In 2013, Zhang Ruimin, the CEO of Haier Group, clarified Haier’s business model as being ‘aligning individuals and goals and win-win models’. The model can be described as a combination of real and virtual networks, featuring zero inventory and instant supply as demand arises.  This was a very difficult task to achieve as it was necessary to create a fast network, and also to have accurate information, so it had to be both fast and systematic. In Zhang Ruimin's words, the company was ‘fighting against the habits of Chinese people’. This fight was not only a . . .