hetbahn case technology management and strategy. hetbahn case presented by kihoon kim, toikye cho,...
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HETBAHN Case
Technology Management and Strategy
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HETBAHN Case
Presented byKihoon Kim, Toikye Cho, Younghwan Jeon
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HETBAHN Case
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HETBAHN Case
PART Ⅰ PART Ⅱ PART Ⅲ
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HETBAHN Case
PART I
PART Ⅰ PART Ⅱ PART Ⅲ
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Introduction
1. Company Overview2. Industry Overview3. Product Overview
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Introduction
“CJ creates a Healthy, Happy and Convenient Lifestyle”
VisionTo become a Global Enterprise that
Creates a Healthy, Happy and Convenient Lifestyle
MissionTo Create Premium Value for Customers,
Shareholders and Employees by Supplying the Best Products and Services through the "Only
One" Spirit
1. Company Overview *Vision & Mission
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Introduction
CJ’s business areas include food, bio, processed food, animal feed, pharmaceuticals and entertainment
Food
LogisticsEntertainme
ntIT Infrastructure
Bio Technology
1. Company Overview *Business Area
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Introduction
CJ’s is one of the biggest companies in food industry in Korea
1. Company Overview *Business Performance
(April, 2010)
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Introduction
CJ’s is one of the biggest companies in food industry in Korea
1. Company Overview *Business Performance
(April, 2010)
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Introduction
1. Company Overview *History before HETBAHN
(1953~)
1953~1970Foundation and Take off
1973~1980 Growing into Composite Food Company
1980~1990 Advanced Technology Development and Overseas Market Entry
1991~1995 Diversifying Independent Business Fields
Launching Life and Culture Group 1996~
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Introduction
1. Company Overview *History before HETBAHN
(1953~1997)
1953. 8. Founded Cheil Jedang Co., Ltd. (the first manufacturing business of Samsung Group) 11. Commenced sugar manufacturing (first sugar- producing facility of Korea)1973. 11. Commenced animal feed manufacturing 1975. 11. Commenced production of ‘Dashida’1987. 2. Founded Cheil Frozen Food 1991. 11. Commenced life science business 1994. 2. Entered food service business1996. 2. Established CGV, the multiplex theater 1997.4. Completed official and legal separation from Samsung Group1997.12.
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Introduction
1. Company Overview *History before HETBAHN
(1953~1997)
1953. 8. Founded Cheil Jedang Co., Ltd. (the first manufacturing business of Samsung Group) 11. Commenced sugar manufacturing (first sugar- producing facility of Korea)1973. 11. Commenced animal feed manufacturing 1975. 11. Commenced production of ‘Dashida’1987. 2. Founded Cheil Frozen Food 1991. 11. Commenced life science business 1994. 2. Entered food service business1996. 2. Established CGV, the multiplex theater 1997.4. Completed official and legal separation from Samsung Group1997.12.
HETBAHN selected as hit product in the field of ready-to-eat processed foods at the Korea Consumer Festival 1997CJ General Research Center won a prize of 1st Technology Research Center Award from the Ministry of Science and Technology for outstanding research performance
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Introduction
Food businesses gave constant effort to develop ready-to-eat processed rice product to meet the market taste
The market was attracting businesses with great potential demand
Frozen Rice (1993~)•Food businesses adopted frozen fried-rice, frozen rice-
ball manufacturing facilities from Japan•Market penetration was unsuccessful due to bad taste
2. Industry Overview *Ready-to-eat Processed Rice
Retort Rice (1995~)•Market penetration was unsuccessful due to bad taste
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Introduction
Food businesses gave constant effort to develop ready-to-eat processed rice product to meet the market taste
The market was attracting businesses with great potential demand
Frozen Rice (1993~)•Food businesses adopted frozen fried-rice, frozen rice-
ball manufacturing facilities from Japan•Market penetration was unsuccessful due to bad taste
2. Industry Overview *Ready-to-eat Processed Rice
Retort Rice (1995~)•Market penetration was unsuccessful due to bad taste
Aseptic Rice (1997~)•Aseptic packaged rice introduced to the market by CJ
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Introduction
HETBAHN had bean launched in 1996 and became a bestselling ready-to-eat processed food in 1997
3. Product Overview *Brief History of HETBAHN
1996. 12. CJ developed Aseptic Packaging System and launched brand new aseptic packaged ready-to-eat processed rice, HETBAHN.
1997. 7. CJ supplied HETBAHN to KOREANAIR. HETBAHN began to be served as airline food.
1997. 12. HETBAHN recognized as the best-hit- product from 12 newspapers.
