In April 2026, Hisense found itself swept up in a maelstrom of public opinion.

On one front, the 'copper-aluminum dispute' with Gree reached its conclusion. Hisense responded to its rival using an official document that Gree had previously sought to join, effectively silencing Gree's moral accusations with a pointed remark about 'double standards' and garnering public sympathy for its 'truth-telling' stance. On another front, the U.S. International Trade Commission initiated two Section 337 investigations, alleging patent infringement in Hisense's display devices.

What makes this scenario even more captivating is that it all unfolds at a pivotal moment for Hisense. The company is preparing for its 30th-anniversary celebrations and is banking on the FIFA World Cup in the United States, Canada, and Mexico to propel itself into the ranks of global top-tier brands. Thus, Hisense stands at a crucial crossroads, facing both 'internal and external challenges' and 'strategic opportunities.'

It must be acknowledged that this series of seemingly coincidental events is, in fact, an inevitable eruption as Hisense reaches the critical juncture of transitioning from a 'renowned Chinese brand' to a 'global powerhouse.' A closer examination reveals all the typical dilemmas and opportunities that Chinese home appliance companies encounter in their overseas expansion endeavors.

Local Public Opinion Battle: Winning the Verbal Duel, Yet Exposing Industry Secrets

The verbal clash between Hisense and Gree was never a simple 'plagiarism' controversy from the outset; it was an inevitable consequence of the intense 'involution' within the current air conditioning industry.

Many may have overlooked that Zhu Lei, Gree's CMO, publicly accused Hisense of 'plagiarizing' its original promotional slogans and subtly hinted at substandard materials in Hisense's products on social media, just a week before the peak sales season for air conditioners in 2026. With Hisense's 30th-anniversary brand launch event looming in just half a month, choosing this moment to stir up controversy was clearly aimed at disrupting Hisense's rhythm and reclaiming the market share in air conditioners that Hisense had been gradually eroding.

By 2025, Hisense's net profit had surged to RMB 3.187 billion, and its domestic market share in air conditioners was rapidly approaching the top tier dominated by Gree and Midea, posing a significant threat to Gree's core business.

Faced with Gree's accusations of 'plagiarism' and 'substandard materials,' Hisense refrained from engaging in an emotional online quarrel or hastily proving its innocence by flaunting its own testing reports. Instead, it directly presented an official document, laying bare the materials used by different air conditioning brands before consumers, thus shifting the debate from a moral 'right or wrong' issue to a factual 'technical route choice' discussion.

Hisense executed this battle brilliantly, winning the support of many consumers with its image of 'daring to expose industry secrets' and tearing off the industry's veil of 'copper-aluminum mixing.'

Previously, the unspoken rule that 'substituting aluminum for copper is a cost-cutting measure' was tacitly accepted by all. But now, Hisense has ripped off the veil, forcing the entire industry to face consumer scrutiny: How much of what you claim to be 'genuine copper and solid materials' is actually true?

However, for Hisense, this public opinion victory is only temporary. The real challenge lies in how to balance cost and quality in the future and how to provide clear quality commitments to consumers. After all, consumer trust is never won through verbal duels.

Globalization Chess Game: Under the World Cup Spotlight, Facing Both Overt and Covert Challenges

If the local 'copper-aluminum dispute' is a battle of domestic market saturation, then the U.S. 'Section 337 investigation' and the alliance between TCL and Sony are two formidable hurdles Hisense must overcome on its path to globalization.

As one of the earliest home appliance companies to embark on globalization, Hisense's overseas expansion strategy has been clear: capture emerging market shares through cost-effectiveness, build its brand through sports marketing, and penetrate the high-end market with technological advantages.

In 2022, Hisense sponsored the FIFA World Cup twice and secured the exclusive supply rights for Video Assistant Referee (VAR) replay in 2026, with its display technology directly contributing to the fairness of World Cup refereeing, thereby elevating its brand image. This is an excellent opportunity for Hisense, which has long sought to shed the label of a 'cheap Chinese brand.'

However, Hisense's overseas journey has been far from smooth.

