盈康一生：场景化战略的四重转型
案例编号：
CN_2026ZLGL_4655
被浏览次数：
4
案例名称：
盈康一生：场景化战略的四重转型
译名：
Yingkang Life: Four Strategic Leaps of Scenario-based Strategizing
案例作者：
王凤彬、张琦、郭长伟、王阳雯
作者单位：
中国人民大学商学院；中国科学技术大学科技商学院
译者：
-
案例企业：
盈康一生（隶属海尔集团）
行业：
制造业
学科领域：
战略管理、创业与创新、其他
规模：
大型
案例语种：
中文
案例类型：
决策型
中文关键词：
海尔、大健康产业、场景化、生态系统、开放式创新、校级案例
英文关键词：
Healthcare Industry, Scenarization, Ecosystem, Open Innovation, Strategizing
中文摘要：
2017年前后，海尔以既有生物医疗低温存储业务为支点加速布局大健康；2019年，盈康一生正式成立为海尔集团大健康生态品牌。从最初的战略决策者谭丽霞，到后续推动关键变革的龚雯雯，盈康一生团队面临一系列关键决策：是着力于现有的制冷技术优势进行技术升级，还是深入现场重新理解用户需求？如何从传统的设备供应商转变为临床专家的合作伙伴？如何通过技术融合创造前所未有的新场景？如何突破企业自身认知边界，建立让临床需求持续转化的组织机制？面对这一系列问题，强调场景化的战略思维成为了破局之道。本案例呈现了盈康一生所经历的四个阶段转型过程：第一，深入医院现场调研发现真实需求，完成从产品思维到场景思维的认知转变；第二，通过“进三甲”战略与顶尖专家建立深度合作，实现从设备供应商到临床合作伙伴的身份转变；第三，通过制冷技术与自动化技术的融合，创造出冷藏发药机等全新产品品类；第四，建立海医汇平台，构建需求端导向的开放式创新机制。案例展现了传统制造企业通过场景化思维实现生态转型的完整路径，为理解制造业服务化转型、场景驱动的商业模式创新以及开放式创新机制提供了丰富的实践素材。
英文摘要：
In 2017, facing the challenge of slowing growth in the white goods industry, Haier Group decided to enter the healthcare sector to seek new growth opportunities. From initial strategic decision-maker Tan Lixia to Gong Wenwen who later drove key transformations, the Haier Healthcare team confronted a series of critical decisions: Should the company focus on leveraging Haier Biomedical’s existing refrigeration technology advantages for technical upgrades, or should it conduct on-site research to redefine user needs? How could the company transform from a traditional equipment supplier to a clinical partner for experts? How could it create unprecedented new scenarios through technology fusion? How could it break through the cognitive boundaries of the enterprise itself and establish institutional mechanisms for continuous transformation of clinical needs? This case demonstrates four key stages of Haier Healthcare: First, conducting in-depth on-site hospital research to discover real needs, completing the cognitive transformation from product thinking to scenario thinking; second, establishing deep connections with top experts through the “Enter Top-tier Hospitals” strategy, achieving identity transformation from equipment supplier to clinical partner; third, creating entirely new product categories like refrigerated dispensing machines through the fusion of refrigeration and automation technologies; fourth, establishing the Haiyihui platform to build a demand-driven open innovation mechanism. The case illustrates the complete pathway for traditional manufacturing enterprises to achieve ecosystem transformation through scenario-based thinking, providing rich practical materials for understanding manufacturing servitization transformation, scenario-driven business model innovation, and open innovation mechanisms.
适用对象：
本科|MBA|EMBA|高管培训
编写方式：
采编
开发时间：
2025
入库时间：
2026
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