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Motivation of
Innovation1. Demographic Changes2. New Knowledge
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Motivation of Innovation
1. Demographic Changes
2. New Knowledge
*”The Discipline of Innovation”, HBR, Peter F. Drucker
(Unexpected Occurrence, Incongruities, Process Needs, Industry & Market Change, Demographic Change, Changes in Perception,
New Knowledge)
Structure of food market had been changed as the number of nuclear family increased the number of double-income family increased
Life style / Eating habits had been changed
The new structure of food market had created massive opportunities for ready-to-eat processed food providers
CJ developed new technology“Aseptic Packaging System”
(Details follow)
New Knowledge of Aseptic Packaging System brought
Changes in Perception of ready-to-eat food product (Details follow)
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Motivation of Innovation
1. Demographic Changes
2. New Knowledge
*”The Discipline of Innovation”, HBR, Peter F. Drucker
(Unexpected Occurrence, Incongruities, Process Needs, Industry & Market Change, Demographic Change, Changes in Perception,
New Knowledge)
Structure of food market had been changed as the number of nuclear family increased the number of double-income family increased
Life style / Eating habits had been changed
The new structure of food market had created massive opportunities for ready-to-eat processed food providers
CJ developed new technology“Aseptic Packaging System”
(Details follow)
New Knowledge of Aseptic Packaging System brought
Changes in Perception of ready-to-eat food product (Details follow)
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Motivation of Innovation
1. Demographic Changes
2. New Knowledge
*”The Discipline of Innovation”, HBR, Peter F. Drucker
(Unexpected Occurrence, Incongruities, Process Needs, Industry & Market Change, Demographic Change, Changes in Perception,
New Knowledge)
Structure of food market had been changed as the number of nuclear family increased the number of double-income family increased
Life style / Eating habits had been changed
The new structure of food market had created massive opportunities for ready-to-eat processed food providers
CJ developed new technology“Aseptic Packaging System”
(Details follow)
New Knowledge of Aseptic Packaging System brought
Changes in Perception of ready-to-eat food product (Details follow)
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68% of households owned at least one microwave in 1996.
Microwave became a one of the most popular equipment.
Motivation of Innovation
1. Demographic Changes(cont.)
5-day-work-week Increasing female employment Microwave
5-day-work-week changed the life style of the customers.
Customers started to enjoy sports and leisure activities on weekends.
The number of female employment kept increasing.
Females’ role changed from housewife to career women.
1980 1985 1990 1997
(x10,000)
68%
32%
(Number of female
employment)
(Proportion of microwave ownership)
The changes implies that the customers’ potential demand for convenient food increased significantly.
Statistics Korea Statistics Korea
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68% of households owned at least one microwave in 1996.
Microwave became a one of the most popular equipment.
Motivation of Innovation
1. Demographic Changes(cont.)
5-day-work-week Increasing female employment Microwave
5-day-work-week changed the life style of the customers.
Customers started to enjoy sports and leisure activities on weekends.
The number of female employment kept increasing.
Females’ role changed from housewife to career women.
1980 1985 1990 1997
(x10,000)
68%
32%
(Number of female
employment)
(Proportion of microwave ownership)
The changes implies that the customers’ potential demand for convenient food increased significantly.
Statistics Korea Statistics Korea
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68% of households owned at least one microwave in 1996.
Microwave became a one of the most popular equipment.
Motivation of Innovation
1. Demographic Changes(cont.)
5-day-work-week Increasing female employment Microwave
5-day-work-week changed the life style of the customers.
Customers started to enjoy sports and leisure activities on weekends.
The number of female employment kept increasing.
Females’ role changed from housewife to career women.
1980 1985 1990 1997
(x10,000)
68%
32%
(Number of female
employment)
(Proportion of microwave ownership)
The changes implies that the customers’ potential demand for convenient food increased significantly.
Statistics Korea Statistics Korea
![Page 24: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/24.jpg)
68% of households owned at least one microwave in 1996.
Microwave became a one of the most popular equipment.
Motivation of Innovation
1. Demographic Changes(cont.)
5-day-work-week Increasing female employment Microwave
5-day-work-week changed the life style of the customers.
Customers started to enjoy sports and leisure activities on weekends.
The number of female employment kept increasing.
Females’ role changed from housewife to career women.
1980 1985 1990 1997
(x10,000)
68%
32%
(Number of female
employment)
(Proportion of microwave ownership)
The changes implies that the customers’ potential demand for convenient food increased significantly.
