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Winter 2017

BCCK LAUNCHES GOVERNMENT RELATIONS PROGRAM Committee based program raising awareness of member market access issues to launch in 2018

SPOTLIGHT: CHRISTMAS LUNCH A TREMENDOUS SUCCESS The Chamber’s 40th anniversary event gathers 450 business leaders and over 70 sponsors to celebrate the milestone

KEY TRENDS SHAPING THE FUTURE OF IT AND SOURCING With the usage of data and technology rising in importance, read what topics will shape the industry in the near future

Platinum Members



About Us Formed in 1977, the British Chamber of Commerce in Korea (BCCK) is a membership-based, non-profit organisation that represents the business interests of its members in Korea. The Chamber represents a broad spectrum of British, international and Korean companies, which all share significant commercial interests in the country. The Chamber has over 330 members of which approximately 25% are Korean. The Chamber also works together with the British government to promote British trade, commerce and investment in Korea and to encourage business development between Korean and British companies. About FOCUS FOCUS is a quarterly webzine distributed throughout the BCCK’s network both in the UK and Korea. Contributors Allurentis, AstraZeneca Korea, British Council, British Education Korea, IPSOS Korea, Linklaters Advertisers Dearment, Dulwich College Seoul, EF Korea, Indulge, IPSOS Korea, Isentia, Jaguar Land Rover Korea Photography Greg Samborski ( Design Netzone Communication

Patron Members

FOR ADVERTISING & ARTICLE CONTRIBUTIONS BCCK Marketing & Communications Team, (+82) 2-6365-2307

Issue No. 04

Publisher: British Chamber of Commerce in Korea 14th Fl, The-K Twin Towers B-dong, 50, Jongro 1-gil, Jongro-gu, Seoul, Korea (+82) 2-6365-2300




Congratulatory Message 06 Vice Chairman's Message

Chamber Focus General Chamber News 07 BCCK Launches Government Relations Program 08 BCCK Publishes Position Papers 08 BCCK Signs Seoul Declaration and Wilson Parking Wins Job Creation Award 09 Upgraded BCCK Membership Structure for 2018

Trade Services News 10 UK Business Trip 10 BCCK to Publish Inaugural Market Sector Reports 11

Q4 Highlights

Events – Networking 13 BCCK Holds Its Second ‘Beers with the BCCK’ Event 13 BCCK Holds British Themed Pub Night 14 Bcck’s 40th Anniversary Christmas Lunch: A Tremendous Success



Legal Focus 32 IT and Sourcing 2020

Lifestyle Focus 36 What parents have to know for their child to prosper in British Education

Upcoming BCCK Events 18 Upcoming BCCK Events

UK-Korea Trade Focus 19 Recent UK-Korea Trade News

Market Focus 20 Four Misconceptions about Doing Business in Korea 22 New Opportunities in Korea’s Chemical Industry 23 High technology is seen as key to healthcare development 26 Future-Proof Your Brand

Member Focus 39 Member Stories 43 Member CSR Activities 45 New Members 46 Member Offers

Special Focus: UK/ Korea 2017–18 Creative Futures 50 UK/Korea 2017–18 Creative Futures



Welcome to our Winter Edition of FOCUS. This edition coincides with our 40th anniversary, a milestone that we proudly celebrated at our recent annual Christmas Lunch event. I believe that all of you who attended will agree that it was a fantastic event, and a huge thanks goes to our CEO, Sean Blakely, and our BCCK events team, for pulling off what was arguably our biggest and best event to date.

offering, and a revamping of some of our signature events. It will continue to be an exciting time to be part of the Chamber, and we are committed to maintaining our very positive momentum throughout the year to come. I hope you enjoy this edition of FOCUS and wish you all a Merry Christmas and a Happy New Year.

As I look back over the past year, it has truly been a record-breaking year. Record-breaking in nearly all aspects, including number of events, participation at events, number of members, sponsorship, number of British companies supported to enter the Korean market and number of services offered to members. The success of the Chamber would not be possible without the support of our members and sponsors, and on behalf of the Executive Committee I would like to sincerely thank you for your past and continued support. Looking ahead, the BCCK has a lot of exciting initiatives planned for 2018, including the expansion of our advocacy services, enhancement of our membership

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BCCK Launches Government Relations Program As part of an effort to further develop the services the BCCK provides to its member companies, the Chamber has recently begun its Government Relations program. Led by Eunha Clare Kim, a senior manager of Government Relations at the Chamber, the program will focus on raising awareness of market access issues faced by its member companies and effecting change in policymaking within the Korean and UK governments. General Approach Representing the collective voice of its member companies, the Chamber will pursue innovative ways to advocate for regulatory and legislative changes necessary to improve the business environment in Korea. The Korean government, given challenging global market conditions marked by slow growth and productivity, recognizes the need to stimulate job growth and increase the competitiveness of the Korean market. While manufacturing has largely driven Korea’s rapid economic development to date, the Moon administration is keen to diversity the economy and strengthen the country’s service sector. In this regard, foreign companies are well-placed to contribute to the development of business services and offer expertise in boosting the knowledge-based service sector in the Korean market. In addition to the advocacy work in Korea, the Chamber will also liaise with interest groups and policymakers in the UK and elsewhere to promote awareness of the Korean market and policies that are business-friendly to our member companies. Amid business uncertainties surrounding Brexit, for example, Sean Blakeley, CEO of the BCCK, recently

met with the Confederation of British Industry (CBI), one of the largest UK business organisations in London, to discuss various ways the BCCK and CBI could collaborate. Program Structure The BCCK Government Relations program will leverage its Market Access Committee as the primary mechanism to convene interested member company representatives to discuss market access issues relevant to their businesses in Korea. Beneath the Market Access Committee will run a number of sectoral subcommittees that will meet periodically to raise policy and regulatory issues as well as to strategize their approach to advocacy. Being part of the BCCK Government Relations program enables its participants to drive the agenda of the program and help determine the advocacy strategy of the Chamber. The platforms would include ad-hoc meetings with policymakers, bespoke events, and policy statements such as sector-specific position papers and more broadbased white papers. The Chamber is currently recruiting BCCK member representatives who are interested in joining its new sectoral subcommittees with an aim to formalize its program structure in the new year. If you are interested in learning more about the program, please reference our Government Relations program overview or contact Eunha Clare Kim at



