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레포트 > 경제경영계열

[조직행동] 사조산업 7-S 분석

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레포트 > 경제경영계열
2010.08.27
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[조직행동] 사조산업 7-S 분석

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자연주의 문학 작품과 인상주의 문학 작품의 특징과 작품 분석

사회과학 신급진주의 New Radicalism

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[조직행동] 사조산업 7-S 분석에 대한 자료입니다.

1) Executive Summary
2) Table of Contents
3) Overview of project
3.1 Purpose of Project
3.2 Method for Conducting Case Analysis
4) Discussion of McKinsey 7-S
4.1 Strategy
4.2 Structure
4.3 Systems
4.4 Style
4.5 Shared Values
4.6 Skills
4.7 Staffing
5) Verified Key-Problem-Statements
5.1 Broad context, why we focus on the following problems (area)?
5.2 Statement 1: “Abrupt integration without stages of group development”
5.3 Statement 2: “Top-down decision making impedes innovation”
5.4 Statement 3: “Failed to inform and advertise SAJO and their tuna can brand properly”
6) Recommendations
6.1 Statement 1: “Abrupt integration without stages of group development”
6.2 Statement 2: “Top-down decision making impedes innovation”
6.3 Statement 3: “Failed to inform and advertise SAJO and their tuna can brand properly”
6.4 How do they help to solve the general problem of SAJO
6.5 Support through SAJO (what they did good – Synergies)
7) Appendices
7.1 Brainstorming
7.2 Analysis Summary-Table
7.3 Key problem finding: SAJO Group
7.4 Recommendations-Table for the problem statements
7.5 Organizational chart of SAJO group
7.6 Quantitative table of SAJO group
7.7 Survey form for satisfaction of SAJO employees
7.8 Result of the survey
7.9 Tuna can producing procedure
8) Sources

본문내용

4) Discussion of McKinsey 7-S
4.1 Strategy
Currently, SAJO has the second largest market share in the tuna can market after Dongwon and ahead of Ottogi. To catch up with Dongwon, SAJO struggled to broaden channels for selling tuna cans by setting up SAJO C&C, new subsidiary specializing in circulation and sale, rather than consigning their tuna cans to CJ’s distribution channel for sale for past few years.
Tuna can market has relatively low customer loyalty and is more sensitive to price. SAJO has the largest number of deep-sea fishing vessels among Korean tuna companies and is the only company that deals with the entire process from fishing to selling. Therefore, it would much easier to reduce costs by implementing All-in-one System in their operation management. HACCP(Hazard Analysis and Critical Control Point) is also an important skill for product’s clean hygiene, which can appeal to customers. However, there are no marketing strategies for differentiation.
Lastly, since brand loyalty is low for tuna cans, enlarging SAJO products in supermarket shelves is also a strategy to attract customers. However, enlargement of shelf space and relocation of cans are still not adjusted properly in many shops.
4.2 Structure
Compared to 2004 when M&A started, the revenue of SAJO increased approximately 4 times, and net income 20 times, establishing a big company size. Assets and capitals such as vessels increased. Before the M&A, SAJO owned 40 vessels, but after, owned 71, the largest capacity one single company can own. Through 5 years of M&A, SAJO substantially became a holding company with corporate governance structure, influencing SAJO Daelim, SAJO Oyang, and SAJO Haepyo. Additionally, SAJO used consignment sales to CJ due to a severe management crisis, breaking down sales of SAJO in 1997. Nowadays, SAJO made a steady selling process through M&A, making it internally thorough and unified from producing goods to sales. SAJO began to put emphasis on their customers and switched from a producing and manufacturing-oriented structure to a customer-oriented one, selling product not by consignment sales but by own. Furthermore, previous decision making of SAJO was done in an intrinsic and adventurous way due to small size of company and lack of appropriate structure. However, after M&A, SAJO’s structure of decision making developed to get a more systematic decision, holding several staff meetings. Nonetheless, SAJO integrated many companies in such short time, resulting in loss of efficiency and shortage of corporate structure. Moreover, when SAJO companies merged, SAJO didn’t experience any conflict resolution stages such as storming or norming of group development. In this confusing and chaotic situation of corporate structure, SAJO’s decision making was mainly done through a centralized top-down structure. This may cause the problem of vertical communication.
4.3 Systems
SAJO has a systemized structure of managing the employees. Their works and results are evaluated and has a complementary facility. The executive board meetings are held twice a month, discussing the record of performances and formulating plans for the futures. The directors of the groups also hold meetings. The factory managers share the cases, benchmarking the successful ones and preventing the unsuccessful. Currently, SAJO has a top-down system. Considering features of a manufacturing industry, there is lack of opportunity for employees to use their creativity. However, despite limitations, SAJO is slowly trying to change their system into a bottom-up structure.
There are three main systems in SAJO. They are controlling the business of the employees, evaluation through a complementary facility, and the process of executing the budget.
SAJO guarantees a retirement age of 55, and gives out bonuses at the end of the year based on their performances. Also, it offers several welfare systems by providing scholarship for the employee’s children, recreational facilities, and implementing staff training through both online and commissioned education.
4.4 Style
SAJO has an interesting and unique style regarding the top-down structure. So, the head of the firm tries to talk with the employees and have meals together; their relationship with the head is very close. However, regarding merged companies, there is not much interaction among companies.
SAJO group's current president Jinwoo Joo is a direct and referent (charismatic) leader. When he decides something to push forward, he gives direction without hesitation, and takes care of all the risk involving the new project.
4.5 Shared Value
The final goal of SAJO is to produce best value for consumers through rational and innovative management and to contribute the value to society. Group vision of SAJO is "Nature is delicious! Life is enjoyable! SAJO, the company that loves families!"
SAJO considers its consumers, companies, and employees as "Family". Since they emphasize the 'sense of famil

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