Statistics Korea Statistics Korea
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Technology
Management 1. Key Success Factors
2. Aseptic Packaging System (Core Technology of HETBAHN)
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Technology Management
Both Brand Image and R&D are KSFs for CJ’s ready-to-eat rice product
1. Key Success Factors
Customer-DrivenCustomer-Driven Knowledge-DrivenKnowledge-Driven
Brands or Customer Relations are relatively
important
Brands or Customer Relations are relatively
important
R&D is relatively important
R&D is relatively important
Capacity-DrivenCapacity-Driven
Physical capital is relatively important
Physical capital is relatively important
*KSFs for ready-to-eat rice product
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Technology Management
Both Brand Image and R&D are KSFs for CJ’s ready-to-eat rice product
1. Key Success Factors
Customer-DrivenCustomer-Driven Knowledge-DrivenKnowledge-Driven
Brands or Customer Relations are relatively
important
Brands or Customer Relations are relatively
important
R&D is relatively important
R&D is relatively important
Food products industry is Customer-Driven Industry in general
The taste of ready-to-eat rice must be upgraded through New Knowledge to meet the mass market
Capacity-DrivenCapacity-Driven
Physical capital is relatively important
Physical capital is relatively important
*KSFs for ready-to-eat rice product
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Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
Potential customer demand for Ready-to-Eat Rice
Frozen Rice and Retort Ricecould meet only small portion of
the enormous demand because of BAD TASTE
CJ could meet the massive marketwith the new product
which provides outstanding taste
Aseptic Packaged Ready-to-Eat Ricewhich tastes just like home-made rice
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Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
Potential customer demand for Ready-to-Eat Rice
Frozen Rice and Retort Ricecould meet only small portion of
the enormous demand because of BAD TASTE
CJ could meet the massive marketwith the new product
which provides outstanding taste
Aseptic Packaged Ready-to-Eat Ricewhich tastes just like home-made rice
![Page 30: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/30.jpg)
Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Innovative Packaging Process: Aseptic Packaging
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Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Innovative Packaging Process: Aseptic Packaging
1. Clean Room
*HETBAHN factory is managed as clean as semiconductor factories
*Number of particles of dust:100/ft^2 (Normally there exist 20,000 particles of dust/ft^2 in the air)
2. Inspection
*3-hour-cleaning must be conducted everyday
*If any problem occurs:All the processes must be stop immediately until the problem gets identified and removed
3. UV Sterilization
*All the packages must be sterilized with UV
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Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Innovative Packaging Process: Aseptic Packaging
1. Clean Room
*HETBAHN factory is managed as clean as semiconductor factories
*Number of particles of dust:100/ft^2 (Normally there exist 20,000 particles of dust/ft^2 in the air)
2. Inspection
*3-hour-cleaning must be conducted everyday
*If any problem occurs:All the processes must be stop immediately until the problem gets identified and removed
3. UV Sterilization
*All the packages must be sterilized with UV
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1. Clean Room
*HETBAHN factory is managed as clean as semiconductor factories
*Number of particles of dust:100/ft^2 (Normally there exist 20,000 particles of dust/ft^2 in the air)
Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Innovative Packaging Process: Aseptic Packaging
2. Inspection
*3-hour-cleaning must be conducted everyday
*If any problem occurs:All the processes must be stop immediately until the problem gets identified and removed
3. UV Sterilization
*All the packages must be sterilized with UV
4. Vacuum-packing
*Packaged rice gets cooled in cold water for 15minutes*No preservative is needed because the rice is vacuum-packed
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Technology Management
2. Aseptic Packaging System (Core Technology of HETBAHN)
No PreservativeNo Extreme
HeatingNo Freezing
No DehydrationHETBAHN can be stored in room temperature for 6 month,
doesn’t have to be kept in freezer,and delivers the Great Taste just like home-made rice!
*Innovative Packaging Process:
Aseptic Packaging
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Technology Management
Aseptic Packaging System provides outstanding taste
2. Aseptic Packaging System (Core Technology of HETBAHN)
Frozen Rice Retort Rice Aseptic Rice
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Technology Management
Aseptic Packaging System provides outstanding taste
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Freeze cooked rice from 40℃ to below 0 ℃
*Can be stored for an year in a freezer
*Heat cooked rice to over 100 ℃ for sterilization
*Can be stored in room temperature for an year
*Seal the cooked like in room temperature
Can be stored in room temperature for 6 months
Frozen Rice Retort Rice Aseptic Rice
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Technology Management
Aseptic Packaging System provides outstanding taste
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Freeze cooked rice from 40℃ to below 0 ℃
*Can be stored for an year in a freezer
*Heat cooked rice to over 100 ℃ for sterilization
*Can be stored in room temperature for an year
*Seal the cooked like in room temperature
Can be stored in room temperature for 6 months
Frozen Rice Retort Rice Aseptic Rice
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Technology Management
Aseptic Packaging System provides outstanding taste
2. Aseptic Packaging System (Core Technology of HETBAHN)
*Freeze cooked rice from 40℃ to below 0 ℃
*Can be stored for an year in a freezer
*Heat cooked rice to over 100 ℃ for sterilization
*Can be stored in room temperature for an year
*Seal the cooked rice in room temperature
Can be stored in room temperature for 6 months
Frozen Rice Retort Rice Aseptic Rice
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Timing of Entry
1. First-Mover Disadvantages2. Overcoming Disadvantages3. First-Mover Advantages
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Timing of Entry
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market and had to face first-mover disadvantages
1. First-Mover Disadvantages
Uncertainty of Customer Requirements
Uncertainty of Customer Requirements High Development ExpensesHigh Development Expenses
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Timing of Entry
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market and had to face first-mover disadvantages
1. First-Mover Disadvantages
Uncertainty of Customer Requirements
Uncertainty of Customer Requirements High Development ExpensesHigh Development Expenses
Previous Ready-to-Eat Rice products failed to penetrate the market due to the bad taste.
The failure of the frozen rice and retort rice established negative customer perception of Ready-to-Eat rice product.
Previous Ready-to-Eat Rice products failed to penetrate the market due to the bad taste.
The failure of the frozen rice and retort rice established negative customer perception of Ready-to-Eat rice product.
Aseptic Packaging System required huge amount of initial cost for establishing the facility.
The new process required high cost of maintenance for keeping the cleanness.
