标,一路创业创新,历经了名牌战略、多元化发展战略、国际化战略、全球化品牌战略四个发展阶段。随着互联网时代的到来,海尔也顺势进入了第五个战略阶段——网络化战略阶段。在网络化战略阶段,海尔实施两个战略转型:一是企业转型:从“卖产品”转变为“卖服务”;二是商业模式转型:从传统商业模式转型为人单合一双赢模式。海尔组织结构也应需而变,从传统的“正三角”转变为“倒三角”组织,让每个员工都直接面对用户和市场,实现了组织的扁平化。在人单合一双赢模式的指导下,海尔实现由传统大型企业转型为开放的由利益攸关方及用户共同参与的平台型企业,让用户需求与世界一流资源在海尔开放 Since its establishment in 1984, Haier has always been committed to creating user value. It has gone through four stages of development: famous brand strategy, diversified development strategy, internationalization strategy and globalized brand strategy. With the advent of the Internet age, Haier also took advantage of the fifth strategic phase - network strategy phase. In the network strategy phase, Haier implemented two strategic transformations: First, corporate restructuring: from “selling products ” into “selling services ”; Second, the business model transformation: from the traditional business model into a single win-win situation mode. Haier organizational structure should also be changed, from the traditional “positive triangle ” into “inverted triangle ” organization, so that each employee directly to the user and the market, to achieve the organization of flat. Under the guidance of man-in-one win-win mode, Haier realizes the platform-based enterprises transformed from traditional large-scale enterprises to open by stakeholders and users so that user needs and world-class resources open in Haier