대차대조표 (단위: 백만 루피아)유동자산132,781162,540144,248175,098145,802286,803이연조세---56,68340,19766,751유가증권 투자5,6354,4644,3514,24412,35420,890고정자산52,248112,926161,615184,955166,931165,383

Daesang's first foreign manufacturing subsidiary was set up in Indonesia in 1973. The subsidiary, PT Miwon Indonesia, had a lot of trouble in early years. In particular, it could not effectively deal with the local competitors which often used dirty tactics and lobbied the government to protect their markets. In the 1980s, however, PT Miwon could gradually improve its financial performance as it gained experience in the local market. It had a turning point in 1989 when a massive increase in production capacity was completed. From then, the subsidiary significantly enhanced price competitiveness by archiving economies of scale in production. Also, its product quality was rapidly improved with the technical assistance from the parent. These renewed manufacturing capabilities were well combined with its localized marketing programs. As a result, it could successfully penetrate into the Indonesian market in 1990s. With this success, the subsidiary is now equipped with the organizational capabilities with which it can play a significant role in its parent's global strategy.

Daesang's first foreign manufacturing subsidiary was set up in Indonesia in 1973. The subsidiary, PT Miwon Indonesia, had a lot of trouble in early years. In particular, it could not effectively deal with the local competitors which often used dirty tactics and lobbied the government to protect their markets. In the 1980s, however, PT Miwon could gradually improve its financial performance as it gained experience in the local market. It had a turning point in 1989 when a massive increase in production capacity was completed. From then, the subsidiary significantly enhanced price competitiveness by archiving economies of scale in production. Also, its product quality was rapidly improved with the technical assistance from the parent. These renewed manufacturing capabilities were well combined with its localized marketing programs. As a result, it could successfully penetrate into the Indonesian market in 1990s. With this success, the subsidiary is now equipped with the organizational capabilities with which it can play a significant role in its parent's global strategy.