R&D for Aseptic Packaging system took 2 years
Aseptic Packaging System required huge amount of initial cost for establishing the facility.
The new process required high cost of maintenance for keeping the cleanness.
R&D for Aseptic Packaging system took 2 years
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Timing of Entry
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market and had to face first-mover disadvantages
1. First-Mover Disadvantages
Uncertainty of Customer Requirements
Uncertainty of Customer Requirements High Development ExpensesHigh Development Expenses
Previous Ready-to-Eat Rice products failed to penetrate the market due to the bad taste.
The failure of the frozen rice and retort rice established negative customer perception of Ready-to-Eat rice product.
Previous Ready-to-Eat Rice products failed to penetrate the market due to the bad taste.
The failure of the frozen rice and retort rice established negative customer perception of Ready-to-Eat rice product.
Aseptic Packaging System required huge amount of initial cost for establishing the facility.
The new process required high cost of maintenance for keeping the cleanness.
R&D for Aseptic Packaging system took 2 years
Aseptic Packaging System required huge amount of initial cost for establishing the facility.
The new process required high cost of maintenance for keeping the cleanness.
R&D for Aseptic Packaging system took 2 years
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Timing of Entry
2. Overcoming Disadvantages
Product Price
Promote
Place
*Marketing 4P
CJ overcame first-mover disadvantages through Marketing 4P
Outstanding tasteConvenient storage
TV advertisementsOffering free samples
Competitive price(1050won) compare to a bowl of rice served in restaurants (around 1000won)
Concentrated displays in convenience stores in urban area
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Timing of Entry
3. First-Mover Advantages
Brand LoyaltyBrand Loyalty Reaping Increasing Returns
Reaping Increasing Returns
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market
and enjoyed the first-mover advantages
![Page 45: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/45.jpg)
Timing of Entry
3. First-Mover Advantages
Brand LoyaltyBrand Loyalty Reaping Increasing Returns
Reaping Increasing Returns
Achieved 91% brand awareness in only 1 year from the launching
“HETBAHN” became a BYWORD for ready-to-eat rice
Achieved 91% brand awareness in only 1 year from the launching
“HETBAHN” became a BYWORD for ready-to-eat rice
Attained 15,000,000,000won annual revenue in 3 years from the launching
Attained 15,000,000,000won annual revenue in 3 years from the launching
91%
9%
HETBAHN report, 2000
0
100
200
300
400
500
600
700
800
900
1997 1999 2001 2003 2005
SERI, 2005
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market
and enjoyed the first-mover advantages
(Brand awareness: Ready-to-eat rice)
(Market sales of HETBAHN)
![Page 46: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/46.jpg)
Timing of Entry
3. First-Mover Advantages
Brand LoyaltyBrand Loyalty Reaping Increasing Returns
Reaping Increasing Returns
Achieved 91% brand awareness in only 1 year from the launching
“HETBAHN” became a BYWORD for ready-to-eat rice
Achieved 91% brand awareness in only 1 year from the launching
“HETBAHN” became a BYWORD for ready-to-eat rice
Attained 15,000,000,000won annual revenue in 3 years from the launching
Attained 15,000,000,000won annual revenue in 3 years from the launching
91%
9%
HETBAHN report, 2000
0
100
200
300
400
500
600
700
800
900
1997 1999 2001 2003 2005
SERI, 2005
CJ was the first mover of the Aseptic Packaged Ready-to-Eat Rice market
and enjoyed the first-mover advantages
(Brand awareness: Ready-to-eat rice)
(Market sales of HETBAHN)
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Types of Innovation
1. Types of Innovation
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Types of Innovation
Convenience
Taste
*Product & Process Innovation
PRODUCT
CJ produced new product which could bring
outstanding taste to the customers
PROCESS
CJ implemented new process which could produce ready-
to-eat rice in room temperature
HETBAHN: Product Innovation & Process Innovation
![Page 49: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/49.jpg)
Types of Innovation
Convenience
Taste
*Product & Process Innovation
PRODUCT
CJ produced new product which could bring
outstanding taste to the customers
PROCESS
CJ implemented new process which could produce ready-
to-eat rice in room temperature
HETBAHN: Product Innovation & Process Innovation
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Types of Innovation
*Radical & Competence Destroying Innovation
RADICAL
HETBAHN was the first product which was manufactured
through aseptic packaging system
HETBAHN: Radical Innovation & Competence Destroying Innovation
COMPETENCE DESTROYING
Aseptic packaging system made previous CJ’s ready-to-eat
rice packaging system obsolete.
It was entirely new technology.
![Page 51: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/51.jpg)
Types of Innovation
*Radical & Competence Destroying Innovation
RADICAL
HETBAHN was the first product which was manufactured
through aseptic packaging system
HETBAHN: Radical Innovation & Competence Destroying Innovation
COMPETENCE DESTROYING
Aseptic packaging system made previous CJ’s ready-to-eat
rice packaging system obsolete.
It was entirely new technology.