Within a 48-hour span from late March to early April, the U.S. International Trade Commission (ITC) launched two Section 337 investigations against Hisense's display devices, alleging infringement of three display patents. If found guilty, Hisense's related products could be banned from entering the U.S. market.

This is no ordinary patent dispute; it is an entry barrier set by overseas competitors to prevent Hisense from seizing market share in North America, riding on the coattails of the World Cup.

Even more troublesome is Hisense's first-mover advantage in the RGB-Mini LED field, which originally allowed it to compete with high-end brands. However, TCL recently introduced this technology and shares Sony's core picture quality and sound patents. Now, the TCL+Sony combination is on par with Hisense in terms of patents and boasts a stronger brand presence, effectively setting a ceiling for Hisense in the high-end market.

Caught between the World Cup spotlight and the patent hammer and competitor siege, Hisense's globalization chess game is a precarious one. But for Hisense, no matter how significant the World Cup traffic is, it must first resolve the patent issue; otherwise, even the loudest branding efforts will be in vain if its products cannot enter the market.

Internal Balancing Act: The 'Panic' of Technical Strengths Not Compensating for Business Weaknesses

On the surface, Hisense's problems seem to stem from external factors, such as competitor provocations or overseas barriers. However, a deeper look reveals that the imbalance in Hisense's internal business structure is the root cause of all its issues.

Currently, Hisense exhibits a 'one weak, one strong' internal pattern that has persisted for many years: Hisense TV has become an industry-leading brand relying on its display technology, while Hisense Home Appliances' performance has been lackluster, with revenue declining by 5.19% year-on-year in 2025.

Why such a significant gap? The core issue lies in R&D investment.

Data shows that in the home appliance market in 2025, Midea invested RMB 17.8 billion in R&D, Haier invested RMB 10.7 billion, while Hisense Home Appliances invested less than RMB 2.4 billion, a stark contrast to Midea and Haier. Without technological advantages, Hisense can only engage in price wars, squeezing its profit margins. The copper-aluminum dispute essentially arose because Hisense chose an aluminum-for-copper technical route to control costs, giving Gree an excuse to provoke.

In 2025, the ROE index of the home appliance market declined from 19.02% in 2024 to 17.86%, indicating a slowdown in growth. This suggests that even with technological advantages, they cannot withstand the downward pressure of the entire industry. In the current global home appliance market, even the most advanced technologies struggle to drive large-scale replacement demand.

Even more troublesome is Hisense's low internal synergy efficiency, with its visual and home appliance business units operating independently and failing to share many technical and channel resources. For example, Hisense's Mini LED technology from its visual unit could be applied to home appliance displays, but until now, Hisense still procures displays for its refrigerators and washing machines from third parties. In contrast, Midea has long achieved technology sharing across all product categories, offering a superior user experience compared to Hisense.

In essence, Hisense's current problem is severe 'specialization bias.' Relying solely on technology, it can move fast but unsteadily, making it vulnerable to external disruptions. With domestic market saturation, overseas market obstacles, and internal structural issues becoming more prominent.

Conclusion

In fact, the dilemmas Hisense faces are not unique; many Chinese companies have encountered similar challenges. When Haier expanded overseas, it also faced U.S. Section 337 investigations. It took Haier two decades to become a global leader in white goods. In comparison, Hisense's chosen path of 'technology + branding' for overseas expansion is difficult, but success would open up new horizons.

In 2026, Hisense is playing a highly complex chess game. Domestically, it must reduce costs while maintaining quality to stabilize market share; overseas, it must penetrate the global market; internally, it must adjust its business structure and integrate resources between its two business units. Every move in this game will determine Hisense's development over the next decade.

Thus, Hisense's offensive and defensive strategies are also a necessary path for all Chinese manufacturing companies transitioning from 'getting bigger' to 'getting stronger.' Whether it can overcome this hurdle will not only determine if Hisense can become a true global home appliance giant but also serve as an example for more Chinese companies looking to go global: Only by strengthening their internal capabilities can they stand firm in the competitive global market.