“Complex Crisis due to High Interest Rates and Tariffs… Need Fundamental Change Rather than Short-term Response”,
CEO Sunhye Cho (fourth from left) and executives cutting a cake at GeoYoung’s 23rd-anniversary ceremony. (Provided by GeoYoung)/News1,
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, ‘(Seoul=News1) Reporter Jinjoong Hwang = GeoYoung announced on the 1st that it held a 23rd-anniversary ceremony at its headquarters in Yeonhui-dong, Seodaemun-gu, Seoul, to encourage employees and executives who contributed to the company’s development.’,
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, ‘The ceremony was attended by about 200 employees of the GeoYoung Group. The event proceeded with the awarding of promotion certificates, long-term service awards, and a commemorative speech.’,
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, ‘During the speech, CEO Sunhye Cho stated, “Last year, we achieved the highest performance since the company’s founding with a record 4.67 trillion KRW in sales based on consolidated standards. We’ve surpassed 4 trillion KRW in sales for three consecutive years, once again proving GeoYoung’s strength,” adding, “This success is thanks to all the employees who never stopped challenging themselves and innovating differently from others.”‘,
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, ‘She continued, “The global economy is facing a complex crisis due to high interest rates, tariffs, and supply chain instability. The domestic pharmaceutical distribution environment is quietly but significantly changing,” explaining that “factors such as the expansion of direct sales by pharmaceutical companies and changes in distribution margin structures are fundamentally shaking the existing ecosystem balance.”‘,
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, ‘CEO Cho emphasized the need to make new choices that surpass the familiar past in such times.’,
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, ‘Cho stated, “What is more important than achieving immediate results is a strategic shift that looks to the future. Rather than a short-term response, what is needed now is bold change that alters the fundamentals.”‘,
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, ‘She proposed three key actions for bold change: breaking existing molds with bold execution, strengthening basic capabilities, and maximizing teamwork.’,
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, ‘Cho emphasized, “Anyone can make plans, but not everyone can follow through and take responsibility to the end. Strong execution is GeoYoung’s pride. We need to move a step beyond the familiar methods and further elevate executional power with bold attempts that break existing frameworks.”‘,
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, ‘She further stated, “Numbers like transportation efficiency, recovery rate, inventory turnover, and profitability are honest indicators of a company’s health. When these fundamentals collapse, the entire organization shakes, so it is crucial to meticulously inspect and solidify basic capabilities.”‘,
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, ‘Cho said the strength to move the organization comes from the trust among its members. She stated that information becomes more powerful when shared, and issues are resolved more quickly when addressed together, emphasizing that teamwork directed towards a common goal from various positions is GeoYoung’s true competitive advantage.’,
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, ‘Cho conveyed that “Thinking like others will not produce better results, and acting the same as yesterday will not open a better future.” She concluded by saying, “An active awareness of current issues becomes the wind of change, and passion for improving reality becomes the driving force of innovation.” ‘,
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, ‘Since its foundation in 2002, GeoYoung has grown through innovations across the pharmaceutical distribution structure, such as separating sales and logistics and introducing the industry’s first two-deliveries-per-day system. Since then, leveraging a nationwide logistics network and large centers, they have expanded their market share to become the leading pharmaceutical distribution company in Korea.’,
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, ‘Recently, they are preparing for another leap by enhancing 3PL and 4PL services, total marketing of OTC products, and opening the new Gangnam Center, thereby increasing the business competitiveness of the group as a whole.\n’]