![Page 52: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/52.jpg)
Stakeholder Model
1. Stakeholder Analysis
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Stakeholder Model
1. Stakeholder Analysis
Stakeholders who are better off with HETBAN:Stockholders, Suppliers, Government, Customers
*Benefits of HETBAHN
![Page 54: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/54.jpg)
Stakeholder Model
1. Stakeholder Analysis
Stockholders(More Earning
per Share)
Suppliers(Increasing Demand)
Government(Reducing Cost of
Government-stock rice)
Customers(Tasty
Ready-to-Eat Rice)
Stakeholders who are better off with HETBAN:Stockholders, Suppliers, Government, Customers
*Benefits of HETBAHN
![Page 55: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/55.jpg)
HETBAHN Case
PART II
PART Ⅰ PART Ⅱ PART Ⅲ
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Analysis of
Technology Diffusion 1. Market Growth & Brand Image
2. Technology S-Curve
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Analysis of Technology Diffusion
Market sales of HETBAHN increased consistently with high growth rateThe brand image of HETBHAN was the best in the market
7.6%17.1%
94%
0
10
20
30
40
50
60
70
80
90
100
CJ 햇반 농심 햅쌀밥 오뚜기 맛있는밥0
100
200
300
400
500
600
700
800
900
1997 1999 2001 2003 2005
Market Sales of CJ HETBHAN
- 2005 seri, CJ
Perceived Brand Image Rate
The sales increased 30 ~ 40% every year Brand image of CJ HETBHAN was overwhelming
- 2005 seri, CJ
1. Market Growth & Brand Image
*HOWEVER!(cont.)
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Analysis of Technology Diffusion
Market sales of HETBAHN increased consistently with high growth rateThe brand image of HETBHAN was the best in the market
7.6%17.1%
94%
0
10
20
30
40
50
60
70
80
90
100
CJ 햇반 농심 햅쌀밥 오뚜기 맛있는밥0
100
200
300
400
500
600
700
800
900
1997 1999 2001 2003 2005
Market Sales of CJ HETBHAN
- 2005 seri, CJ
Perceived Brand Image Rate
The sales increased 30 ~ 40% every year Brand image of CJ HETBHAN was overwhelming
- 2005 seri, CJ
1. Market Growth & Brand Image
*HOWEVER!(cont.)
![Page 59: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/59.jpg)
Analysis of Technology Diffusion
The market of aseptic packaged rice became saturated
Sales of Aseptic Packaged Rice Market
- CJ survey
0
200
400
600
800
1000
1200
1400
1997 1999 2001 2003 2005
S-curve ofdiffusion
1. Adoption is initially slow because the
product is unfamiliar
2. Adoption accelerates as the product becomes
well understood
3. Eventually market is saturated and the rate of new adoptions declines
2. Technology S-Curve
The market growth rate DECREASED
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Analysis of Technology Diffusion
The market share of HETBHAN constantly decreased
The market share of HETBAHN DECREASED
72%80.8%86.8%
100%
19.1%19.2%13.2% 8.9%
0%10%20%30%40%50%60%70%80%90%
100%
2002년이전 2002년 2003년 2004년
CJ 햇반 농심햅쌀밥 오뚜기맛있는밥
Market Share in Aseptic Packaged Rice
- 2005 YTN news- CJ survey
0
200
400
600
800
1000
1200
1400
1997 1999 2001 2003 2005
S-curve ofdiffusion
2. Technology S-Curve
Sales of Aseptic Packaged Rice Market
The market growth rate DECREASED
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Analysis of Technology Diffusion
CJ had to deal with the threat of competitors and decreasing market growth rate
Entering
The productBecomesperceived
Growing
Power of brand image
becomes strong
Saturation
The growthof market’
almost finish
time
2. Technology S-Curve
![Page 62: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/62.jpg)
Analysis of Technology Diffusion
CJ had to deal with the threat of competitors and decreasing market growth rate
Market growth rate decreased
Entering
The productBecomesperceived
Growing
Power of brand image
becomes strong
Saturation
The growthof market’
almost finish
time
Threat of competitors
2. Technology S-Curve
*Threat of competitors*Decreasing market growth
rate
?
![Page 63: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/63.jpg)
Implemented
Strategies1. Protecting Innovation2. Changing the Rule of Competition3. Individualized Strategies for
Competitors
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CJ protected the right to use the name, “HETBHAN” Patents registered: Korean Intellectual Property Office
•“HETBHAN” became a BYWORD for aseptic processed rice•The name, “HETBHAN”, distinguished the product from the others
Implemented Strategies
1. Protecting Innovation*Trade Mark
![Page 65: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/65.jpg)
CJ protected the right to use the name, “HETBHAN” Patents registered: Korean Intellectual Property Office
•“HETBHAN” became a BYWORD for aseptic processed rice•The name, “HETBHAN”, distinguished the product from the others
PATENT Patents registered in KIPO
CJ registered 16 patents to protect the name “HETBHAN”
Implemented Strategies
1. Protecting Innovation*Trade Mark
TRADE MARK
![Page 66: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/66.jpg)
TASTE- As the technology of “Aseptic processed rice” spread out, the taste of
competitors ready-to-eat rice became almost the same
BRAND IMAGE- Consumers bought HETBAHN based on brand image at the first. However,
the brand image slowly became less influential.
