Doosan
Hangul:	두산
Hanja:	斗山
Revised Romanization:	doosan
McCune-Reischauer:	doosan

DOOSAN, the 10th-largest business group in South Korea, has been around for over 109 years and is one of the country's longest running companies. Image File history File links Doosan. ... Hangul (hangul: 한글; revised: hangeul; McCune-Reischauer: hangŭl) is the native alphabet used to write the Korean language, as opposed to the Hanja system borrowed from China. ... Hanja (hangul: 한자; hanja: 漢字; revised: hanja; McCune-Reischauer: hancha; lit. ... The Revised Romanization of Korean is the official Korean language romanization system in South Korea. ... McCune-Reischauer is one of the two most widely used Korean language romanization systems, along with the Revised Romanization of Korean, which replaced (a modified) McCune-Reischauer as the official romanization system in South Korea in 2000. ...

Doosan has served Korea longer than any other company and made significant contributions to Korea’s economic growth in a variety of fields encompassing construction, heavy industries, consumer goods, and the service industry.

Subsidiaries of the DOOSAN Group

Doosan Heavy Industries & Construction Co., Ltd.
Doosan Infracore Co., Ltd.
Doosan Industrial Development Co., Ltd.
Doosan Engine Co., Ltd.
Doosan Mecatec Co., Ltd.
Doosan Corporation
Samhwa Crown & Closure Co., Ltd.
Doosan DND Co., Ltd.
SRS Korea Co., Ltd.
Doosan Motors Corporation
Oricom Inc.
Doosan Bears Inc.
Neoplux Co., Ltd.
Yonkang Foundation
DLI Yonkangwon
Doosan Credit Union
Investment Companies
Search4Lancer 18:10, 25 December 2005 (UTC) Category: ...

History

1896 ~1946 Start of a long journey
Doosan began in 1896 when Park Seung-jik opened a tiny store in Baeogae, Seoul. In 1946, Park Doo-byung,the successor to Park Seung-jik, changed the small store into the Doosan Store, heralding the beginning of Doosan’s modern history.

1950 ~1969 Establishment of the management system
Doosan expanded the Group’s business portfolio with the establishment of Oriental Brewery in 1952 and the start of the foreign trade business. In the 1960s, the Group established Doosan Construction & Engineering, Doosan Food & Beverage and Doosan Machinery. While enthusiastic in developing such fields as mass media and culture as well as public services, Park Doo-Byung introduced a modernized management system, brought in capable, professional CEOs and executives, and implemented the diversification of businesses. These efforts resulted in a solid foundation and added to the development of the Group’s competitive edge.

1970 ~1979 Expansion and Pioneering
Doosan strengthened its Group structure as it expanded and sold off businesses through mergers and acquisitions. Doosan started its growth in the machinery and electronics sectors.

1980 ~1995 Preservation and Harmony
Doosan focused on opening up overseas markets and on venturing into new businesses including publishing and advertising. In the 1990s, Doosan divided its businesses into three sectors: information and distribution,consumer products and materials-based technology.

1996~ Continued advancement and the march toward a brighter future
Backed by extensive and successful business restructuring efforts, Doosan pursued specialization centered on core businesses and significantly enhanced its financial structure by attracting large-scale foreign direct investment. Through Doosan Heavy Industries & Construction, the Group had a future growth engine and proceeded to hone its technological edge and improve its managerial system by promoting mid- to long-term strategies including ‘New Start’ and ‘Change & Build’

Remarkable 2004~2005
Doosan is pursuing ‘Doosan Way’, the Company’s endeavor to increase its core value for future growth. To efficiently and effectively manage its ever-growing businesses, Doosan set up a clear corporate philosophy, the Doosan Way, and strives to achieve its visions.

On April 2005, Daewoo Heavy Industries & Machinery was renamed as Doosan Infracore to make a fresh start as a major associated company of the Doosan Group. Doosan laid a sound platform for the future growth of the group with the successful acquisition of Doosan Infracore while putting in place a globalized business structure. In addition, Doosan enhanced its status and brand value in the world market by further enhancing the size and profitability of its business. In addition, Doosan Infracore will establish a global business network with Doosan Heavy Industries and Construction, another pillar of the Doosan Group, to become a leader in ISBs (Infrastructure Support Business) as a core business segment of the Group in the future. Doosan Infracore aims to maximize the synergies between Doosan's many businesses and further strengthen the competitiveness of the Group in global markets. Doosan Infracore has a grand vision of developing into a world leading machinery company by joining the top 5global ISB companies. To realize this goal, Doosan Infracore will secure a dominant market position by nurturing the most advanced technologies, improving its price competitiveness, increasing investment in its infrastructure, and aggressively expanding its exports in foreign markets such as China, Europe, the Americas, and the BRICs. The Infrastructure Support Business(ISB) is a US$8.7 trillion global industry that consists of key value chain areas required to build infrastructure: key component manufacturing, equipment manufacturing, construction & engineering and related service.
Accelerated Growth of Doosan Heavy Industrial & Construction Co., Ltd. Becoming a No. 1 Global Company

As a central company in the field of Industrial Technology, Doosan Heavy Industries & Construction has already laid a firm base for becoming a global-leading corporation. In 2004, it recorded KRW4 trillion in orders, KRW2.5trillion in sales, KRW207.6 billion in operating profits and KRW166.5 billion in current term net income. The Company witnessed a 43% increase in orders and a 206% rise in operating profits with ROIC (Return on invested Capital) exceeding WACC (Weighted Average Cost of Capital). For the optimization of operational efficiency, Doosan significantly reduced costs in the value chain, increased sales and business capacity through customer oriented marketing activities, and implemented strategies for advancing its business portfolio by placing its top priority on core businesses. In addition, Doosan Heavy Industries & Construction is committed to securing proprietary technologies while utilizing its cutting-edge R&D to explore future technologies. With the introduction of the Business Group system, Doosan has laid a foundation for a pay-for-performance group culture by establishing a responsible management system.

External links

• Doosan Group Web Site
• Doosan Corporation Web Site
• Doosan Heavy Industries&Construction Web Site
• Doosan Infracore Web Site
• Doosan Construction & Engineering Web Site
• Doosan Mecatec Web Site