BCCK Publishes Position Papers In the year 2017, the BCCK published a total of three position papers on the topics of pharmaceuticals, energy, and financial services. Each position paper tackles a number of current policies and regulations in Korea that are counter-productive to the government’s stated goals of making the country more environment-friendly, innovative, and competitive, and provides policy suggestions specific to those issues. Please see below for a synopsis of each position paper and access to the full position papers. 1. Pharmaceutical The Korean government has a vision for the country to become one of the world’s top seven pharmaceutical markets. While acknowledging the Korean government’s efforts to produce innovative global products, the BCCK presents three significant areas of improvement that the Korean government should consider in order to accelerate innovation and

access to new and innovative drugs in the country. Click here to read the full position paper 2. Energy/Climate Change The Korean government is working toward reducing emissions in the country, but, as this position paper argues, there are several policy areas that need to be improved so that reduction targets can be met. Click here to read the full position paper 3. Financial Services The BCCK acknowledges the steps the Korean Government has taken to increase market access and improve the business environment for the financial services industry, such as making it easier to outsource IT functions and data processing to offshore affiliates, but believe there are a number of areas where there is still room for improvement. Click here to read the full position paper

BCCK Signs Seoul Declaration and Wilson Parking Wins Job Creation Award companies that have made a significant contribution to the City of Seoul in terms of foreign investment, job creation and inclusive growth. There were five award recipients in total; Wilson Parking Korea, a member of the BCCK, won an award in the Job Creation category.

The British Chamber of Commerce in Korea (BCCK) participated in 2017 Seoul Foreign Business Awards hosted by the Seoul Metropolitan Government (SMG) on November 22 at the Westin Chosun Seoul. During the ceremony, the SMG recognised foreign-invested

8 British Chamber of Commerce in Korea

The event also provided a forum for the SMG and a number of foreign Chambers of Commerce to sign the Seoul Declaration, a manifesto acknowledging their mutual commitment to improving the economy and business environment of Seoul City. BCCK CEO Sean Blakeley, Mayor of Seoul Park Won-soon,

and representatives from other foreign Chambers of Commerce, including the China Council for the Promotion of International Trade, the European Chamber of Commerce in Korea, the French Korean Chamber of Commerce and Industry, the KoreanGerman Chamber of Commerce & Industry, and the Indian Chamber of Commerce in Korea, signed the agreement. Currently there are more than 8,500 foreign companies operating in Seoul. The investment and

business activities of these companies are some of the key drivers spurring economic growth in the City. In this light, the event served as an opportunity to highlight the important partnership between the SMG and foreign-invested companies operating in the City of Seoul. More than 100 attendees participated in the event, representing various foreign-invested companies, foreign Chambers of Commerce, and the Korean government.

Upgraded BCCK Membership Structure for 2018 This is the most exclusive and senior level of membership in the Chamber. Diamond Members must be British companies; either are domiciled or maintain permanent Diamond representation in the Republic of Korea directly or indirectly as a shareholder in a Membership joint venture; or other companies whose interests, in the view of the BCCK Executive Committee, coincide with the interests of the British business community in Korea. This is the second most senior level of membership in the Chamber. Platinum Members must be British companies; either are domiciled or maintain permanent representation Platinum in the Republic of Korea directly or indirectly as a shareholder in a joint venture; or other Membership companies whose interests, in the view of the BCCK Executive Committee, coincide with the interests of the British business community in Korea. This is the third most senior level of membership in the Chamber. Patron Members must be British companies; either are domiciled or maintain permanent representation in Patron the Republic of Korea directly or indirectly as a shareholder in a joint venture; or other Membership companies whose interests, in the view of the BCCK Executive Committee, coincide with the interests of the British business community in Korea. Corporate Members must be British firms (including partnerships and sole proprietorships), companies or corporate bodies (hereinafter collectively referred to as Corporate “Parties�); either are domiciled or maintain permanent representation in the Republic Membership of Korea directly or indirectly as a shareholder in a joint venture; or other Parties whose interests, in the view of the BCCK Executive Committee, coincide with the interests of the British business community in Korea. For further information or enquiries, please contact us at



UK Business Trip During Q4 2017, BCCK CEO Sean Blakeley, and Taewon Um, Director of Trade Services, visited the UK to meet with leading British companies and SMEs to inform them of opportunities in the Korean market. The business trip, which lasted two weeks in early November this year, involved meetings with senior executives of more than 40 British businesses, key trade associations, and high-level government officials responsible for the UK's international trade policy. The BCCK met companies from a range of industries, including consumer retail, fashion, interior design and branding, architecture, accessories, IT, F&D and jewelry. The visit was met with a high level of interest from many UK businesses, and the BCCK will continue to work with these British businesses to help them realise the opportunities outlined.

Sean Blakeley, assessing the UK business trip as a productive and fruitful trip, said: "There are still an abundance of untapped opportunities for British businesses in the Korean market across many diverse sectors, and it is crucial that we, as the British chamber with significant market intelligence and local knowledge on the Korean market, inform UK businesses of these opportunities and help them enter what is Asia's fourth biggest market." The BCCK is in the UK once again in late December and will make regular business trips there throughout 2018. If you are UK-based and would like to schedule a meeting with the Chamber's representatives when they are in the UK, do contact us at trade@bcck.

