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Haier Electrical Appliances (M) Sdn Bhd in Malaysia is seeking an Ecommerce Manager to manage and grow online dealer networks across Shopee, Lazada, and TikTok Shop. You will oversee onboarding, pricing, product listings, campaigns, and sales performance.
Responsibilities also include developing and improving e-commerce SOPs, budgets, and cost management, coordinating with Logistics, and preparing weekly and monthly performance reports for management.
Manage and develop online dealers across Shopee, Lazada, TikTok Shop, and other e-commerce platforms.
Oversee dealer onboarding, pricing, product listings, campaigns, promotions, and sales performance.
Develop and improve e-commerce SOPs, processes, and operational workflows.
Manage e-commerce budgets, dealer incentives, commissions, operational costs, and cost‑saving initiatives.
Work with Logistics to evaluate courier performance, delivery coverage, fulfilment, and returned‑goods processes.
Prepare weekly/monthly reports, sales forecasts, and business performance analysis for management.
Identify operational issues and provide recommendations to improve efficiency, service quality, and business performance.
Coordinate with multiple departments and external partners to drive e‑commerce projects from planning through implementation.
Good knowledge of Shopee, Lazada, TikTok Shop, and marketplace operations.
Strong skills in data analysis, reporting, SOP development, budgeting, and cost management.
Strong communication, stakeholder management, problem‑solving, and project management skills.
Proficient in Microsoft Excel, PowerPoint, and relevant reporting tools.
Able to manage multiple priorities and work independently.
Household Goods & Appliances Manufacturing 51-100 employees
The China-based Haier Group, the world's largest home appliance manufacturer, has been pioneering a radical management approach over the past decade. “Rendanheyi”, as the model is called, has sparked intense interest in corporate circles, especially since Haier took over GE Appliances in 2016 and reversed its decade-long slump. The successful application of Rendanheyi in a Western company has demonstrated that it can work across cultures and ecosystems.
The word “Rendanheyi” captures the crux of the approach: “Ren” refers to each employee, “Dan” refers to the needs of each user, and “Heyi” refers to the connection between each employee and the needs of each user. The idea is to shrink the distance between employees and users, creating win‑win scenarios through co‑creation and collaboration.
Haier consists of more than 4,000 microenterprises, which act as separate and self‑organised entities. Each micro‑business resembles a start‑up: employees have ownership and are empowered to make their own decisions. With a “zero distance” policy and a customer‑paid salary, employees are accountable directly to users.
With the Rendanheyi model we move away from being like an empire (with a traditional, closed pyramid) to be more like a rain forest (with an open networked platform). Every empire will eventually collapse. A rain forest, on the other hand, can be sustained.
The China-based Haier Group, the world's largest home appliance manufacturer, has been pioneering a radical management approach over the past decade. “Rendanheyi”, as the model is called, has sparked intense interest in corporate circles, especially since Haier took over GE Appliances in 2016 and reversed its decade-long slump. The successful application of Rendanheyi in a Western company has demonstrated that it can work across cultures and ecosystems.
The word “Rendanheyi” captures the crux of the approach: “Ren” refers to each employee, “Dan” refers to the needs of each user, and “Heyi” refers to the connection between each employee and the needs of each user. The idea is to shrink the distance between employees and users, creating win‑win scenarios through co‑creation and collaboration.
Haier consists of more than 4,000 microenterprises, which act as separate and self‑organised entities. Each micro‑business resembles a start‑up: employees have ownership and are empowered to make their own decisions. With a “zero distance” policy and a customer‑paid salary, employees are accountable directly to users.
With the Rendanheyi model we move away from being like an empire (with a traditional, closed pyramid) to be more like a rain forest (with an open networked platform). Every empire will eventually collapse. A rain forest, on the other hand, can be sustained.
Perks and benefits