Beginning in 1997, the group entered the stage of diversification strategy. By Comrade Deng Xiaoping's southern tour speech opportunity group merged with the 18 loss making enterprises, from a product development to diversification, including cable, cable, electrical etc..

At that time, public opinion is called “ group on the irregular road, ” industry also believes that enterprises should be professional, rather than &ldquo, and ” department store; group “ Dongfang Liang Liang again in the west, ” group has to do the first, there is a pattern in the management, transplantation corporate culture. In addition, regardless of specialization or diversification, the essence lies in the quality of the product and service system. Facts have proved that the company began to adhere to do professional enterprises have also begun to diversify, the group started earlier than they had at least ten years.

The merger of the group is different, not to invest in capital and technology, but the input of management philosophy and corporate culture, the use of intangible assets to revitalize tangible assets, to activate the group culture “ shock fish ”. Group culture activated “ shock fish ” this case was written in 2000 Harvard Case Library, Aman Chang also became the first Chinese entrepreneurs to board the Harvard forum. In this way, the group has established a leading position in China's household electrical appliance industry.