Archive for the ‘News’ Category

BBC World Service Click, Songdo IBD and Cisco Smart Connected

Thursday, April 18th, 2013
BBC World Service Click, Songdo IBD and Cisco Smart Connected

By Don Southerton, Editor

BBC World Service Click, Songdo IBD and Cisco Smart Connected

In February I hosted BBC World Service journalist Gareth Mitchell in Korea.  This is second in Gareth’s well done series on Korea, emerging technology, and Songdo International Business District.

This episode interviews Wim Elfrink Chief Global Strategist for Cisco. The interview took place in Songdo IBD via Cisco’s TelePresence. Here is the audio link.

BTW Hard to top Cisco’s TP technology. Below is photo of me working with teachers via TP in Songdo IBD in 2009. I was in Irvine, California, the teachers in Incheon, South Korea BBC World Service Click, Songdo IBD and Cisco Smart Connected

BBC World Service Click, Songdo IBD and Cisco Smart Connected

 

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BBC World Service Click, Songdo IBD and Cisco Smart Connected

Korea Herald: No Two Chaebol Are Alike

Tuesday, April 9th, 2013
Korea Herald: No Two Chaebol Are Alike

 

Many thanks to Korea Herald and reporter Elaine Ramirez, the
article shares my views on Korea facing global business.

http://www.koreaherald.com/view.php?ud=20130408000691

No Two Chaebol Are Alike, Author says

By Elaine Ramirez
While Koreans’ rising presence on the global stage is hard to
ignore, how to do business with them as a non-Korean is an
increasingly tricky area little covered in English-language
literature. Don Southerton explores the niche with his recently
published book ”Korea Facing: Secrets for Success in Korean Global
Business,” which picks apart how to work with a Korean conglomerate
from the ground up, for non-Koreans working in Korean branches
overseas.

“Over the years I witnessed firsthand cross-cultural issues that
surfaced as Korean companies expanded globally. My role has been to
address these issues such as poor trust among the Korean and
Western teams, lack of communication, local employee turnover and
managing expectations,” Southerton said in an email interview with
The Korea Herald.

Although he has long been aware and exposed to the cultural
differences in Western and Korean business settings, he said, it
was when he began working at a Korean subsidiary in the U.S. in the
early 2000s that he witnessed the differences between how U.S. and
Korean teams managed the company.

He noted that the differences in decision-making processes, for
example, had been a particular source of friction between Korean
and Western teams: Key decisions were always deferred to the parent
headquarters in Korea, and Koreans in the overseas branches needed
to scrutinize and approve even the most mundane matters, regardless
of the Western team’s experience in the field.

He discovered, as he writes in ”Korea Facing,” that all too many
frustrations were rooted in not knowing how to do things ”Korean
style” ― or, for the Korean side, not knowing any other way.

In ”Korea Facing” he shares his personal experiences from working
particularly for Hyundai-Kia overseas branches as a coach,
consultant and trainer with those Korean and Western teams, and
offers experience-based advice for overcoming those workplace
challenges.

His chapters explore basic business culture lessons, from the
levels of the Korean managerial hierarchy, to nuances on the right
timing for getting approvals, meeting protocol ― upon meeting
foreign teams, Koreans line up their business cards on the table to
match their seating order, and he advises doing the same ―
identifying and resolving conflicting expectations and ambitions of
Korean and Western teams, and insight on just how much the Korean
chairman’s wife might influence the direction of the company.

But Korean companies are gradually loosening their neckties and
adapting to Western business practices, he notes.

“I feel the Korean groups have seen the need to be flexible and
adapt quickly to changes in global economic fluctuations,” he said.
“For example, in the recent global recession they saw an
opportunity to expand when others pulled back in production, R&D
and marketing. They capitalized on this opportunity to leapfrog
ahead of the competition.”

Additionally, young Korean employees sent overseas have often
attended school or lived abroad, and increasingly more Korean
executives have worked overseas as expats. And as the overseas
businesses are increasingly using English to communicate, so, too,
do they adapt more casual Western business norms and practices, he
added.

Beyond all the differences between Korean and non-Korean working
cultures, Southerton noted, Korean companies deal with many of the
same challenges: How quickly projects can be approved and executed
depends on the individual company; Korean and Western companies
both struggle with generational gaps when trying to create harmony
and cohesiveness within their ranks; and no two Koreans or Korean
companies are alike, nor should they be approached as such.