BCCK to Publish Inaugural Market Sector Reports The BCCK's Trade Services team will publish a set of inaugural market sector reports early next year. With increasingly high demand from UK businesses for quality information on specific sectors in the Korean market, the BCCK has prepared a series of market sector reports providing overviews and analyses of opportunities and challenges within each specific

10 British Chamber of Commerce in Korea

sector for British business. The reports will cover financial services, beauty, fashion, retail and other sectors where the UK has a strong competitive advantage in the global market. The report will be available on the BCCK website early next year.

Q4 Highlights In Q4 2017, the BCCK supported more than 25 British businesses seeking to enter or expand in the Korean market.

partnership discussions, enabling Lulu Guinness to choose a partner that fully shares its vision and passion.

The continued interests of British businesses in the Korean market confirms that Korea is an attractive growth market for UK brands and companies that want to grow its business internationally.

The BCCK was commissioned to identify an inmarket partner for Lulu Guinness, a UK designer handbag brand. Given its strong expertise, local knowledge, and extensive network built over the past few years, the Chamber’s Trade Services team is particularly well-placed to support UK fashion brands to enter the Korean market. “We drew on BCCK’s extensive knowledge of the market to help find a suitable partner for Korea. We were impressed by the thorough research carried out by their team and their incredible professionalism during meetings with potential partners.


The BCCK supported Hackett London, a multichannel British menswear retailer with finding an in-market partner to introduce the prominent UK fashion brand to the Korean market.


Having a bi-lingual point of contact on the ground was invaluable," said Helena Pielak, Lulu Guinness’s International Business Development Manager. The BCCK secured senior-level meetings with key Korean fashion companies to facilitate in-depth

The BCCK's Trade Services team worked closely with Hackett London for a number of months to help identify the most capable and appropriate partner for the brand. With the assistance of the BCCK, Hackett was able to deepen its understanding of the Korean fashion market, which is crucial in determining the right market entry strategy and in identifying a suitable partner.


Advertise with the BCCK E-mail | The quickest way to approach high level members of Korea’s domestic and multi-national companies is through direct emails to the BCCK’s mailing list. Website | Our website is the onestop-shop for information about our events and activities. We offer opportunities to our members to advertise through banners or BCCK member offers. SNS | Need to get a message out about an upcoming event, recruitment offer, press release, or CSR success? Utilise our SNS network (Facebook, LinkedIn, Instagram, Twitter, YouTube and Google+) to to spread the message. Webzine | We offer advertising opportunities through our quarterly webzine, FOCUS. The webzine is offered through our website and sent out to our 3,500+ network of business contacts in Korea and the UK. Directory | The BCCK Membership Directory is the one place you can find out all about our members. Offered in print and online, we offer advertising space to help get your products and services out to a broader audience.

Contact us today to learn more at: E-mail: Phone: (+82) 2-6365-2307


BCCK Holds Its Second ‘Beers with the BCCK’ Event On November 16, the Chamber hosted its second 'Beers with the BCCK' event after the success of its first event held in July. The team was excited to treat guests to British cuisine, provided by Bulldogs, for free in its office. The entire BCCK people from the Chamber’s trade, events, finance, marketing and communications, and government relations

departments, were present to meet with over 70 attendees and to talk about services they provide. Special gifts from Lush and Bulldogs were given to a few fortunate guests during the lucky draw. We look forward to hosting the same event again in the new year.

BCCK Holds British Themed Pub Night

The BCCK held its annual Autumn Pub Night on October 26 at the British Embassy Seoul’s Broughton’s Bar. Sponsored by Jaguar Land Rover Korea and Dulwich College Seoul, the event featured

various British food provided by Gavin’s Sausages and craft beer from The Booth as well as special lucky draw prizes for the attendees!



BCCK’S 40TH ANNIVERSARY CHRISTMAS LUNCH: A TREMENDOUS SUCCESS The British Chamber of Commerce in Korea (BCCK) held its annual Christmas Lunch at the Four Seasons Hotel Grand Ballroom on Friday, December 1. This year’s Christmas Lunch drew 450 guests including British Ambassador to South Korea Charles Hay, British Council Korea Director Martin Fryer as well as various government officials and business leaders, who celebrated the Chamber’s 40th anniversary. Since its foundation in 1977, the Chamber has been supporting British businesses in Korea. The 14 British Chamber of Commerce in Korea

Chamber, in close cooperation with the British government, advises British companies on doing business in the Korean market; hosts business net working events and seminars; updates members on UK-Korean trade news through its webzine; supports member companies through its membership programme; and advocates on behalf of British companies for promoting trade, business and investment between the UK and Korea. After Sean Blakeley’s inauguration as the Chamber’s

CHAMBER FOCUS | GENERAL CHAMBER NEWS CEO in 2015, the Trade Services team was installed to strategically support British companies seeking to enter the Korean market and has subsequently supported more than 450 companies to date. The BCCK has also recently established a Government Relations team which will start its service next year to more proactively support trade between the two countries. Sean Blakeley, the CEO, said: “It is my honour to celebrate the Chamber’s 40th year anniversary during my incumbency. Over the years we have grown to have a significant role in UK-Korean business, trade and commercial areas through our new services, publications and events.” Blakeley discussed the modern-day role of the Chamber in the area of trade: “Though we are an organisation with a long history, our commercial backbone, closeness to business in Korea and ability to represent the interest of our 330 members, means that we have a very relevant and pivotal role to play, especially in a post-Brexit context.” Charles Hay, the British Ambassador to South Korea, said: “Congratulations on the Chamber’s 40th anniversary. We are excited by the growth of

the Chamber and look forward to even closer ties between both organisations. The Embassy and BCCK teams will do everything possible to support UK business in Korea.” The Chamber was established in 1977 by a group of founding British businesses and has supported British business in Korea for 40 years. Some of the highlights of its support include: 1999 Chamber supported the visit to Korea of Her Majesty Queen Elizabeth II and Her Royal Highness the Duke of Edinburgh 2005 Chamber member, Standard Chartered, acquired Korea First Bank 2009 Chamber-supported EU-KR FTA was signed 2015 Chamber’s Trade Services began on behalf of British Government 2016 Lord Mayor of the City of London opened New Office for British Chamber of Commerce in Korea



