Wikipedia:Articles for deletion/Thunderobot
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Created with no credible claim of significance or passing of WP:NCORP. ᴢxᴄᴠʙɴᴍ (ᴛ) 14:04, 25 November 2025 (UTC)
- Note: This discussion has been included in the deletion sorting lists for the following topics: Video games, Companies, and Computing. ᴢxᴄᴠʙɴᴍ (ᴛ) 14:04, 25 November 2025 (UTC)
- Delete: the only source I could find that (as far as I could tell) comes from a reliable source is this [1] from TechRadar. That's not SIGCOV of the company itself, so I have doubts over notability. Gommeh 📖 🎮 16:19, 25 November 2025 (UTC)
- Delete - Fails WP:NGAME. ロドリゲス恭子 (talk) 19:39, 25 November 2025 (UTC)
- Keep per the significant coverage in multiple independent reliable sources.
- Chan, Hing Kai; Liu, Martin J.; Wang, Jie; Zhang, Tiantian (2022). "The Thunderobot Technologies Crowdfunding Case: Equity-Based". Responsible Innovation Management. Singapore: Springer Nature. pp. 27–31. ISBN 978-981-19-4479-6. ISSN 2731-4162. Retrieved 2025-11-27 – via Google Books.
The book notes: "Thunderobot Technologies is a reputable Chinese company that specializes in esports ardware and software. Popular apparatus and instruments provided by Thunder-obot include esports notebooks, esports desktops, and other esports peripherals. The mission of the company is to "Allow every player to have an extreme game experi-ence." In 2014, Thunderobot Technology secured its A round funding of 5 million ... As a result, Thunderobot has attracted 4 Dongjia investors with a total investment of 4.715 million RMB (accounting for 3.13% of the total shares) and ten little Dongjia investors with a total investment of 285,000 RMB (accounting for 0.19% of the total shares). After this equity-based crowdfunding financing, Thunderobot Technology successfully raised 15 million RMB and the company's value has increased from 135 million RMB to 150 million RMB. The success of this equity-based crowdfunding put Thunderobot Technology in a more competitive and advantageous position in the esports industry."
- Wang, Fengbin; Zhang, Chi (2021). Thunderobot Strives to Build a Multi-Win Ecosystem. Renmin University. doi:10.4135/9781529763980. ISBN 978-1-5297-6398-0.
The abstract notes: "Thunderobot, an SME specializing in gaming laptops, incubated in the Intelligent Interconnection Platform of Haier Group in 2014, has ranked no. 1 in the domestic market and in the top 5 in the world. Listed on National Equities Exchange and Quotations of China in September 2017, Thunderobot has been the first listed company in the game industry. Focusing in designing and marketing for gaming laptops and computer and peripheral devices, Thunderobot began its ecological layout just less than one year after its establishment. From hardware to software and then cultural creative industry, Thunderobot’s landscape is expanding. Now, Thunderobot does not fight on its own; six subsidiaries have been emerging gradually, making the Thunderobot fleet stronger. Until October 2017, Thunderobot’s ecological revenue has reached RMB 180,000,000 per month, taking 15–20% of the total. Thunderobot begins to harvest from its ecosystem. But some questions remain to be answered: How to maintain a virtuous cycle of the whole ecosystem? How can the ecosystem survive forever?"
- Liao, Ganli; Li, Lele; Zhao, Qitong; Li, Yi (2025). "Exploring multiple pathways to high entrepreneurial performance in digit-oriented spin-offs: based on optimal distinctiveness theory". Chinese Management Studies. doi:10.1108/CMS-10-2024-0751.