The last is a theme he drives throughout his book ― affiliates
under the same chaebol and even sub-divisions of affiliates have
entirely different business cultures, and it is important not to
work on assumptions based on experiences with other companies, he
emphasizes.

“One common mistake by Western teams outside Korea is assuming that
because they might have worked for other global companies such as a
Japanese firm that they will have few challenges adapting to a
Korean company,” he said. ”Norms, expectations and mindset differ,
even with Korean groups.

“Many Western overseas teams have stereotyped Koreans, often based
on their interactions with the early expats dispatched to the local
operation. Like Westerners, experience, training and skills vary ―
some Korean expats do well while others struggle,” he added. ”In
global business we need be mindful of others, and recognize that
Korean teams and leadership vary in their approaches to challenges
and management.”

“Korea Facing: Secrets for Success in Korean Global Business” is
available through iBook, Kindle, Nook and Amazon…

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Korea Herald: No Two Chaebol Are Alike

Historical Novel Looks At Early Twentieth Century Korea’s North Frontier

Friday, March 22nd, 2013
Historical Novel Looks At Early Twentieth Century Koreas North Frontier

For Immediate Release

Denver, Mar 20, 2013 — Author Don Southerton announces the release of his latest historical novel set in the early years of the twentieth century in what is now North Korea. The work is titled A Yankee in the Land of the Morning Calm: The Northern Frontier, Book Three 1900–1907. The book weaves key historic events of the era with a fictional account of Yankee trader Josh Gillet.

Southerton notes, “Linking fact and fiction, A Yankee in the Land of the Morning Calm: the Northern Frontier follows Connecticut Yankee Josh Gillet’s adventures in Korea during the early 1900s when American concessionaires and influence were making huge new inroads in Korea. ”

In addition the author points out, “American missionaries and traders formed a core cadre among the foreigners who ventured to what the West called the Hermit Kingdom. The Korean monarch Kojong, looking to thwart ever-growing Japanese imperialism, pursued a strategy of granting trade concessions, including lucrative mining rights, to westerners. By the early 1900s, the Northern Frontier mines were among the richest in Asia. It is here the main character Josh settles and becomes a productive member of the mining community. Meanwhile, growing tensions between Russia and Japan move the region and Korea ever closer to war.

A Yankee in the Land of the Morning Calm: The Northern Frontier will appeal to those interested in better understanding Korea and the role westerners played in the opening of the region to the commerce and modernization.

About the Author
Don Southerton has held a life-long interest in Korea and the rich culture of the country. He has authored numerous publications with topics centering on the Korean auto industry, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures. Southerton is often called upon by the media (the BBC World Service, Bloomberg TV, Korea Times, Yonhap, Wall Street Journal, tbs eFM and Forbes) to comment on modern Korean business culture and its impact on global organizations. His firm Bridging Culture Worldwide provides strategy, consulting and training to Korea-based global business.
This is the author’s third historical novel. The Northern Frontier is the final installment of the A Yankee in the Land of the Morning Calm trilogy. The series blends fact with ample amounts of imagination.

A Yankee in the Land of the Morning Calm: The Northern Frontier will be available through iBooks, Kindle, Nook, and Google.

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Historical Novel Looks At Early Twentieth Century Koreas North Frontier

Global Business Expert Sees Continued Korea-facing Opportunities

Friday, February 15th, 2013
Global Business Expert Sees Continued Korea facing Opportunities

Seoul, South Korea, February 15, 2013

Don Southerton, CEO and President of Bridging Culture Worldwide, a global Korea facing consultancy sees South Korea continuing to offer new opportunities. Southerton notes that although some sectors of the Korean market like QSR (quick service restaurants) appear saturated there is still demand in the service sector and for proven, premium brands. Furthermore, as stated in a recent a Wall Street Journal article “Korea is Primed for M&A’ the major Korean Groups with their strong cash reserves are well positioned for M&A outside South Korea.