Previous rule of competition
Implemented Strategies
2. Changing the Rule of Competition
![Page 67: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/67.jpg)
TASTE- As the technology of “Aseptic processed rice” spread out, the taste of
competitors ready-to-eat rice became almost the same
BRAND IMAGE- Consumers bought HETBAHN based on brand image at the first. However,
the brand image slowly became less influential.
VARIETY in CUSTOMER OPTION- CJ expanded the product line and started to provide derivative products of
HETBAHN
Previous rule of competition
New rule of competition
To survive in the fierce competition,
CJ changed the rule of competition!
Implemented Strategies
2. Changing the Rule of Competition
![Page 68: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/68.jpg)
By providing variety in customer option, CJ tried to capture more customers
Different size Rice soupRice with sauce Rice with soup
People who eat more or less than 200g
People who want to eat rice soup
10s and 20s 30s and 40s
200g is too much or too small
For breakfast For lunch or dinner For breakfast or dinner
880~1880 won
target
situation
price 2430 won 2430 won 2540 won
Implemented Strategies
2. Changing the Rule of Competition
![Page 69: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/69.jpg)
CJ tried to expand the market of ready-to-eat rice
- CJ survey (N=211)
When does customer want ready-to-eat rice?
How often does customer buy ready-to-eat rice?
- CJ survey (N=211)
Implemented Strategies
2. Changing the Rule of Competition
provideVARIETY in CUSTOMER OPTION
![Page 70: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/70.jpg)
The individualized strategies implemented to deal with the threats
Threat 1NONGSIM`s low price products
Threat 2DONWON F&B`s High quality rice
Providelow-price-package of HETBAHN
Alliancewith Joennam rice association
Implemented Strategies
3. Individualized Strategies for Competitors
![Page 71: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/71.jpg)
Analysis of the
company1. SWOT analysis2. Five forces analysis3. Value Chain analysis4. BCG analysis
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SWOT
Strength Weakness
ThreatsOpportunities
Analysis of the Company
1. SWOT Analysis
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SWOT
Strength Weakness
ThreatsOpportunities
•Accumulated knowledge & knowhow
•Powerful brand image
•Rice is essential food
• Price of rice varies
•Negative perception of instant food
Analysis of the Company
1. SWOT Analysis
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SWOT
Strength Weakness
ThreatsOpportunities
•Accumulated knowledge & knowhow
•Powerful brand image
•Rice is essential food
• Price of rice varies
•Negative perception of instant food
•Microwave is available everywhere
•Increasing female employment
•Modern life style: too busy to cook
•Increasing export
•Competitors
•Economic recession
•Regulations (Plastic Package)
Analysis of the Company
1. SWOT Analysis
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2. Five Forces Analysis
Existing Rivalry
Potential Entrance
Threats of substitutes
Bargaining power of suppliers
Bargaining power of buyers
High
Low
Analysis of the Company
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2. Five Forces Analysis
Existing Rivalry
• Many companies were already involved
in the market of “aseptic processed
rice”
Potential Entrance
• Korean food companies
• Foreign companies
Threats of substitutes
Bargaining power of suppliers
Bargaining power of buyers
•Fast foods(such as hamburger, sandwich, kimbab, instant noodle
etc)
High
Low
Analysis of the Company
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2. Five Forces Analysis
Existing Rivalry
• Many companies were already involved
in the market of “aseptic processed
rice”
Potential Entrance
• Korean food companies
• Foreign companies
Threats of substitutes
Bargaining power of suppliers
Bargaining power of buyers
• Plenty of farms were available for supply
•Fast foods(such as hamburger, sandwich, kimbab, instant noodle
etc)
• CJ already had good brand image and customer royalty
High
Low
Analysis of the Company
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2. Five Forces Analysis
Existing Rivalry
• Many companies were already involved
in the market of “aseptic processed
rice”
Potential Entrance
• Korean food companies
• Foreign companies
Threats of substitutes
Bargaining power of suppliers
Bargaining power of buyers
• Plenty of farms were available for supply
•Fast foods(such as hamburger, sandwich, kimbab, instant noodle
etc)
• CJ already had good brand image and customer royalty
High
Low
Analysis of the Company
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3. Value Chain Analysis
Technological Development
Human Resource Management
Firm Infrastructure
Procurement
Inb
ou
nd
Log
isti
cs
Op
era
tion
s
Ou
tbou
nd
Log
isti
cs
Mark
eti
ng
&
Sale
s
Serv
ice
adva
ntag
e
competitve
SupportActivities
Primary Activities
Analysis of the Company
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3. Value Chain Analysis
Technological Development
Human Resource Management
Firm Infrastructure
Procurement
Inb
ou
nd
Log
isti
cs
Op
era
tion
s
Ou
tbou
nd
Log
isti
cs
Mark
eti
ng
&
Sale
s
Serv
ice
adva
ntag
e
competitve
SupportActivities
Primary Activities
Procurement, technological
development and marketing & sales mostly contributed for
the HETBHAN`S competitive advantage
Analysis of the Company
![Page 81: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/81.jpg)
3. Value Chain Analysis
Technological Development
Human Resource Management
Firm Infrastructure
Procurement
Inb
ou
nd
Log
isti
cs
Op
era
tion
s
Ou
tbou
nd
Log
isti
cs
Mark
eti
ng
&
Sale
s
Serv
ice
adva
ntag
e
competitve
SupportActivities
Primary Activities
Technological development- The “Aseptic packaging” technology made the product delicious
Marketing & Sales- The active marketing strategy increased the sales and raised the brand image
Primary activities
Procurement-The self rice-polishing facility of CJ improved the quality of HETBHAN.
