From township workshops to Fortune 500 companies: a manufacturing legend that continues to leapf
Midea is an outstanding representative of China's real economy's "self-subversion and continuous evolution". In the Pearl River Delta, the forefront of China's reform and opening up, Midea has seized every opportunity for industrial upgrading. In more than half a century of development, it has successively completed key leaps from accessories to complete machines, from home appliances to diversified technology industries, from domestic to global, from large-scale manufacturing to digital intelligence-driven. Since its first list of Fortune Global 500 in 2016, Midea has continued to climb the rankings, becoming one of the few manufacturing giants in China with global brand influence and the right to speak on core technologies. Its development history is a condensed picture of China's manufacturing industry catching up, parallel and even partially leading the global industry.

"Product leadership, efficiency-driven, global operation": strategic determination through the cycle
The core of Midea's success lies in its clear and firm strategic axis. In the face of fierce market competition and cyclical fluctuations, Midea has always taken "product leadership" as the foundation of its existence, and ensured that technology continues to lead through the R&D system of "three generations" (reserve generation, R&D generation, and production generation). At the same time, Midea has built unparalleled cost and efficiency advantages through deep "efficiency-driven" to promote operational excellence and digital transformation in the whole value chain such as R&D, manufacturing, supply chain and channels. "Global operation" is its engine to break through the growth ceiling, and through the three-dimensional layout of "global R&D, global manufacturing, and global sales", it has realized a profound transformation from "Chinese exports" to "local operations". These three strategic axes work together to make Midea have strong resilience through the economic cycle.

The "second curve" and To B transformation: the ecological reshaping of technology groups
Today's Midea has long gone beyond the scope of traditional home appliance manufacturers. Through forward-looking layout and mergers and acquisitions, Midea has successfully opened up the "second curve" of growth. It acquired Germany's KIRA and Israel's Servotronix to enter the field of robotics and industrial automation; integrate its HVAC, elevator, and energy businesses to create overall solutions for smart buildings; The core parts business has been independently developed into an industrial technology business group to serve customers around the world. These strategic measures have enabled Midea to successfully transform from a consumer-facing (To C) home appliance company to a global technology group that pays equal attention to the balanced development of To C and To B, and built a future-oriented multi-level growth engine.

Is your business thinking about these questions?
1. How can traditional manufacturing successfully transform into high-tech, high-value-added fields while maintaining its scale and efficiency advantages?
2. In global operations, how to effectively integrate cross-border mergers and acquisitions to achieve synergy between technology, brand and management, rather than internal friction?
3. How can giant organizations break down internal "departmental walls" through digital transformation to achieve agile collaboration and efficiency multiplication across the entire value chain of research, production, supply and marketing?
4. How to build a governance and control model that can not only stimulate the vitality of each business unit, but also ensure the unified implementation of the group's strategy?
5. How can the company's long-term strategy maintain focus and iterate in an orderly manner at different stages of development, avoiding blind diversification or rigidity and conservatism?

What is the beauty of people?
From small township factories to 100 billion technology groups, what life-and-death strategic choices has Midea experienced? How does its unique governance philosophy of "centralization and orderly decentralization" be implemented? How does Midea deal with the huge challenges of cross-cultural management when acquiring and integrating international giants such as KUKA? This study will take you deep into this representative enterprise of "Made in China" and explore the underlying logic of its evergreen foundation and continuous leapfrogging.

A comprehensive interpretation of Midea's success from the following six dimensions:
1. Corporate governance and professional manager system: Learn how Midea establishes the most representative modern enterprise system and authorized operation mechanism among China's private enterprises.
2. Global operation and cross-border M&A integration: analyze the full path of combining "going out" and "buying", as well as the practical wisdom of "localized" operation.
3. Digital transformation and lighthouse factory: Go deep into Midea's leading industrial Internet platform and "lighthouse factory" to learn the real implementation of digital intelligence in the manufacturing industry.
4. "Product-leading" R&D and innovation system: Understand how its "three generations" R&D model and global R&D layout support technological leadership.
5. Strategic focus and business structure evolution: Learn how Midea can grasp the pace of development through clear strategic axes (product leadership, efficiency-driven, global operation) and dynamic business structure adjustments.
6. Crisis awareness and culture of change: Explore how the corporate culture of "the only constant is change" drives organizations to continue to innovate themselves.

1. Zero-distance touch "lighthouse factory" and global R&D
    Visit Midea's Shunde headquarters and the microwave oven Shunde factory, which was rated as the "Lighthouse Factory" of the World Economic Forum, and witness the in-depth application of Industry 4.0 technology in complex manufacturing.
    Visit Midea's Global Innovation Center to systematically understand its complete innovation chain and global R&D layout from user research to technology transformation.

2. Meet strategists and business leaders face-to-face
    Senior managers in Midea's strategy, international business or digital fields were invited to share behind closed doors, revealing their strategic decision-making logic and core thinking driven by globalization and digitalization.
    Communicate with the leaders of the To B business (e.g. industrial technology, building technology) sector to gain practical experience in moving from the consumer market to the enterprise service market.

3. Immerse yourself in the manufacturing innovation ecology of the "Guangdong-Hong Kong-Macao Greater Bay Area"
    Arrange a visit to the Shunde Industrial Development Museum to understand the regional background of the industrial changes and the rise of beauty in the Pearl River Delta as the "world factory".
    Visit Foshan Sanlongwan Science and Technology City and feel the new regional momentum of the integrated development of high-end manufacturing and scientific and technological research and development.

4. Structured review and inspiration
    Guided by the accompanying mentor every day, the group will conduct a review and combine what they have seen and heard with the challenges of their own enterprise transformation, globalization or efficiency improvement.
    Finally, a preliminary action concept for strategic transformation, operational improvement or international expansion of the enterprise is formed.

