[Book Sip] From Small Success to Enduring Enterprise... Growth Records of 20 Entrepreneurs

Some sentences encapsulate the entire content of the book itself, while others instantly resonate with the reader’s heart, creating a connection with the book. Here, we introduce such meaningful sentences excerpted from the book. - Editor’s note

This is a management book published by Asia Economy’s SME & Venture Department in collaboration with the Happiness Success Association, containing the business experiences of small and venture enterprises. Rather than pursuing mere quantitative growth, it can be described as a survival and growth story of small and venture companies that have created sustainable value through rational management. The companies featured in the book have an average sales revenue of 57.1 billion KRW and an average business history of 17 years. How have they managed to survive under the harsh shadow of a severe recession where countless companies go bankrupt every day? Their survival strategies are captured in this book.

Not all CEOs of small businesses we met during the coverage showed the typical entrepreneurial traits one might expect, such as assertiveness or extroverted personalities. They all had different faces. However, what was clearly felt from them was ‘positive energy.’ This does not mean naive optimism. In their work, they were meticulous and sometimes exacting, but it was habitual for them to focus on possibilities rather than impossibilities and to engage their thought processes accordingly. Instead of searching for reasons why something wouldn’t work, they were accustomed to finding reasons why it could and solving or eliminating problems one by one. When combined with creativity, insight, expertise, money, and luck, business takes flight. p8. Introduction - Kim Minjin, Head of Asia Economy SME & Venture Department

“For customers to be happy, employees must be happy first. When employees are happy, the company prospers. We strive to create a virtuous cycle of happiness among customers, employees, and the company. So far, Scholas’ 'Manggo Korea History' and 'Manggo World History' have sold over 2 million copies. Despite various crises, Scholas emphasizes reading and learning among employees, thoroughly consults educators when planning teaching aids, and strives to fulfill social responsibilities. Seeing Scholas’ current state, I am confident that their dream will surely come true. p33. You Have to Enjoy Work to Create Creative Products - Kim Suncheol, CEO of Scholas

“A company matures as much as it suffers, and it is the destiny of a manager to constantly overcome waves. I believe every single thing that comes our way is meaningful and an opportunity to learn and become stronger.”

Originally working as a broadcasting PD, I happened to discover the information provider business at a newspaper by chance. It was a small startup that began 24 years ago with two employees and monthly sales of 300,000 KRW. p45. From Job Preparation to Retirement Planning, ‘Life Total Solution’ - Kim Sichul, CEO of MJ Flex

“Within two years of founding, with just about 20 employees, we succeeded in domestic production of semiconductor chips to compete against Goliath. Next, by targeting the market leader and having our semiconductor chips adopted, we were able to dominate the market.”

This is probably thanks to the six founding members, all engineers, who have stayed with the company and led technology development and sales. Our company was established by six people, including myself, who have experience working at semiconductor chip companies such as Samsung Electronics, LG Electronics, and Hynix. My basic management philosophy is ‘once hired, employees are not let go unless they resign themselves.’ p95. To Dig a Well, Focus on One Unique Well - Park Kwangbeom, CEO of Three A Logics

“You must be a leader, not a boss. When problems arise in company management, a boss blames employees, only holds them accountable, and gives evaluations without solutions. But I didn’t want to be like that. I want to show employees the way forward and walk it with them.”

Starting as a technical sales employee involved in design, I took my first step into the secondary battery field. During the process, I made many suggestions and proposals to the company, but they were not well received. I resigned and prepared to start my own business. The only thing I could do was drawing blueprints, and as an engineer, I had a company I wanted to build. p157. When You Become a Leader, Not a Boss, the Company is Reborn - Lee Miyeon, CEO of Eugene Technology

Small Success | Written by Asia Economy SME & Venture Department and Happiness Success | Happy Book Club | 246 pages | 22,000 KRW