Southerton points out that other than a few exceptions, for example, E.Land recently acquired K-Swiss, and in 2011 Fila Korea purchased golf giant Acushnet (Titleist),the shift to M&A is a change from the past–the business model of the major Groups like Samsung and Hyundai being ‘growth from within’ and creating their own divisions vs. acquisition.

Challenge
With this trend to M&A, Southerton sees both Korean Groups and the new acquisition requiring specialized support to ensure a smooth transition and continued growth. Similar to forming an overseas subsidiary, acquiring a foreign firm requires understanding local customs and business culture. That said, with a M&A, a high level of employee sensitivity and internal communication is essential to re-assure concerns that will surface within the local teams and management. Adding to the challenge, both local and dispatched Korean expat teams will need support, cross-cultural coaching and training. In particular, there is need for a forward-thinking strategy to be in place from Day 1 that will address concerns as they surface and frame the transition as positive.

About Don Southerton
Don Southerton has held a life-long interest in Korea and the rich culture of the country. He has authored numerous publications with topics centering on the Korean auto industry, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures.  Southerton is often called upon by the media (the BBC World Service, Bloomberg TV, Korea Times, Yonhap, Wall Street Journal, Forbes) to comment on modern Korean business culture and its impact on global organizations. His firm Bridging Culture Worldwide provides strategy and consulting to Korea-based global business.

Global Business Expert Sees Continued Korea facing Opportunities

Holiday Greeting Insights

Monday, December 17th, 2012
Holiday Greeting Insights

By Don Southerton, KoreaLegal.org Editor

Christmas has become a popular holiday in South Korea.

Nevertheless, Christmas is seen as a distinctly Christian holiday.

That said, as the holidays approach, western teams may wish to

greet Korean colleagues with:

Sae hae bok man i ba deu say yo! (Seasons Greetings)

Hint: Break the greeting into: sae hae bok-mahne-bah deu say yo

Sae hae bok man i ba deu say yo! works well both in person, in a

card, or an email. In fact, it is a common seasonal greeting into

the New Year.

 

“The first Christmas in Korea.”

A number of years ago while researching early Westerners in Korea,

I came upon an account of the first “official” Christmas tree in

Korea. I thought I’d share the story…

 

Since the mid 1880s, Anglo merchants, diplomats, and missionaries

who lived and worked in Korea celebrated their respective national

and religious holidays. Most often these were small affairs as

there were few foreigners dwelling in Korea-most Anglos were

concentrated in the port towns and Seoul. Naturally some Koreans

were curious of these strange western ceremonies and started asking

questions, especially about Christmas.

 

The Korean royal family was no exception. In December 1893, King

Kojong and his wife Queen Min became very curious about the holiday

and started to inquire about its significance. In fact, Queen Min

summoned her closest western friend and personal physician,

missionary Lillias Underwood to explain about Christmas. That year

on Christmas day, Queen Min sent the Underwood family gifts of

expensive cloth and silk screens.

 

Encouraged by the queen’s gesture and aware of the royal family’s

curiosity, Lillias asked to set up a Christmas tree in the

palace-even though it was several days after Christmas.

Accounts tell of Lillias putting a great deal of effort into

trimming the tree. When finished Lillias was somewhat disappointed

with the results, as “their majesties were too impatient to wait

till dark to view it.” With no heavy drapes to block the lights

from the windows, the full effect of the Christmas tree was “quite

spoiled.” Lillias cited “the poor little candles flickered in a

sickly way in the glaring daylight.” Nevertheless in spite of her

concerns, Lillias did introduce the holiday tradition to the Korean

court.

 

On behalf of myself and Bridging Culture Worldwide have a happy

holiday season!

 Sae hae bok man i ba deu say yo!