At the venue, banners denoting the significant contributions of the Chamber during its 40year history were exhibited; former Executive Committee members were in attendance as the children of North London Collegiate School Jeju, Dulwich College Seoul, and British Education Korea performed. More than 70 British and international brands, such as Jaguar Land Rover Korea, British Airways, EF Korea, Four Seasons Hotel Seoul, GSK, HSBC, IFC Seoul and RB, sponsored the event. Money raised from the event will be donated to the

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Chamber’s good causes: Angels’ Haven, Myongdo Welfare Centre, and the Chevening Scholarship. The BCCK is a non-profit organisation located in Gwanghwamun, Seoul, and is accredited by the British Chambers of Commerce in the UK. The Chamber has Trade, Government Relations, Membership, Marketing & Communications, and Events teams that strategically support British businesses in Korea.


Upcoming BCCK Events

Annual General Meeting • Time/ Date • Venue • Object • Price

11:30am Reception, 12:00pm ~ 13:30pm / January 26 ARA (6F), Four Seasons Hotel Seoul (TBC) Election for 2018 ExCo, Auditor & New Chairman Voting members: Free, Non-voting members: KRW 99,000 * Non-members are not able to attend

Save the date!

18 British Chamber of Commerce in Korea


Recent UK-Korea Trade News BCCK Editorial Staff





MUA, a UK makeup brand, recently entered the Korean market in partnership with a local distributor. The brand, which is already well established and known in the UK and European markets, targets consumers in their 10s and 20s, with its colourful eyeshadows and other makeup products. The brand will utilise e-commerce as the main retail channel to Korean consumers.

Clarks, a UK-based international shoe retailer, is changing its strategy in the Korean market. Previously distributed by a local partner, Kumkang, the UK shoe maker is now setting up its own legal entity in Korea as a way to expand its presence in the market. The direct entry is intended to enhance its marketing and sales initiatives and expand its product range.

Korea's e-commerce is increasingly becoming one of the most important retail channels for any brand that wants to achieve economies of scale, and MUA is no exception in choosing e-commerce as its main sales channel. MUA will be available on Lotte.Com, a major online shopping platform in Korea.

There are a number of ways to enter the market – whether working through distributors/agents or entering directly, with each strategy having pros and cons. For this reason, it is important to choose the right strategy based on the combination of local market contexts, the company’s global business strategy, and its intended business activities in Korea.



Four Misconceptions about Doing Business in Korea BCCK Editorial Staff

Foreign business people often have a number of misconceptions about doing business in Korea, which can cause them to miss out on the full potential of opportunities in the market and inhibit their chances of success if they enter it. In this blog piece, we have put together four common misconceptions about doing business in Korea and explained what the reality is.

and found success despite not being connected to any conglomerate. BMK Limited, which imports cosmetics products, has also made its mark by successfully launching global brands Diptyque and Laura Mercier in Korea.

1. All Korean companies are conglomerates

Koreans are famous for their fervor for education. The average Korean spends GBP 137,900 over their lifetime to learn English, and high scores on English tests are required for entry into prestigious universities and for quality jobs. Surprisingly, however, Koreans are less-than-fluent English speakers compared to the emphasis, money and time they’ve invested.

One characteristic most identified with the Korean economy is its family-run conglomerates - Chaebol - like Samsung, Hyundai and LG, which wield tremendous economic and political power. In 2015, the combined revenue of Korea’s top four conglomerates accounted for a whopping 60% of Korea’s gross domestic product (GDP), while the Samsung Group alone was responsible for 18%. The makeup of Korea’s economy is changing, however, albeit gradually. The country’s mid-sized companies are slowly making an ever-larger mark on the economy and their contributions to the global economy. E-commerce giant Coupang, for example, is particularly well-known for having bucked the trend

20 British Chamber of Commerce in Korea

2. Koreans speak English during business meetings

While Korea’s more global younger generation (who trail only China and India for being sent abroad for study) generally speaks English well, English conversation ability generally gets worse higher up the corporate food chain into senior (and older) staff. The bottom line: don’t assume that your business counterpart will speak perfect English and when in doubt, insist on bringing along an interpreter to help ensure your communication is accurate.

3. Korea is too difficult for foreign brands

4. Business decisions are determined rashly

Considering the capacity and the range of industries that conglomerates operate their businesses in, foreign business people may easily come to believe that it is difficult for foreign brands to thrive in the Korean market. Walmart and Carrefour, two major global retail brands that have failed in Korea, are frequently pointed to as examples of this difficulty, but, Homeplus TESCO made Korea their largest market outside of the UK before their sale.

Koreans have a reputation for being impatient, reflected by the culture of ‘bballi-bballi’ (faster, faster!). Foreign business people may consequently believe that Koreans will also be quick to make business decisions and can be rash. However, in most Korean companies, the procedure of reporting a meeting summary or suggesting a new business plan is quite complex as there are standardised rules for staff to follow when reporting to senior staff. There can be three or more stages of reporting depending on the structure of a company. Although Korean companies are slowly changing, there are still bureaucratic elements that can slow down the business process.