The article notes: "Qingdao Thunderobot Technology Co., Ltd. (Thunderobot) serves as a typical case for this configuration. As a high-performance specialized computer hardware equipment provider, Thunderobot’s products are primarily used in scenarios such as e-sports, video creation, creative design and digital office environments. Thunderobot has rapidly established its own supply chain and sales channels by deeply embedding itself within the parent network and leveraging the resources and strengths of its parent company, Haier Group. For instance, Haier’s cooperation with world-class computer original design manufacturers, such as Quanta and BlueSky, has enabled Thunderobot, as a small-scale startup, to establish direct collaborative links with these major manufacturers through Haier’s network. Simultaneously, relying on Haier’s strong resource endorsement, Thunderobot has efficiently developed independent networks by leveraging the paths provided by venture capital firms such as Zihui Ventures and SAIF Partners. It has established stable alliance relationships with companies like Tongfang Information and Compal Electronics and has built a professional gaming platform called “Shenyou Network,” thereby constructing an independent value network centered on itself. Additionally, Thunderobot has adopted exploratory strategies, continuously innovating its products and upgrading its technologies. By delving into the gaming laptop market and building an e-sports ecosystem, the company has achieved sustained business growth and high entrepreneurial performance."
- Li, Zhigang 李志刚; Xu, Chenhe 许晨鹤; Yue, Guolin 乐国林 (2016). "基于扎根理论方法的孵化型裂变创业探索性研究——以海尔集团孵化雷神公司为例" [An Exploratory Study about Incubating Spin-off Entrepreneurship Based on Grounded Theory——A Case about Thunderobot Company Incubated from Haier Group]. 管理学报 [Journal of Management] (in Chinese). Vol. 13, no. 7. pp. 972–979. Retrieved 2025-11-27 – via CQVIP.
The abstract notes: "基于理论抽样,以海尔集团孵化雷神公司为典型案例,运用扎根理论方法进行探索性挖掘,提炼出母体企业孵化、研发团队组建、商业模式形成、裂变动机产生和新创企业生成5个主范畴,在此基础上构建出涵盖以上5个要素的孵化型裂变创业理论模型,并从母体企业作用、新创业务影响、创业驱动因素等方面进一步识别了孵化型裂变创业的主要特征。"
From Google Translate: "Based on theoretical sampling, taking Haier Group's incubation of Thunderobot as a typical case, this study uses grounded theory to conduct exploratory research and extracts five main categories: parent company incubation, R&D team building, business model formation, fission motivation generation, and new enterprise generation. On this basis, an incubation-based fission entrepreneurship theoretical model covering the above five elements is constructed. Furthermore, the main characteristics of incubation-based fission entrepreneurship are identified from aspects such as the role of the parent company, the impact of new businesses, and entrepreneurial driving factors."
- Lin, Nianxiu 林念修 (2019). 全国双创示范基地创新创业百佳案例 [Top 100 Innovation and Entrepreneurship Cases in National Mass Entrepreneurship and Innovation Demonstration Bases] (in Chinese). Beijing: Social Sciences Academic Press. ISBN 978-7-5201-4932-7. Retrieved 2025-11-27 – via Google Books.
The book notes: "“雷神”是海尔内部孵化的典型代表，在海尔工作的三个“80后”发现游戏本领域的用户痛点并创业成立雷神公司，海尔双创平台对雷神公司提供了全流程全方位的投资孵化以及相关配套服务。该公司只用了半年时间产出第一款产品，创业第二年销售额就超过2亿元，创业第三年成功挂牌新三板，创造了“雷神”速度。二是脱离母体孵化模式。"
From Google Translate: ""Thunderobot" is a typical example of a company incubated within Haier. Three post-80s employees working at Haier identified user pain points in the gaming sector and founded Thunderobot. Haier's innovation and entrepreneurship platform provided Thunderobot with comprehensive investment incubation and related support services throughout the entire process. The company produced its first product in just six months, achieved sales exceeding 200 million yuan in its second year, and successfully listed on the New Third Board in its third year, creating the "Thunderobot speed." Secondly, it broke away from the parent company's incubation model."
- Chan, Hing Kai; Liu, Martin J.; Wang, Jie; Zhang, Tiantian (2022). "The Thunderobot Technologies Crowdfunding Case: Equity-Based". Responsible Innovation Management. Singapore: Springer Nature. pp. 27–31. ISBN 978-981-19-4479-6. ISSN 2731-4162. Retrieved 2025-11-27 – via Google Books.