Questions? Feel free to contact  dsoutherton@bridgingculture.com

1-310-866-3777

Don

Holiday Greeting Insights

Seoul City vs. Costco

Thursday, October 18th, 2012
Seoul City vs. Costco

By Don Southerton, KoreaLegal.org Editor

Korea Times notes…

Seoul City officials raided three Costco stores in Seoul that opened their doors again Sunday despite the city’s ordinance to have large discount stores close on the second and fourth Sunday of every month.
They uncovered 14 violations and slapped a temporary suspension on the sale of livestock products at two of the three outlets for violating meat preservation regulations. Seoul City also imposed a fine of 60 million won on the American retail giant for violating the Sunday closing rule.
This is the first time that Costco has faced a business suspension in an escalation of conflict with Seoul City over its alleged violation of the ordinance. On Oct. 10, the city also raided the three Costco stores in Seoul and found that they violated a total 41 regulations.
The raids are seen as retaliatory measures against the retailer’s failure to follow the Sunday closing rule.
It defies our understanding that Costco, which operates eight stores in Korea, continues to violate the law while doing business here.
Costco argues that it is entitled to operate its warehouses because the city’s ordinance was ruled illegal in June but the argument is wrong, considering that it was not party to the lawsuit.
Seoul City imposed the Sunday closing rule on discount chains in April under the Distribution Industry Development Act that took effect in January to protect small mom-and-pop stores and traditional markets. The large local discount chains filed an injunction seeking to halt the effectuation of the ordinance and in June the Seoul Administrative Court ruled the regulation illegal, allowing the giant retailers to stay open all week.
From a legal point of view, Seoul City is right to say that Costco should not benefit from the ruling because it was not a party to the lawsuit. That granted, municipalities will have to consider asking the Ministry of Knowledge Economy to amend the relevant law to toughen penalties. This is all the more so, given that each Costco store in Seoul reportedly posts sales of as much as 1.2 billion won a day on the weekend at the expense of only 10 to 20 million won in fines.
Aside from legal matters, it’s not good for giant retailers such as Costco to pursue profits blindly without taking into consideration difficulties facing small merchants who are increasingly being cornered by big retailers’ indiscriminate forays. Costco also needs to pay attention to complaints even coming from its customers regarding the company’s unlawful act.
Seoul City, for its part, deserves blame for resorting to outdated revengeful clampdowns to bring a foreign retailer into submission. It’s like a tax agency conducting an audit to retaliate against a company that doesn’t comply with its instruction.
What’s clear is that Costco should recall the old saying, “When in Rome, do as the Romans do.’’ It’s time for the retail giant to step back and try to observe local regulations.
Link:
http://www.koreatimes.co.kr/www/news/opinon/2012/10/202_122294.html
Seoul City vs. Costco

Korea Facing: Comments on Korean Hierarchy

Saturday, September 22nd, 2012
Korea Facing: Comments on Korean Hierarchy

We’ve received some great feedback on the 3 Korea Facing hierarchy articles…. hope you enjoy, too.

To subscribe, go to
http://forms.aweber.com/form/24/175507524.htm

Don
This is really interesting stuff and is helping to give me a valuable insight into the working culture of my Korean colleagues.

Thank you.

 


…love your Korea Facing educational newsletters, it is really a great and easy way to get the basics so that you want to know more….


Great pieces!

 

Hi Don,

This information is very timely



Aloha Don,
Again, great points! I liked Part 3.

Like today’s organizations in America, Korean organizations are also presented with the internal challenge of bringing multi-generational employees together to create harmony and cohesiveness.  Individuals from each generation, such as traditionalist, baby boomer, generation X, or generation Y, bring divergent values, beliefs, attitudes, and expectations based on their pivotal experiences and events that portrait both personal and societal backgrounds.  These multi-generational terms may be not used exactly the same in Korea, but the challenges that Korean organizations face at the moment caused by the gap between different generations are virtually the same. 


Individuals of each generation group were born and grew up in the same time period which allows them to witness/participate in common historical events such as political and economic changes.  For this reason, individuals with shared experience have an easier time building bonds and working together in harmony rather than working with individuals from different generation groups.  The particular characteristics of each generation group deeply influence how employees think about many aspects of organizational behavior such as motivation, satisfaction, creativity, innovation, loyalty, commitment, and team work.  This accentuates the importance of understanding those distinctive characteristics of each generation group in order to engender successful outcomes while working with the multi-generational workforce in an organization. 


In my opinion, this type of issue should be dealt at the top management level rather than middle or lower level management for more satisfying outcomes.  As the middle managers noted, they are fearful of losing opportunities to get promoted or even losing jobs by provoking their superiors and subordinates in a negative way.   Expecting them to make a difference in their views and behaviors without getting full support from top management may have a very little bearing on acquiring successful outcomes.


Change is not easy, but feasible as long as transformative leadership is practiced by every single member of an organization from top to bottom.