The North Face – an American outdoor sports gear brand – is leading the Korean outdoor gear market among many well-established domestic brands. Shake Shack – an American casual restaurant chain well known for its burgers and shakes – was launched in Korea last year and the Gangnam store has already recorded the highest profit of all of their stores worldwide. Success in Korea is not a given, but instead lies in the ‘when’ and ‘how’ a company enters the market. There are a growing number of success stories – recently Boots, for example – has entered the market with Shinsegae and has gotten their partner and the timing right.

That being said, coming to a business decision in Korea generally takes shorter time than Japan, which is famously risk-averse. However, when the decision is made, Korean companies move swiftly and you can be in the market before you know it!



New Opportunities in Korea’s Chemical Industry BCCK Editorial Staff Korea boasts the sixth largest chemical market in the world, with four of its chemical giants - LG Chem, Lotte Chemical, SK Innovation, and Hanwha Chemical being ranked in the Global Top 50 Chemical Companies, an annual survey published by the American Chemical Society (ACS). Furthermore, Korea’s strong chemical industry will become an even more attractive market for foreign chemical companies as it seeks to diversify and further sophisticate its chemical sector and enact policies to help it become a chemical industry hub in Asia. Government-led Diversification of the Chemical Industry Petrochemistry has traditionally dominated Korea’s chemical industry with as much as 70% of total chemical revenues generated from the sector. However, in recent years, in an attempt to diversify revenue sources to mitigate the risk of overdependency, the Korean government has been financially supporting research and development in the fine, green and sustainable chemical sectors. Exemplifying this, the city of Ulsan, the de facto industrial capital of Korea, located on the southeast tip of the peninsula, has received government support to drive growth in speciality and healthcarerelated chemicals as well as in biochemistry itself. On the Path to Becoming Asia’s Chemical Industry Hub Korea is quickly becoming the chemical industry hub of Asia as robust domestic players are joined by foreign multinationals in setting up offices and building plants in the country. In the last 10 years Korea’s chemical sector has received GBP 6bn in foreign direct investment (FDI), making it

22 British Chamber of Commerce in Korea

the second highest recipient of FDI amongst all OECD countries. In 2016, for example, Japanese chemical manufacturer Kuraray and Kuwait’s chief petrochemical company PIC both invested in the market. Furthermore BASF, one of the world’s largest chemical companies, moved its electronic materials headquarters from Germany to Seoul in 2013 and established a R&D centre the following year. Also in 2014, world-leading chemicals company Dow Chemical Company built a plant in Cheonan, Korea, to mass produce quantum dot materials, and international chemical group Solvay also opened a research centre in collaboration with Korea’s Ewha Women’s University. Opportunities for Companies in the Chemical Space Korea’s chemical industry is an attractive market for many foreign chemical companies. With the expansion into the fine chemical sector by Korea’s national and local governments, more opportunities for progress await Korea’s chemical market. The sustained investment by foreign chemical companies in the form of foreign direct investment or establishing a physical presence further demonstrate the potential for Korea’s chemical industry. Foreign chemical companies seeking new opportunities abroad should certainly consider Korea. Coming into a market where companies like Samsung, Hyundai, and LG which all possess customers across the globe and develop technologically advanced products, but rely on locally-based suppliers, will present foreign chemical companies with untapped opportunities to work with these Korean players to tap into the domestic and international markets.


High technology is seen as
key to healthcare development AstraZeneca Korea

Over the past 30 years, Korea has progressed from having a limited medical infrastructure, fragmented financing and limited coverage for its population. However, today a healthcare system is characterised by universal coverage and one of the highest life expectancies in the world, while still having one of the lowest levels of health expenditure among OECD countries. In 2017, the UK medical publication, The Lancet, reported that Korea is set to become the first country where life expectancy will exceed 90 years, with females living to an average of 91 years and males to 84 by 2030. Although it ranks among the world’s most efficient healthcare systems, the countr y’s national expenditure on healthcare was 7.1% of a GDP that amounted to US$1.41 trillion in 2014. This percentage is less than half that of the US and lower than Germany and France’s 11% or Japan’s 10.3%, according to the World Bank. Despite this relatively low national expenditure, Korea has developed a world class system in terms of access and quality and is one of the few Asian countries whose population is able to afford innovative treatments. The insurance system is funded by individual contributions, averaging around 5% of income, to

the National Health Insurance Corporation. Other funding comes from employers and a tobacco surcharge. All Koreans, except for those who qualify for a free service, pay monthly contributions for compulsory health insurance. Total expenditure on insurance as a percentage of GDP was 7.7% in 2016, compared to 17.2% in the US. Korea’s National Health Insurance (NHI) programme is a compulsory social insurance system covering the whole population. The amount someone pays towards the NHI is determined in the same way as taxation on a sliding scale, according to the amount an individual earns. NHI covers most medical procedures and emergencies, prescription medication and specialist visits. However, some procedures and medications, particularly those associated with chronic illnesses are not covered. The system is considered efficient in terms of providing high quality care, with low administrative costs though treatments are not completely free at the point of delivery. Many patients requiring expensive treatments also need additional private insurance with co- payments ranging from 10% to 50%. Private insurance provides funding not covered by the NHI system, which include out of pocket expenses for elective medical costs and nursing fees. The NHI covers most prescription medicines.