Day 1: Decoding Midea – Governance, Strategy and Globalization
Morning: Camp opening and regional tour
    Bus Classroom: Opening a tutorial to interpret the industrial ecology of the Guangdong-Hong Kong-Macao Greater Bay Area and the growth genes of Midea as a "geo-enterprise".
    Visit the Shunde Industrial Development Hall: An overview of the "Shunde model" and the magnificent process of China's private manufacturing from "three to one supplement" to independent innovation.
Afternoon: Go deep into Midea's headquarters and lighthouse factory
    Visit the History Museum and Global Innovation Center of Midea Group Headquarters: Review the entrepreneurial journey and feel its crisis and change culture of "the only constant is change".
    Theme sharing: "Midea's Strategic Evolution and the Way of Corporate Governance", systematically learn its professional manager system, strategic main axis iteration and decentralization and authorization system.
Evening: Seminar workshop
    Theme: "How can our enterprise find a balance between conservatism and change?" "Promote deep internalization of learning on the first day.

Day 2: Insight into intelligent manufacturing - digitalization and industrial Internet practice
Morning: Thematic in-depth visit (choose one of the two)
    Option A: "Exploring the "Lighthouse Factory": The Panoramic Practice of Midea's Intelligent Manufacturing". Dive into the microwave lighthouse factory to explore how technologies such as 5G, AI, and digital twins are reshaping production, logistics, and quality control.
    Option B: "Midea Industrial Internet (M.IoT) Empowerment Practice". Learn how Meiyun Sales and Meiqing platform improve internal efficiency and empower upstream and downstream enterprises in the industrial chain externally.
Afternoon: Comparative visit to innovation ecology
    Benchmark enterprise visit (optional): Country Garden Bozhilin Robot Company (construction robot track) or Foshan's local "hidden champion" enterprise, compare and learn the transformation and upgrading paths of different manufacturing enterprises.
    Theme exchange: Discussion with the executives of the visiting enterprises to discuss different innovation models and market strategies of the high-end manufacturing industry.
Evening: Free communication and experience
    It is recommended to stroll along the Happy Coast of OCT Shunde or taste authentic Cantonese cuisine to feel the commercial vitality and life of Lingnan culture.

Day 3: Convergence Transformation - Second Curve and To B Business Exploration
Morning: Theme sharing and business visit
    Theme sharing: "Opening up the Second Curve: Midea's To B Transformation and Global M&A Integration". In-depth analysis of M&A cases such as KUKA and Gaochuang, and learn the integration of technology acquisition and market synergy.
    Visit: Visit Midea's building technology showroom or industrial technology business group exhibition hall to experience its business expansion from household air conditioners to smart buildings, from household compressors to automotive electric compressors.
Afternoon: Closing and action planning
    Closing ceremony: Summarize the itinerary on the shore of Shunde Lake, and each group shares core gains and action insights.
    Action workshop: Based on what you have learned, a list of key measures for enterprise transformation and upgrading or efficiency improvement is preliminarily formulated.
At the end of the trip, transfer to Guangzhou Baiyun International Airport or Shenzhen Bao'an International Airport.

We offer the following customized topics that can be flexibly combined or deepened according to your group's needs.

Module A: Benchmarking Aesthetics on Corporate Governance and Organizational Vitality
Theme: "Centralization and Orderly Decentralization": The Evolution of Midea's Professional Manager System and Division System
Content: 1. An in-depth review of the classic case of He Xiangjian and Fang Hongbo's leadership handover. 2. The dynamic adjustment logic of the division system from "decentralization" to "optimization". 3. How to ensure that authorization is not abused through a sound incentive and assessment system? 4. Case Study: How Midea Addresses the Challenges of Management Complexity in Diversified Businesses.

Module B: Cross-border M&A and Integration Management against Benchmarking
Theme: From M&A to Integration: The "Soft Power" of Midea's Global Operations
Content: 1. Midea's global M&A (KUKA, Toshiba Home Appliances, etc.) strategic intention screening criteria. 2. The core principle of cross-cultural integration of "respect, win-win, and localization". 3. How to balance the technical independence of the acquired company with the strategic synergy of the group? 4. Workshop: Simulate the design of a 100-day integration plan after a cross-border M&A.

Module C: Benchmarking Aesthetics: Digital Transformation and Industrial Internet
Theme: "Digital and Intelligent Transformation of Manufacturing Industry: Midea's Transition from "+ Digital" to "Digital +""
Content: 1. The architecture of Meiyun Sales and Meiqing platform and the value reconstruction of the business. 2. How data drives the whole process from user insights to flexible production and precision marketing. 3. Analysis of key success factors and return on investment in the construction of the "lighthouse factory". 4. Explore the entry path and common pitfalls of traditional enterprises to start digital transformation.

Module D: Exploring Advanced Manufacturing Clusters in the Guangdong-Hong Kong-Macao Greater Bay Area
Theme: "World-class Manufacturing in the Bay Area: From "Industrial Clusters" to "Innovation Ecology""
Content: 1. Visit Jihua Laboratory or South China Institute for Advanced Study (Foshan) to learn about the collaborative innovation mechanism of "industry-university-research". 2. Communicate with intelligent manufacturing solution providers or core enterprises in the industrial chain in the Bay Area. 3. Seminar: "New Opportunities and Challenges of Supply Chain Advantages in the Greater Bay Area in the Global Change".

We focus on providing in-depth and customized benchmarking research and business investigation services for enterprises, and are committed to connecting the most dynamic innovative enterprises with the most intellectually curious management teams. Through the immersive learning of "on-site visit + executive dialogue + cultural experience", it helps enterprises broaden their horizons, inspire inspiration, and empower growth.