Support activities
Procurement, technological
development and marketing & sales mostly contributed for
the HETBHAN`S competitive advantage
Analysis of the Company
![Page 82: HETBAHN Case Technology Management and Strategy. HETBAHN Case Presented by Kihoon Kim, Toikye Cho, Younghwan Jeon](https://reader036.vdocuments.us/reader036/viewer/2022081515/56649e885503460f94b8d533/html5/thumbnails/82.jpg)
The aseptic technology improved the taste of ready-to-eat rice radicallyThe multi-layer technology extended the expiration date significantly
3. Value Chain Analysis – Technological Development
Aseptic packaging technologyAseptic packaging technology Multi-layer plastic package technologyMulti-layer plastic package technology
Analysis of the Company
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Various marketing activities enhanced the brand image and increased the sales
3. Value Chain Analysis – Marketing & Sales
Online Event Off Line Event
TV Advertisement
Analysis of the Company
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The procurement system of CJ contributed for outstanding taste of HETBHAN
3. Value Chain Analysis - Procurement
- 2008.03.17 아시아 경제
Analysis of the Company
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The procurement system of CJ contributed for outstanding taste of HETBHAN
3. Value Chain Analysis - Procurement
The taste of rice starts to go bad right after get polished
- 2008.03.17 아시아 경제
CJ was the only one (ready-to-eat rice manufacturing) company in Korea
which had a self polishing system to polish raw rice. CJ could use fresh rice
to manufacture HETBAHN.
Analysis of the Company
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Star Question Mark
Cash Cow Dog
High
Low
Mark
et G
row
th
High Middle Low
Market Share
Position of HETBAHN on BCG Matrix: Star
NONGSIM
HAPSSALBAB
OTTUGI
DELICIOUS RICE
DONGWON
SANCOOK
4. BCG Analysis
Analysis of the Company
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Star Question Mark
Cash Cow Dog
High
Low
Mark
et G
row
th
High Middle Low
Market Share
Position of HETBAHN on BCG Matrix: Star
NONGSIM
HAPSSALBAB
OTTUGI
DELICIOUS RICE
DONGWON
SANCOOK
4. BCG Analysis
It had largest market share and its market had great potential to grow
HETBHAN
Analysis of the Company
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HETBAHN Case
PART III
PART Ⅰ PART Ⅱ PART Ⅲ
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Suggestion
1. Five Forces Analysis2. SWOT Analysis3. TOWS Analysis4. 3-Phase Future Strategy5. Balanced Scorecard
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Suggestion
External Analysis
1. Five Force AnalysisPorter’s Five Force model: 2010
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Suggestion
External Analysis
1. Five Force AnalysisPorter’s Five Force model: 2010
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Suggestion
External Analysis
1. Five Force AnalysisPorter’s Five Force model: 2010
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Suggestion
External Analysis
1. Five Force AnalysisPorter’s Five Force model: 2010
High
Middle
Low
Degree
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Suggestion
External Analysis
1. Five Force AnalysisPorter’s Five Force model: 2010
High
Middle
Low
Degree
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Suggestion
2. SWOT Analysis
Internal Analysis
SWOT Analysis: 2010
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Suggestion
• Powerful brand image
• Diversified distribution channel
• First mover advantages
•Both B2B sales and B2C sales
•Expensive price
• Negative perspective for instant food
2. SWOT Analysis
Internal Analysis
SWOT Analysis: 2010
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Suggestion
• Powerful brand image
• Diversified distribution channel
• First mover advantages
•Both B2B sales and B2C sales
•Expensive price
• Negative perspective for instant food
•Overseas demand
• Increasing employment rate of women
• Decreasing brand power
• Increasing bargaining power of suppliers and buyers
2. SWOT Analysis
Internal Analysis
SWOT Analysis: 2010
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Suggestion
Suggested Strategies
3. TOWS Analysis
TOWS Analysis: 2010
TOWS
S-O (Offensive) (Risk Aversion) S-T
(Turn-around) W-TW-O (Defensive)
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Suggestion
Suggested Strategies
3. TOWS Analysis
TOWS Analysis: 2010
TOWS
S-O (Offensive) (Risk Aversion) S-T
(Turn-around) W-TW-O (Defensive)
• Penetrate Chinese market with “Korea #1” brand image
• Contact actively with many institutes and companies to increase B2B sales
• Diversify the product distribution channel
• Focus on securing its “high quality and luxurious” brand image through various promotions
• Strategic collaboration with the competitors
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Suggestion
Suggested Strategies
3. TOWS Analysis
TOWS Analysis: 2010
TOWS
S-O (Offensive) (Risk Aversion) S-T
(Turn-around) W-TW-O (Defensive)
• Penetrate Chinese market with “Korea #1” brand image
• Contact actively with many institutes and companies to increase B2B sales
• Diversify the product distribution channel
• Focus on securing its “high quality and luxurious” brand image through various promotions
• Strategic collaboration with the competitors
• Providing various types of products: Glocalization for overseas market
• Strategic collaboration with substitutes such as” Triangular gimbab with HETBAHN”
• Conduct promotion to reduce negative perception of instant food
