ive ▁services ▁and ▁the ▁lack ▁of ▁complete ▁solutions . ▁At ▁the ▁time ▁Ha ier ' s ▁core ▁compet encies ▁lay ▁within ▁the ▁large ▁app liance ▁sector ▁and ▁not ▁the ▁small ▁electron ics ▁sector . ▁Sub sequently , ▁they ▁partner ed ▁with ▁the ▁then ▁leading ▁Io T ▁platform ▁Ing Dan ▁owned ▁by ▁the ▁C og ob uy ▁Group ▁to ▁over c ame ▁their ▁short com ings . ▁By ▁util ising ▁C og ob uy ' s ▁e cos ystem ▁and ▁supply ▁chain , ▁they ▁were ▁able ▁to ▁integrate ▁Ing Dan ' s ▁port folio ▁of ▁components , ▁modules , ▁and ▁edge ▁voice ▁analysis ▁into ▁smart ▁app liance ▁products . ▁Ha ier ▁introduced ▁their ▁smart ▁app li ances ▁across ▁seven ▁product ▁lines ▁in ▁the ▁major ▁app liance ▁industry : ▁air , ▁water , ▁clothes ▁care , ▁security , ▁voice ▁control , ▁health ▁and ▁information . ▁ ▁Company ▁strategy ▁ ▁Z hang ▁Ru imin , ▁soon ▁after ▁becoming ▁man aging ▁director ▁in ▁ 1 9 8 5 , ▁ordered ▁his ▁employees ▁to ▁destroy ▁ 7 6 ▁re fr iger ators ▁with ▁s ledge ham mers ▁following ▁a ▁customer ▁compla int ▁in ▁an ▁effort ▁to ▁rad ically ▁change ▁the ▁company ' s ▁culture ▁to ▁one ▁that ▁emb od ies ▁quality ▁control ▁practices . ▁At ▁the ▁time , ▁Chinese ▁br ands ▁for ▁dom est ically ▁produced ▁consumer ▁goods ▁were ▁generally ▁regarded ▁by ▁over se as ▁consumer ▁mark ets ▁as ▁being ▁of ▁poor ▁quality , ▁even ▁when ▁compared ▁subject ively ▁with ▁foreign ▁br ands ▁manufact ured ▁in ▁China .