Q] With a revenue target of `11,500 crore for 2025, what strategies and focus areas will play the most critical role in driving Haier’s growth?
While refrigerators remain our largest revenue contributor, we anticipate significant growth from air conditioners, LEDs, and washing machines. Our product portfolio is already well diversified. Acquiring other brands could also be a possibility, but not a current priority. However, if we identify a brand that can enhance our overall brand image, we would be open to exploring the opportunity.
We are making significant investments in manufacturing. In February, we commenced Phase 2 of our air conditioner manufacturing facility, which is scheduled for completion by the end of 2026. This expansion includes enhancements to our PCB production and injection molding capabilities.
Q] With India’s diverse consumer behaviour and your presence across multiple categories, how do you tailor your marketing strategies?
At Haier India, our marketing rests on two pillars: brand strategy and product strategy. While we operate across multiple categories, the brand always takes centre stage, with product communication built on that foundation.
Q] From a brand perspective, what has been your key focus in recent years?
Over the past three years (2023–2025), our focus has been on Sportainment, with strategic investments in cricket, tennis, and soccer. For example, in 2025, we began with the Australian Open, followed by the Champions Trophy in February, the IPL in March–April, and the French Open in June. Tennis helps us connect with a premium audience, while our presence across all four Grand Slams ensures year-round visibility, reinforcing Haier’s premium positioning.
Sports deliver both mass reach and high impact. One IPL or World Cup can build stronger brand equity than several smaller campaigns combined.
Q] How do you adapt messaging at the product level across categories?
Each category targets a different consumer group. In ACs and LED TVs, where purchase decisions are often male-driven, we highlight performance and innovations such as India’s first AI Climate Control AC and our complete TV range (OLED to Mini-LED). For refrigerators and washing machines, where decisions are largely female-led, the focus shifts to functionality, design, and innovation.
To address earlier perception challenges, being seen as ‘just a Chinese brand’ or as a ‘value-for-money player,’ we leaned on tennis, a sport that aligns with premium positioning, while also targeting Connected TV audiences: tech-savvy, urban consumers aged 25–44 years. This helped place Haier alongside high-end competitors and improve our brand value.
Q] The brand allocates 60% of its media budget to digital. Was this shift mainly to position the brand in the premium segment, or were there other factors at play?
We cater to two main segments. One is our traditional audience, which remains less active on digital platforms. The other is the emerging, tech-savvy segment, largely Gen Z, which is a major focus for us. We want this generation to know Haier early in their consumer journey.
Gen Z primarily interacts and shops through digital channels. By investing in these platforms, we can create awareness and build purchase intent among them right from the start. Even our traditional consumers, who often make offline purchases, are now researching products extensively online before buying.
Q] Haier India has largely refrained from investing in celebrity endorsements, unlike many of your competitors. Was this a deliberate strategic choice, and do you foresee adopting celebrity partnerships in the future?
This is a deliberate and strategic decision for us as a brand. We believe our product is the true hero, and therefore, we do not require brand ambassadors to promote or amplify it in the market. Guided by an innovation-driven approach, we allow our products to speak for themselves. Consequently, our focus remains on highlighting the product’s value rather than relying on celebrity endorsements.
Over the past two to three years, this strategy has yielded us strong results. We do not perceive the absence of a brand ambassador as a disadvantage. That said, I cannot rule out the possibility that our perspective may change in the future, and we may appoint a brand ambassador.
Q] In the consumer durables segment, how has the brand structured influencer marketing strategies?
We currently focus on two distinct sets of influencers. The first comprises technology reviewers, as they provide detailed, comparative insights that are critical when consumers are evaluating products such as televisions or refrigerators.
The second set includes influencers who conduct in-store visits. Through our dealer network, we facilitate these collaborations to boost dealer support, drive sales, and enhance brand imagery. These activities are usually aligned with festive seasons, when promotional offers and new product launches are underway.
Q] Given the brand’s position between established legacy brands and emerging category specialists, how do you shape your competitive strategy?
If we look at the LED category, we are at a particularly interesting inflection point. As a brand, we are uniquely positioned between two distinct sets of competitors and cannot afford to overlook either. At the same time, we must also account for specialised players in individual categories like refrigerators, washing machines, and air conditioners. While they may not be new-age brands, their deep category expertise makes them formidable competitors. Our competitive strategy, therefore, must address both the scale and heritage of legacy players as well as the focused strengths of category specialists.
PROFILE
Priyanka Sethi has over 15 years of experience in marketing across B2B and B2C sectors, with leadership roles at Panasonic, Discovery, and NEC Corporation India. At Haier, she oversees brand strategy and marketing, including positioning, customer experience, loyalty programs, digital and traditional marketing, employer branding and others.
ABOUT THE BRAND
Haier Appliances India Pvt. Ltd., a subsidiary of Haier Group, is the manufacturer of home appliances and consumer electronics. Established in India in 2003, the company has built a strong reputation for innovative, reliable, and customer-focused solutions across categories including refrigerators, washing machines, air conditioners, televisions, and kitchen appliances.
