부품 소재기업의 사례연구

Abstract

A Case Study of Parts and Metrial Firm - Young Jin Ceramics -

Si-Young, Bae Advisor : Prof. Kae-Won Lee, Ph.D. Department of Business Adminstration Graduate School of Business Adminstration, Chosun University

Yeongjin Ceramics(Ltd.) in the Farm and Industrial Complex in Hakgyo, Hampyeong is a successful company which achieved an increase in its added value and created profits of business through development of new technology. However, it had problems involved in industrial properties and change in industrial environments while maintaining the head in domestic industries of the same type. So, by analysing the internal and external sales and management performance, we found the problems and present suggestions as follows: As the first problem, sales of new items were depressed. The goal of increasing sales was not achieved because of delay in mass production due to delayed quality test of new items and a technological defect in dealing with alumina as a material. Second, for existing items, sales varied significantly according to the operating ratios of main customers as the customers were concentrated. Third, depressed ceramic markets caused by continuous depression of industries led to decrease in sales. Fourth, sales decreased due to a reduction in unit price of items, and increased production cost caused by increase in raw material and personnel expenses. Fifth, sales in Chinese markets decreased sharply. As Chinese ceramics have good quality but cheap price, demand for our products in China decreased. Sixth, there was a limit to securing customers because of intervention of brokers. A possibility to have active trade with industries was high, but as direct contact with customers was excluded, it took more time to order and sample, and unit price increased because of commission for brokers. Seventh, loss of a competitive price in markets of Japan and Southeast Asia caused by Korean currency`s appreciation against dollars and yen's devaluation was the biggest problem. Eighth, poor sales in ceramic industries affected depressed sales. To overcome the problems above, we present the following suggestions: First, for aggressive sales, it should change its approach to buyers. Second, all the activities of promotion should be reinforced to raise its brand awareness. For this, it should participate in international and national ceramic exhibitions and fairs in which products can be promoted and information can be collected. Third, it should make every effort to improve quality of products of high alumina such as reinforcement of high temperature strength and surface and elimination of spots to secure a broader market. Through market research on bulletproof insert and high temperature plate in Europe and active excavation of capable dealers, sales should be reinforced and information on quality and price should be collected through consistent contact with industries that produce positive active materials in Japan. Fourth, through supplement of the personnel and allotment of duties, maximum efficiency of business should be sought for. Fifth, cost control system should be introduced for cost reduction. Unnecessary elements should be removed through prior management of shipment date and process, empty space should be minimized, and more profits and less distribution cost for each shipment should be pursued through a standardized packaging system which considers internal weight and space of containers. It is expected that the results of the study will be actively used for growth, maintenance and development of business.