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Suggestion
Suggested Strategies
Priorities
we give priorities to the strategies in TOWS analysis
3. TOWS Analysis
TOWS
S-O (Offensive) (Risk Aversion) S-T
(Turn-around) W-TW-O (Defensive)
• Penetrate Chinese market with “Korea #1” brand image
• Contact actively with many institutes and companies to increase B2B sales
• Diversify the product distribution channel
• Focus on securing its “high quality and luxurious” brand image through various promotions
• Strategic collaboration with the competitors
• Providing various types of products: Glocalization for overseas market
• Strategic collaboration with substitutes such as” Triangular gimbab with HETBAHN”
• Conduct promotion to reduce negative perception of instant food
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Suggestion
Suggested Strategies
Priorities
we give priorities to the strategies in TOWS analysis
3. TOWS Analysis
TOWS
S-O (Offensive) (Risk Aversion) S-T
(Turn-around) W-TW-O (Defensive)
• Penetrate Chinese market with “Korea #1” brand image
• Contact actively with many institutes and companies to increase B2B sales
• Diversify the product distribution channel
• Focus on securing its “high quality and luxurious” brand image through various promotions
• Strategic collaboration with the competitors
• Providing various types of products: Glocalization for overseas market
• Strategic collaboration with substitutes such as” Triangular gimbab with HETBAHN”
• Conduct promotion to reduce negative perception of instant food
#1
#2
#3
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Suggestion
Future Strategy: Glocalization
Overseas market has great potential:China, Japan, India etc.
3. TOWS AnalysisFuture Strategy
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Suggestion
Future Strategy: Glocalization
Future Strategy 3. TOWS Analysis
CJ should become glocalized and provide localized products to global
customers
For glocalization, decentralized R&D will be helpful for better performance.
Decentralized R&D can better understand local consumers’ needs and culture.
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Suggestion
For glocalization, decentralized R&D will be helpful for better performance.
Decentralized R&D can better understand local consumers’ needs and culture.
3. TOWS Analysis
CJ should become glocalized and provide localized products to global
customers
Future Strategy
Future Strategy: Glocalization
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Suggestion
4. 3-Phase Future Strategy
Phase 1: Crisis management
Financial Stability
• Decentralized R&D for new product and focus on
glocalization
• Contact actively with many institutes and companies to
increase B2B sales
• Attain price competitiveness through B2B sales strategy
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Suggestion
Phase 1: Crisis management Phase 2: Brand Management
Financial Stability Preparation for a jump
• Focus on securing its “high quality and luxurious” brand
image through various promotions
• Strategic collaboration with the competitors
4. 3-Phase Future Strategy
• Decentralized R&D for new product and focus on
glocalization
• Contact actively with many institutes and companies to
increase B2B sales
• Attain price competitiveness through B2B sales strategy
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Suggestion
Phase 1: Crisis management Phase 2: Brand Management Phase 3: Expansion Strategy
Financial Stability Preparation for a jump
Leap by using saving power
• Penetrate Chinese market with “Korea #1” brand image
• Diversify the product distribution channel
4. 3-Phase Future Strategy
• Decentralized R&D for new product and focus on
glocalization
• Contact actively with many institutes and companies to
increase B2B sales
• Attain price competitiveness through B2B sales strategy
• Focus on securing its “high quality and luxurious” brand
image through various promotions
• Strategic collaboration with the competitors
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Suggestion
Balanced Scorecard
How
Mission Create premium value by supplying the best products and services
Products Customer Service
Strategic Collaboration
Innovation & Learning
5. Balanced Scorecard
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Suggestion
Balanced Scorecard
110
Measurements
Objectives
How
Mission Create premium value by supplying the best products and services
Products
• Diversification of product line
• Diversification of distribution
channel
• Innovative product
• # of products
• # of distribution channel
• # of innovative products
Customer Service
• Create customer loyalty
• High brand loyalty
• Customer service
• Customer Satisfaction rate
• Brand awareness rate
Strategic Collaboration
• Reduce cost
• Attain advantages from
collaborations
• Win-win strategy with competitors
• Annual cost reduction rate
• # of alliance
Innovation & Learning
• Innovation based on customer
demand
• Industry leading employee
satisfaction
• Superior R&D
• Employee satisfaction rate
• Number of new innovations
5. Balanced Scorecard
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Reference
“Strategic Management of Technological Innovation 3rd Edition”, Melissa SchillingHBR casestudies for Technology Management , POSMIT Pub, 2010
Food News www.foodnews.co.kr CJ cooperation www.cj.net
Hetbahn Homepage www.hetbahn.co.krSamsung Economic Research Institute www.seri.org
Statistics Korea www.kostat.go.kr
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EOD
THANK YOU