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The Growth Strategy of Donghak Food Co., Ltd., Maker of Bead Ice Cream

Breaking the “Below -40°C Storage” Barrier
From Diversification to Expansion

Kim Yoon-jin | No.422 (August 2025 Issue 1)
Article at a Glance

In South Korea's rapidly changing and volatile food and beverage market, bead ice cream manufacturer Donghak Food has maintained sustained growth since its establishment in 1997. Although the 콜로세움 토토 faced a leadership void when its founder died in 2009, his wife, who had been a homemaker, took over the business and grew it from 6 billion won in revenue to nearly 30 billion won. The key factors behind Donghak Food's growth are as follows:

1. In an industry known for poor working conditions, the 콜로세움 토토 consistently strengthened compensation to boost employee morale and attract scarce food engineering talent in Korea, investing in people with motherly care and attention.

2. By investing substantial amounts relative to revenue in production facilities, the 콜로세움 토토 achieved top-level hygiene maintenance and quality control for a small-to-medium enterprise, satisfying the demanding standards of major manufacturers and retailers like Lotte and Emart.

3. Rather than simply implementing manufacturing methods learned abroad, the 콜로세움 토토 developed melt-resistant freezing technology through its own R&D efforts, expanding beyond amusement facilities into everyday distribution channels such as convenience stores and schools.

4. After acquiring exclusive sales rights in Asia, the 콜로세움 토토 began exporting ice cream in earnest and penetrated 14 new markets beyond Korea by transferring its independently developed technology or localizing through partnerships with local partners.



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"I have been a homemaker for a long time, and now that I have become a CEO for the first time, I know nothing about business. I desperately need your help."

In July 2009, her husband, who was the CEO of Donghak Food, finally died. Gye Nan-gyeong, who had lived as a full-time homemaker raising three children until her early 40s, was thrust overnight into the front lines of management. When she first stood before the employees, the 콜로세움 토토 had already virtually come to a standstill. This was because the 콜로세움 토토 had been virtually neglected as her bedridden husband's absence grew prolonged. Although it was a fairly solid small-to-medium enterprise with annual revenue of 6 billion won and about 50 employees, major decision-making had stopped and urgent tasks requiring immediate attention, such as payment settlements, had piled up like mountains. Dangers lurked everywhere, including people seeking to exploit the leadership vacuum to steal profits at every opportunity and attempts to target 콜로세움 토토 funds.

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  • This content was translated into English by AI (using DeepL) from an article that was originally written in Korean in the 콜로세움 토토 (Donga Business Review). Therefore, please understand that there may be some awkward expressions.
  • The 콜로세움 토토 has all legal authority over this content. Please note that unauthorized use and distribution may be subject to legal sanctions
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