In 2005, Haier, China's driving machine maker, had over $12 billion in overall deals and was the third-positioned worldwide apparatus brand behind Whirlpool and GE. Depicts Haier's ascent from an outdated icebox production line in China's Qingdao region to a universal player with almost $4 billion in abroad deals. Haier had taken after a nontraditional extension method of entering the created markets of Europe and the United States as a corner player before wandering into neighboring Asian markets. Confronting extreme rivalry and value wars in the residential business sector, in 2005 Haier was trying harder to fabricate an internationally perceived brand. Could Haier complete with any semblance of Whirlpool and GE in their home market? Could Haier effectively guard against Chinese and multinational challengers in China while assembling a brand abroad?
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