Thank you for sharing and allowing me to contribute my two cents!


Jennie  


Chunghea  (Jennie) Oliver shares that she grew up during the wild days as South Korea sought to shed its image as the Hermit Kingdom and to engage the hyper-modern world of global business as an engine of technologic wonder and manufacturing excellence. She travelled to the Philippines and to America to study, work, and discover a life for herself.


Along the way, Chunghea has earned degrees in both business and education, which culminated in her successful defense of an interdisciplinary dissertation looking at the question of cultural competence and second language acquisition in order to complete the Doctor of Education in Organizational Leadership offered by Argosy University/Hawaii. 


Korea Facing: Comments on Korean Hierarchy

Kolon Dupont Struggles Continue

Sunday, September 9th, 2012
Kolon Dupont Struggles Continue

By Don Southerton, KoreaLegal.org Editor

Amid the Samsung and Apple IP drama, the Kolon–Dupont struggle still warrants attention. It’s a long and complex case, one that required not only the facts, but an understanding of the cultural aspects…:)

Progressive and independent Korea media Hankyoreh notes–Kolon must suspend production, now appealing ruling in dispute over trade secrets 

By Lee Seung-jun, staff reporter

A thread of aramid fiber just 1.6mm thick can support a weight of 350kg. It is used to make bulletproof vests and helmets. It has also been suggested as a material for firefighting uniforms since it is five times the strength of steel and can withstand temperatures of up to 500 degrees Centigrade.

It’s been 50 years since Delaware-based company DuPont developed aramid fiber, called by some the “golden fiber” and “super fiber”. The market for the material grows fiercer by the day.

One example of this trend was a decision handed down August 31 (US time) by the US district court in Richmond, Virginia slapping a 20-year ban on global production, sales and marketing of Kolon Industries’ aramid fiber product “Heracron.”

DuPont had sued Kolon for violating trade secrets. The court has accepted Kolon’s request to suspend the ruling, so the Korean manufacturer will avoid having to suspend production for now. 

Kolon Dupont Struggles Continue
Kolon’s factory in Kumi, North Gyeongsang province.

However, the challenge for Kolon, a latecomer in the market, and the tensions that have erupted due to DuPont’s efforts to keep its challenger in check are racing towards an extreme. The global market for para-aramid fiber (used mostly in bulletproof vests), which Kolon produces, is currently 1.7 trillion won (about US$1.5 billion) and growing.

The tensions between the two companies are due to the character of the aramid fiber industry. It is also a fairly closed market, with US-based DuPont (46%) and Japan’s Teijin (44%) accounting for about 90% of the market and latecomers Kolon (5,000t) and Hyosung (1,000t) accounting for 10%.

Aramid fiber currently accounts for just 2% of Kolon’s total sales, and the company’s sales in the US market amount to just 3.3 billion won (about US$2.9 billion), but the Korean manufacturer has been cultivating aramid textiles as a next-generation business.

The tensions between Kolon and DuPont go back 30 years. The late Yoon Han-shik, a Korea Institute of Science and Technology (KIST) researcher whose research into producing aramid fiber domestically began in 1979, received a US product patent for aramid fiber in 1985 with support from Kolon.

Later, he received patents in seven other countries, including Great Britain, Japan and Germany. In the process, DuPont offered to start a joint venture with Kolon, but the two sides weren’t able to agree on terms.

DuPont responded in 1986 by launching – with Dutch firm AkzoNobel – a patent violation suit at the European Patent Office against Yoon.

In December 1991, a European appeals court ruled that Yoon’s research was original, but the war continued.

Kolon jumped into full-scale aramid production, but experienced difficulty getting the raw materials. At the time, the Korean press reported that DuPont had pressured AkzoNobel, the producer of the raw material for aramid, not to supply the materials to Kolon.

In an interview in the Jan 21, 1994 edition of the Dong-A Ilbo, Yoon said, “We could monopolize this technology by 2002, but far from competing in the market with DuPont, we’re just wasting time day to day.”

Tensions flared once again when, after a series of ups and downs including an investment suspension due to the 1997 Asian financial crisis, Kolon began commercial production of aramid fiber in 2005, becoming the world’s third largest producer behind DuPont and Teijin with 500 tons that year.