MARKET FOCUS It is a system that allows patients unrestricted access to doctors, specialists and hospitals of their choice. Around 90% of hospitals are privately owned with payments from the NHI fixed for each service provided. Steady reforms to the healthcare provision, combined with administrative savings through a consolidation of insurers under the state-owned National Health Insurance Corporation (NHIC), has expanded quality medical care to the population. The effectiveness of the system has become a model for countries seeking to deliver universal health coverage through social insurance at a manageable price. Medical expertise in terms of the supply of technology and consultancy as well as hospital mana gem ent , f o r ex amp l e, ha s f o un d an international clientele in 20 countries ranging from Peru and Bangladesh to Qatar. The advantage of Korea’s healthcare system is its effectiveness both in terms of cost and outcomes. The population including resident foreigners, have access to high quality services at relatively low cost, compared to other Asian countries and also those beyond. Access to doctors including consultants and dentistry, is affordable and readily available at least in the principal urban areas. General healthcare products and generic drugs are also comparatively low cost. Hospitals are more likely to be equipped with modern medical technologies than in many other leading industrialised countries. According to Young Joo Song of the Harvard School of Public Health, “the quality of Korean people’s lives has been increasingly improved in general, due to the development of medical technology.” The digital era is revolutionising the way healthcare services are provided in the country. The Drug Utilisation Review is one of the most extensive

24 British Chamber of Commerce in Korea

systems for monitoring prescriptions to be found among OECD countries. Korea has overcome many of the challenges that other OECD countries have faced in recent years to build an advanced health information technology infrastructure. Towards the end of 2017, for example, Chungham National University in Daejeon, in the west of Korea, and Chonnam National University Hospital in the southwest of the country, are due to commission a system to exchange medical information with 400 regional hospitals and clinics. Korea has already developed the technological capability to build a simple electronic patient history, and by leveraging the power and reach of mobile communications, it has become possible to bring care to many rural, under-served parts of the country. Care and monitoring that previously required a visit to a clinic or office can be managed remotely from a patient’s home or workplace. An increasing utilisation of new technologies will help Korea meet the growing demands on its healthcare system. Demographic projections indicate the country will have one of the world’s lowest birth rates and a population expected to age more rapidly than that of any other advanced economy over the next 35 years. Pressure on the country’s healthcare system will grow as a result of an aging population and also shifts to less healthy lifestyles that could increase the incidence of chronic diseases. An over provision of hospital treatment is another key issue. While other OECD countries have been bolstering community based services and reducing the number of hospital beds, Korea has seen a major expansion of its hospital sector with some 12.28 beds per 1,000 of population in 2016, the highest proportion of any OECD country. It also has the longest average length of stay for patients in hospital. Another challenge therefore will be to provide more primary care outside the hospital system for chronic conditions such as diabetes and asthma.

Nevertheless, Korea’s track record of substantial policy reforms in the last three decades have equipped it with a strong base from which to pursue further reforms to reduce hospital admissions and the length of stay. Analysts believe this can be helped with provision of community based clinics, especially in non-urban areas and making increased use of the country’s world class health information infrastructure, to provide data exchange of clinical information and remote diagnostic tests. Medical tourism set to grow The cost of medical services in Korea is less than in other developed countries and this is making the country an attractive destination for medical tourism. Most of the country’s principal hospitals have started programmes to attract foreign tourists with focused international health centres offering treatments and procedures at significantly lower prices than at other medical tourism destinations. The Government has also helped by relaxing visa requirements for foreigners seeking medical treatments. As a result, foreign demand for health services in Korea is on the rise for a variety of needs including dentistry and cosmetic surgery as well as top level conventional healthcare treatments available at

lower cost than in other parts of Asia or the US. Cosmetic and dental treatments are the most common procedures in demand, with more than 200 specialist clinics operating in this field in Seoul alone and serving mostly American and Chinese clients. Korea has one of the world’s highest number of plastic surgeons per capita that reflects an imageconscious culture, not just in Korea but within the rest of the region, with many clients from Japan and Southeast Asia as well as China. The Ministry of Health and the Korea Health Industry Development Institute have said they want to boost medical tourism and have set a target to attract one million foreign patients by 2020, an almost tenfold increase compared to a decade earlier, and the nearly 400,000 recorded in 2013. It is projected that if this higher number is reached, revenues from medical tourism will more than triple to US$1.4 billion a year. This article is from Allurentis publication ‘2018 Discovering Business – The Republic of Korea’. If you want to find out more please visit here.



Future-Proof Your Brand Douwe Rademaker, Global CEO, Ipsos MarketQuest SUMMARY We are seeing disruptions that are shaking up categories today like never before. These disruptions will have a fundamental impact on the way consumers relate to your brand. In this paper we will offer ideas on how to use these disruptions as an opportunity for growth instead of a threat. We will discuss a four-step Ipsos Brand Future-Proofing approach to formulate and execute a brand growth strategy in a disrupted category. The four steps are: 1. Do not assume you know your category 2. Figure out what people in the disrupted category really need 3. Create a brand that really stands out 4. Make sure you can quickly pivot your brand

We are seeing disruptions that are shaking up categories like never before Let’s talk about the automotive industry. In today’s world, that’s actually a misnomer. We need to think more broadly, in terms of mobility. Mobility is an industry that has been shaken up with integrated electric, autonomous and shared solutions. Many other categories have been disrupted as well. The trend of small, regionally/locally sourced and manufactured brands is shaking up many food categories. Retail banks are affected by distributed, crowdsourced lending and borrowing solutions and vertically integrated electronic wallets. And this is just the tip of the iceberg. Recent technological developments in areas like Artificial Intelligence, blockchain applications and quantum computing are very likely to further drive the launch of disruptive solutions. The rise of connected appliances and social and mobile platforms will further empower consumers in shaping their own brand experiences. These technological advances make it easy for new start-

