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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Namgyoo K. Park & Jinsung Kim & Hyojung Kim, 2011. "Strategic Decision-Making Mechanism of Yuhan-Kimberly: 1984–2007," Asian Case Research Journal (ACRJ), World Scientific Publishing Co. Pte. Ltd., vol. 15(01), pages 63-95.
    • Handle: RePEc:wsi:acrjxx:v:15:y:2011:i:01:n:s0218927511001472
    DOI: 10.1142/S0218927511001472
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