Strategic Decision-Making Mechanism of Yuhan-Kimberly: 1984–2007

Namgyoo K. Park, Jinsung Kim and Hyojung Kim ()
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Namgyoo K. Park: School of Business Administration, Seoul National University (58-308), 599 Gwnak-ro Gwnak-gu, Seoul 151-742, Korea
Jinsung Kim: School of Business Administration, Seoul National University (58-308), 599 Gwnak-ro Gwnak-gu, Seoul 151-742, Korea
Hyojung Kim: School of Business Administration, Seoul National University (58-308), 599 Gwnak-ro Gwnak-gu, Seoul 151-742, Korea

Asian Case Research Journal (ACRJ), 2011, vol. 15, issue 01, 63-95

Abstract: Yuhan-Kimberly's core competence is its strategic decision-making process mechanism. During the early 1990s, Yuhan-Kimberly had some serious weaknesses in its major operational divisions. With multinational companies such as P&G coming into the Korean market, the company had to make important decisions. Fortunately, Yuhan-Kimberly was able to make timely strategic decisions at the top management level, successfully dealing with its weaknesses in order to withstand multi-national corporations much bigger than itself.However, if one considers "strategically sound decisions" are all that Yuhan-Kimberly took to accomplish what it has done today, such comment would miss the point. The unique organizational structure, the corporate culture of Yuhan-Kimberly, and the strategic decision-making process are what made the decisions of senior management possible. Only a close inspection of all these factors will reveal the competitive advantage as well as the core competence of Yuhan-Kimberly as a whole.

Date: 2011
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DOI: 10.1142/S0218927511001472

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