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ups to get to market: building a new car (Tesla), starting a distributed hotel chain (Airbnb), offering mortgages (Rocket Mortgage) and locally sourcing food supplies (Blue Apron). Who would have thought new entrants could break through entry barriers so quickly and easily just a few years ago? As a result, we are seeing a disaggregation (unbundling) of large consumer companies. Small

start-ups are effectively competing with individual brands in large companies’ portfolios. For example, P&G is competing with small upstart brands like Livionex Dental Gel, Orabrush Tongue Cleaner, Little Duck Organics, Julep Beauty, Juice Beauty, Memebox, Pangea Organics and Unilever’s recently acquired Dollar Shave Club. In the mobility category, we can see how Uber, Lyft, Maven and many more brands are disaggregating the market. The future of integrated shared, autonomous, electric solutions will further impact this ‘unbundling’ with many more new entrants and challenge the relevance of large car, energy, oil, and insurance brands. Brands today are more important than ever The impact of this disaggregation of the market is an explosion of choice for consumers. There are already more than 100 car brands in the market, people have on average access to more than 1,000 cable channels and each day over 1,000 apps are added to the Apple store. With the abundance of choice, people are looking for ways to simplify their decisions. For example, we know that people are happier making a choice from a short and simple restaurant menu than they are selecting from a long list of items. People unconsciously reduce their choice set to something they can handle, for example just focusing on fish or

vegetable items on the menu. In a world of over-stimulation and an abundance of choice, brands act as a mental shortcut that enable people to make decisions quickly and intuitively. To play that role, brands need to create an unconscious mental network in people’s minds - a network of memories, experiences, emotions, feelings, etc. In order to be chosen, a brand must come positively to mind at the moment of choice. At these moments brands are retrieved based on the strength of the brand’s mental network, combined with any stimulus that catches attention at the point of choice. From our research, we have seen that people are more likely to choose brands that: 1. Create authentic and relevant experiences to strengthen this mental network of memories and positive emotions (Memory Saliency) 2. Break through the clutter and stand out at the point of choice to activate this unconscious mental network (Attention Saliency) We also know from our research that the first brand that comes to mind is most likely to be chosen. Your brand can be in the ‘consideration set’, but it’s really the one that comes to mind first that has the unconscious mental advantage. By smartly applying the theories of saliency to help build your mental networks, your brand will more likely be that first choice in the consumer’s consideration set.


MARKET FOCUS It is time to think differently about brand building It is no longer enough to update your brand’s portfolio regularly with brand extension launches or support your brand by simply changing the media approach. It’s time to think more strategically and longer term about the role and saliency of your brand and your business model in light of market disruptions. What follows is a four-phase Brand Future-Proofing approach to help you think differently about embracing category disruption and to help you drive brand growth. Phase 1: Do not assume you know your category Categories today are being disrupted and redefined. You need to begin by (re)defining the category you compete in, and if you are a large player in that category, you should define your playing field so that you are a small player in a larger market. This will give you room to grow. Does your brand compete in the detergent category, or in cleaning? Does your brand compete in the credit card category, or in payments? Once you have defined your category, the next step is to build an a-priori understanding of trends in the category, consumer preferences and choices, and competitors/ challengers as well as an understanding of the strengths and weaknesses of your brands. In addition to analyzing existing data and figures (financial data, consumer insights, etc.), a useful framework for this first phase is to look inside (Opinions), outside (Observations) and sideways (Inspiration). • L ook inside (Opinions): Look at your own experiences in the category (remember that you are a consumer too), have conversations with (expert) consumers, talk with specialists in the category, discuss with people across divisions of your company (not your day-to-day contacts), etc. • Look outside (Observation): Be on the lookout, evaluating and taking cues from key competitors and integrating them into your thinking.

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• L ook sideways (Inspiration): What are best practices from adjacent categories, near-in and far-out? For example, let’s look at the retail banking category. Look inside for your own experiences in dealing with your bank, talk to blockchain experts, talk with unhappy consumers or people that have problems getting a loan or a mortgage. Speak with customer service reps at your company to hear directly from those on the front line. Speak with experts on Millennials or Gen Z consumers, real estate, the housing market, etc. Look outside to new entrants in the market like LendingRobot,, Mozido, Square, I-Wallet, Braintree, Wave, Lending Home, Prosper, and The Zebra and see how they are doing things better, faster, differently. And look sideways at other categories like energy with new sustainable energy providers, or mobility with new shared services, or the beer category and how it is being disrupted by local breweries and craft beers. The objectives of this first phase are to define what category you are really competing in, get everyone aligned with the current realities and trends in the category, and agree on directions for

the brand to find growth opportunities. Phase 2: Figure out what people in the disrupted category really need In a world where decision making is increasingly nonconscious, traditional consumer insights methodologies may be insufficient. If we really want to understand how people choose and how your brand can affect this choice when and where it counts, we need to rely on new methodologies. More specifically, four types of methodologies will help your brand to really affect change: 1. Instead of asking people what they want, new implicit tools help us understand people’s motivations by measuring what they do NOT say. For example, we look at speed of response (Implicit Reaction Time) to understand emotional brand connections. We prime people’s unconscious and see how they respond to seemingly unrelated questions (emotional priming ). We keep people’s conscious minds busy while we probe their unconscious (cognitive loading). Today’s researcher’s toolkit includes many more implicit tools to get closer to your consumers’ deeper motivations than ever before. 2. A person’s actual behavior is generally a better prediction of future behavior than his/her stated behavior (‘actions speak louder than words’). There are many more options available today

to track people’s on- and offline behavior. For example, new mobile tracking apps can easily be integrated into mobile questionnaires to track and segment people’s offline behavior. 3. With the current developments in automated text and image and video analytics, we rely more than ever before on unstructured data. Intelligently coding unstructured data can turn social data, open- ended voice-to-text responses and images/ videos into quantitative data and deep consumer insights. 4. And finally, data from connected appliances can and will help to understand people’s behavior. For example, data from connected refrigerators can help us to understand actual usage of products without the need for a questionnaire. In summary, traditional market research alone may be insufficient to figure out what people really need in today’s world. For your brand to remain relevant, it is important to think disruptively about consumer insights. In this second phase, we audit (and use) available consumer insights or help the brand get new relevant consumer insights to kick-start the next phase. Phase 3: Create a brand that really stands out As mentioned before, in a category with an abundance of choice, it is increasingly important


