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Haier Ecosystem Brand Podcast Series

     

Becoming an Ecosystem:Lessons from Haier's Rendanheyi Model

In this series, we dig into business ecosystems— a business model in which companies, partners, and suppliers band together in a mutually-beneficial structure to bring customer satisfaction to new levels of service—and how to build an ecosystem brand around it.

This year, we at Outthinker embarked on a journey to understand business ecosystems—a business model in which companies, partners, and suppliers band together in a mutually-beneficial structure to bring customer satisfaction to new levels of service.One of the pioneers in this type of model, which they named RenDanHeYi (RDHYM), is the Haier Group Corporation, a Chinese multinational home appliances and consumer electronics company headquartered in Qingdao, Shandong.  Since its founding in 2005 by Mr. Zhang Ruimin, RenDanHeyi has empowered employees to directly face and serve users, create user value, and realize their own shared value in doing so.In this special series, over a collection of interviews with experts and professionals in various facets of RenDanHeYi, we distill the top practices you can learn to apply these Ecosystem Brand principles to your own organization to stay competitive in the age of ecosystems.

 

#1 Interview with Martin Moerhle of EFMD

Martin Moehrle is a thought leader, consultant, and former global head of talent and learning at UBS and at Deutsche Bank, who recently developed a new RDHY certification scheme for organizational transformation in collaboration with the Haier Group.

In this podcast, he shares a thorough overview of what the RDHY model is, what principles it endorses, and the top tips in beginning your own journey of implementing these principles into your organization.

  • The origin, meaning and framework behind the RenDanHeyi Model
  • A breakdown of the eight principles that the RenDanHeyi model advocates to develop micro-entrepreneurial organizations
  • The central concepts critical to the RenDanHeyi model, such as customer-centricity, a cultural of entrepreneurialism, among others
  • How more than ever, thinking of how to brand an ecosystem, including its spectrum of services and software, rather than a product is critical

We meet with the most relevant thought leaders in business strategy and innovation to deliver answers to your most pressing business questions and challenges. Featured guests include…

Ram Charan

Whitney Johnson

David Robertson

April Rinne

The Outthinkers podcast is a growth strategy podcast hosted by Kaihan Krippendorff. Each week, we talk with forward-looking strategists and innovators that are challenging the status quo, leading the future of business, and shaping our world.

+1.212.380.7919 info@outthinker.com
Leverage
Point		“8Ps” of StrategyOpportunity
for Disruption		Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.		8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and
production?

- How can you develop a more sustainable production model to accommodate constraints on arable
land?

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.		8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
Physical
Experience		- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.		9- Where does your food rate on a taste, appearance, and freshness
scale?
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?
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