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Haier Electrical Appliances (M) Sdn Bhd is seeking a marketing events support professional to assist in all sell-out and retail marketing activities. The role involves liaising with various departments on plans and execution, and delivering value from planning to final results.
The successful candidate will contribute to cross-functional collaboration with marketing and sales channels to achieve effective and sustainable activities, and participate in assessment reviews and improvements based on
Provide support to all sell out/retail marketing activities related job operational functions and key tasks which are assigned
Liaise with multiple department team members on sell out / marketing activity plan, process flow and execution
Deliver valuable contribution in all sell out and retail marketing activities from joint-planning to execution level
Help to drive cross functional collaboration and support with other department such as marketing and sales channel to achieved activities that are effective and sustainable
Involved in assessment review, evaluation of all sell out activities plan, tracking, process flow and final results for improvements
Job Requirements:
Possesses Diploma or Bachelor’s Degree in Marketing, Mass Communication, Event Management, Business Administration, or a related field.
Minimum1–2 years of experience in event management, roadshows, activations, exhibitions, or marketing events.
Strong event planning and project coordination skills, with the ability to manage multiple events and deadlines simultaneously.
Good communication and interpersonal skills with the ability to coordinate effectively with internal and external parties.
Strong organizational and time-management skills,with good attention to detail.
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.
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