CEOs of mid-sized parts makers are on a roll with differentiated business and management strategies.
The spotlight was focused on CEOs who lead companies as a series of companies that are the world's first to develop and record-high performance came out. CEOs of parts manufacturers, which have recently drawn attention at home and abroad, compared and analyzed what kind of personality and strength they are playing in the market. Experts analyzed that these CEOs have drawn today's corporate competitiveness with their unique DNA and management style that others do not have.
◇ "Blue Ocean Strategy Type" = It is not interested in the existing competitive market and is seeking a lot of profit in the initial market through the blue ocean strategy. He often started his business through venture start-ups, and he is an engineer and has a high understanding of technology. They are always active in developing and investing in new products to find new blue ocean markets.
In the parts industry, Ahn Geon-jun, president of CrucialTec, is a hot topic these days. CrucialTec is the world's first company to launch a new user interface (UI) called "Optical Track Pad" using optical methods instead of touch screens that have turned into a competitive market. It established a successful business foundation by implementing products that only existed conceptually for the first time.
◇ "Bulldozer type", who realized his dream by sticking to only one road, is a CEO type who enters an already existing market, pushes out competitors and increases market share. It pursues price competitiveness with the strategy of 'how to make existing products cheaper.' He is excellent in operational skills such as efficient investment and manpower training, and is particularly good at marketing. Examples include Lee Hwan-yong, president of Digitech Systems, which recently declared independence of touch screen materials, and Cha Kwon-mook, president of Coil Master, which mainly produces power inductors. CEO Lee is purchasing core materials from a Japanese company Later, he developed and succeeded in developing materials himself. Recently, the world's first index matching ITO film was developed, and some performance is evaluated to exceed Japanese products.
CEO Cha secured price competitiveness by successfully fully automating the power inductor production line, which was considered impossible. It is even considered a company that has more than 30% cost competitiveness than Chinese companies.
◇Multiplayer type' pursuing stable growth = He/she is an active type of CEO in mergers and acquisitions (M&A) while holding a business sector that serves as the existing 'cash cow'. Rather than making initial investments for new businesses, they are actively acquiring companies that are on track. Kim Jong-koo, president of Patron, is a representative case.
Partron is also actively acquiring LED and microphone businesses for new businesses while continuing stable businesses in camera modules and antennas. Many companies are in trouble after mergers and acquisitions due to the departure of key personnel or liquidity problems, but CEO Kim is said to "live well cheaply" without major problems with detailed operations.