Kolon said DuPont began moves to keep the Korean producer in check as Kolon sales grew upon its entry into the US market in 2006. DuPont made an issue of Kolon’s hiring in 2007 of consultant Michael Mitchell, a 24-year veteran of DuPont.

Kolon Dupont Struggles Continue
Dupont headquarters in Delaware

DuPont informed the FBI and US Justice Department and launched a suit. In September of last year, American jurors ordered Kolon to pay US$919.9 million in damages. The court confirmed the decision in November. It was a huge sum that included even DuPont’s product R&D costs.

Kolon admitted it hired former DuPont employees, but claimed the hiring of former employees of other firms was industry practice. It also argued that it never received any trade secrets from Mitchell, and that the 149 trade secrets DuPont claimed were violated were already public knowledge.

Kolon has also raised doubts about the first trial being held in Richmond, Virginia, the site of a DuPont factory, and judge Robert Payne’s 21-year stint at the law firm McGuire Woods prior to becoming a judge. McGuire Woods has enjoyed a relationship with DuPont. Kolon’s legal team asked the court to provide a different judge, but was turned down.

Kolon also filed an antitrust claim at a US court against DuPont, which controls over 80% of the US market, but this was dismissed in July. An appeal is currently ongoing.

DuPont filed a petition against Kolon for trade secret violation at Seoul Central District Prosecutors’ Office in 2010. Prosecutors decided to stop calling in witnesses in March, ending its investigation without a ruling.

In a September 1 statement, DuPont welcomed the decision, saying, “The judge’s order sends a clear message to Kolon and others that they cannot benefit from the theft of our trade secrets.”

Kolon, on the other hand, made clear it would appeal the verdict, saying, “We have sufficient grounds to set right the results of the first trial in an appeal.”

Kolon Dupont Struggles Continue

Who Stole from Who–Apple or Samsung?

Sunday, July 29th, 2012
Who Stole from Who  Apple or Samsung?

Don Southerton, Korealegal.org Editor

Who stole from who in the Samsung Apple IP case is the question. Wired Magazine did a well-illustrated article on the case and issues at stake.  For the full article see LINK

Wired notes: Did Apple rip off Samsung’s intellectual property to create the iPhone, or did Samsung pilfer Apple’s patents when it took on the iPad and iPhone with a slew of mobile devices and tablets?

Those are the burning questions at issue in the biggest trial so far in the ongoing worldwide mobile-phone patent war that’s broken out between Apple, Google, Microsoft, Oracle, Samsung, HTC, Motorola and others.

Apple and Samsung, both competitors and business partners, have been jousting over the issue for more than a year, in what’s really a proxy war between Apple and Google. But after 1,400 court docket entries, on Monday, in a San Jose, California, federal court, a nine-member jury is expected to be chosen to resolve the dispute in a highly anticipated patent and antitrust trial.

See article for full text copy.

Who Stole from Who  Apple or Samsung?

British Courts Say Samsung Tablet Not as Cool as Apple

Thursday, July 19th, 2012
British Courts Say Samsung Tablet Not as Cool as Apple

By Don Southerton, KoreaLegal.org Editor

In what is another chapter in the saga, a UK Court remarks Samsung tablet not “as cool” as Apple.

LONDON (Reuters) – Apple has been instructed by a British judge to run ads saying that Samsung did not copy its design for the iPad in the latest twist in the ongoing patent battles between the two tech giants, according to Bloomberg.

Judge Birss, who ruled last week that Samsung did not infringe Apple’s designs because its Galaxy Tab tablets were not “as cool” as the U.S. company’s iPad, said Apple should publish a notice on its website and in British newspapers to correct any impression that the South Korean company copied Apple, Bloomberg said.

The notice, which is in effect an advertisement for Samsung, should remain on Apple’s website for at least six months, the report said.

The judge, however, rejected Samsung’s request that Apple be forbidden from continuing to claim that its design rights had been infringed, saying that Apple was entitled to hold the opinion, the news agency said.

Samsung said in a statement after the hearing: “Should Apple continue to make excessive legal claims based on such generic designs, innovation in the industry could be harmed and consumer choice unduly limited.

 

 

British Courts Say Samsung Tablet Not as Cool as Apple