한국 유가공 업체의 턴 어라운드 성공 사례 분석 : 비지니스 모델 캔버스 분석과 블루오션 전략 시프트 이론을 중심으로 = Case Study on the Turnaround success of Korean Dairy company : In perspective of Business Model Canvas Analysis and Blue Ocean Strategy Shift theory

다국어 초록 (Multilingual Abstract)

“Korea’s dairy processing industry has low competitiveness globally, and the domestic market is in a red ocean. Through the Blue Ocean strategy, Yonsei Dairy and Maeil Dairy overcame this situation and turned their companies around. “The success of Yonsei Dairy and Maeil Dairy’s turnaround can be analyzed and reflected upon according to the Business Model Canvas analysis and Blue Ocean Strategy shift theory.
The conclusion is that it was a successful execution strategy that matched the theory both theoretically and financially. And through the cases of these two companies, it can be proven that the blue ocean strategy shift is a very useful strategy for turnaround and innovation promotion of companies. Since the competitiveness of dairy is low, processed milk products such as butter, cheese, and powdered dry milk, which are made from advanced dairy countries, are naturally not exportable because their competitiveness is even weaker. These processed dairy products are mainly exported from advanced livestock countries with competitiveness.”Yonsei Dairy has continued its 60-year growth history through ESG management, and Maeil Dairy has achieved sales of KRW 140 billion. Through the analysis of these companies’ cases, we can theoretically examine the successful implementation of the Blue Ocean strategy in turning around Yonsei Dairy and Maeil Dairy.”
Yonsei Dairy, a Korean dairy company, transformed its business from the red ocean of the dairy market to a blue ocean by focusing on health products and dessert items such as heavy cream breads. Soy milk. Currently, 70% of the company’s profits come from soy milk in case of Yonsei dairy. Yonsei Dairy has expanded its business from domestic sales to overseas markets in China and has become the top company brand for home delivery in Korea, instead of discount stores and general stores. The company is now focusing on selling soy milk and health products under the ‘Severans’s Care’ brand. Through the Blue Ocean strategy, Yonsei Dairy has successfully turned around its business by focusing on the blue ocean market instead of the red ocean market
Maeil Dairy has been competing fiercely with Namyang Dairy in the infant formula powder dry milk market and with Seoul Dairy company in the fresh milk market. However, Maeil Dairy achieved great success with its protein drink “Selex” and became the first company to release lactose-free milk, which was a huge success item. Maeil Dairy also became the top company for children’s organic milk products by selling ‘organic Sangha Farm’s milk’ product. As a result, Maeil Dairy, which had been ranked third for many years, surpassed its competitor Namyang Dairy company and rose to second place.
The success of these two companies’ Blue Ocean shift strategy has many implications ideas. The turnaround success of Maeil Dairy and Yonsei Dairy was made possible through the Blue Ocean strategic shift. The success of these two companies shows that even in the fiercely competitive red ocean market, success can be achieved by pursuing a correct strategy such as the Blue Ocean shift. In addition, leadership is also very important in this process. After the appointment of a new leadership such as marketing director and president direcror. these two companies clearly pursued a new turnaround strategy, which led to a revolutionary change in the company and success.
In conclusion, the practical implication is that correct strategies and leadership that put them into practice and pursue them are important. The turnaround success of Maeil Dairy and Yonsei Dairy was made possible through the Blue Ocean strategic shift which led to a revolutionary change in the company and success. In conclusion, the practical implication is that correct strategies and leadership that put them into practice and pursue them are important

목차 (Table of Contents)

• Ⅰ. 서론 1
• 1. 연구 필요성 1
• 2. 연구 목적 2
• 3. 연구 방법 3
• 4. 연구범위와 구성 4
• 5 연구결과의 요약 5
• Ⅱ.국내외 유가공업의 환경분석 9
• 1. 세계 유가공업 현황분석 9
• 2. 최근 5년간 주요국가별 원유생산량 추이 및 시장동향 10
• 3. 2024 세계유가공업 10대 트렌드 21
• 4. 향후 10년간 세계유제품 시장전망 23
• Ⅲ. 한국유가공업 현황 25
• 1. 한국 유가공품 생산량 및 인당 소비량분석 25
• 2. 한국 우유 생산단가의 경쟁력 비교 26
• 3. 한국 유가공업의 주요특성 28
• 4. 한국 유가공제품 년도별 생산량추이 33
• 5. 연세우유에 대한 썸 트렌드(Some Trend) 분석 35
• 6. 연세우유와 매일우유에 대한 썸 트렌드(Some Trend) 비교분석 40
• Ⅳ. 연구모형과 연구방법론 43
• 1. 연구모형 43
• 2. 연구방법론 44
• (1) Business Model Canvas 전략 44
• (2) Business Model 9 빌딩블록 45
• (3) 블루오션 전략의 개념59
• 1) 블루오션 전략의 연구 필요성 60
• 2) 블루오션 전략의 효용성 60
• 3) 블루오션 전략 도입의 성공사례 65
• 4) 블루오션 전략시프트 성공사례에 연구 필요성 68
• 3. 블루오션 전략에 대한 기존 연구검토 71
• Ⅴ. 연세유업과 매일유업의 성공 사례분석 75
• 1. 연세유업 매일유업의 비즈니스모델 캔버스 9빌딩블록분석 75
• 2. 연세유업 매일유업의 블루오션 전략캔버스 분석 77
• 3. 연세유업 매일유업 블루오션 ERRC 액션프레임워크 분석 80
• 4. 연세유업의 내부역량분석 84
• (1) 연세유업 SWOT분석 84
• (2) 연세유업 VIRO분석 85
• (3) Micheal Porter의 5 Forces Analysis 86
• 5. 연세유업과 매닐유업의 재무적 성과분석 87
• 6. 블루오션의 이론적 결론과 실행전략의 일치여부분석 91
• 7. 대조군 선정에 대한 분석 검토 93
• Ⅵ 결론 96
• 1. 이론적 시사점 96
• 2. 실무적 시사점 97
• 3. 활용방안 98
• 4. 연구의 한계점 및 향후 연구방향 98
• References 100
• ABSTRACT 104
• 부록 107
• 1 블루오션 전략 캔버스 분석을 위한 설문지 107
• 2 연세유업조직몰입도 평가항목 질문지내용 및 평가결과예시 110