MARKET FOCUS for brands to stand out from the crowd. That includes considering the category role your brand wants to play and how it wants to be positioned in the category. In Roland van der Vorst’s new book (Contrarian Branding), he describes three strategies to create a distinctive positioning by ‘camouflaging’ the competition: 1. Create an absolute contradiction in the same category. It is hard to be distinctive on an attribute with a ‘sliding scale’. Is your positioning ‘innovative’, ‘high quality’ or ‘fast’? Your competitors can also claim to be ‘somewhat innovative’, ‘reasonable quality’ or ‘pretty fast’, thereby creating more confusion in the market. However if you claim an absolute contradiction (e.g., Haagen-Dazs = sensually adult ice cream while others = childish, Aesop = intelligent while others = superficial, Virgin = ‘we are the people’ while others = establishment), you are creating a clear distinction between your brand and the rest of the herd. 2. Use a different category to create an absolute contradiction. Position yourself outside the categor y; as you effectively push all your competitors in one bucket, you become the one alternative. For example, you are not another brand of apples; instead, you’re the ‘most healthy candy’. You are not another soft drink; instead, you’re ‘water with flavor’. You are not another airliner; instead, you’re ‘easier than by car’. 3. Combine two contradictory elements. Instead of trying to be distinctive on one attribute, create tension by combining two elements that seem to be contradictory. For example, Zara effectively combined Affordable and High Fashion, while Nike combined Ordinary Heroism as an exciting contradiction. In this third phase, we combine relevant consumer insights, stakeholder discussions and a focused brand strategy workshop to help define a relevant ‘camouflaging’ strategy for your brand; in a subsequent workshop we help activate this strategy in a creative brief.

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Phase 4: Make sure you can quickly pivot your brand Finally, to ensure that the strategies are embedded in your organization, your brand needs a slim, fast and more forward-looking brand management solution. That means a focus on a few relevant brand KPIs through short mobile surveys and social data intelligence. These KPIs are connected to the messages mentioned before: ranked first, emotional relevance, strength of mental network and camouflaging power. In a recent case, a global consumer electronics company was seeing most of their categories fundamentally changed as a result of new entrants with disruptive technologies. To future-proof their brand, we created a simple, agile and mobile tracking solution focused only on relevant global KPIs (ranked first, mental networks, emotional relevance and the distinctiveness of their brand assets). Insights from this brand management tool were then made available in (nearly) real-time on a device agnostic delivery platform to enable our client to quickly gather results on consumer perceptions so it could pivot its brand, keeping it on strategy and on target to achieve its growth objectives. Finally… Embrace the fact that we live in new and exciting times. Consumers rely more than ever on brands to help them simplify their choices. Brands that leverage this consumer need are more likely to capture growth opportunities – but brands can only do this if they are willing to think differently about the relevance of their brands and leverage new and deeper consumer insights. Our four-step Ipsos Brand Future-Proofing approach can help uncover these consumer insights and turn category disruptions into exciting new brand opportunities.


IT and Sourcing 2020 Linklaters

2017 proved to be a momentous year around the globe: a year that defied prediction, and a year in which digital continued to be a major disruptor. Entering into 2018, we’ve been thinking about the future: what will IT and sourcing lawyers be thinking about in 2020?

Embracing openness In 2020, uptake of products and services will be encouraged through an even greater use of open source and open APIs. Organisations will share data more freely (whether knowingly or not) to allow themselves and others to benefit from faster, cheaper and better outcomes. Those with larger development teams and/or more IT literate staff will adopt inner source practices, to maximise their pool of potential innovators/ enhancers. Regulators will also continue to pass legislation to force the opening up of systems/data in order to encourage entrepreneurs and to reduce barriers to market. This is starting to happen in the banking sector thanks to the Second Payment Services Directive and through the work of the Open Banking Group.

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As a result, in 2020, many traditional sectors will look very different and their lawyers will be immersed in their drive to stay current: incumbents will have had to diversify and change their offerings to remain competitive, and new market entrants will have gained significant footholds.

All about the data Data already underpins the economic value of businesses around the globe and investment into collection and analytics of data will continue to mushroom. Organisations will increasingly spend more time and money gathering it and protecting it. They will have sophisticated data strategies and contracts to ensure that they retain/obtain appropriate rights to data and can leverage it while staying on the right side of Competition and other laws. Increased regulation of – not just personal data – but also cybersecurity and interoperability – along with a rise and rise in cyber-attacks and espionage – will radically change the way people think about and secure data. The most competitive businesses will be the ones that can manage security and regulatory compliance

with minimum restrictions on innovation, despite the breadth of potential threats and sanctions (eg the higher of 4% annual worldwide group turnover and €20m for breaches of the General Data Protection Regulation). Data will become more and more like a currency and will drive value in many transactions.

Shifting boundaries Technology will continue to replace more and more traditional jobs and professions. This will drive an increase in the number of entrepreneurs and startups, and mainstream, larger organisations will be more used to dealing with them. Except where regulations and reputations dictate otherwise, failure will be an acceptable by-product of quick innovation, meaning that lawyers will be evermore pressured to find novel ways to protect their clients’ core interests without scuppering invention. As we have already seen in the interplay between FinTech, InsurTech and digital health, ideas from different industries will cross- pollinate, resulting in alliances and products that benefit from a wider range of expertise and are able to be offered more cheaply. Where these alliances involve leading players from different industries, lawyers will have to be smart about helping their clients move away from entrenched contractual positions in order to avoid mutually destructive pre and post contract behaviours.

Doing things differently Operating models for both IT and sourcing will continue to evolve, with more and more customers expecting to achieve greater flexibility from their services and better control and visibility over their

IT environments (including architecture, tooling and assets). The march for standardisation will be almost complete, with most organisations favouring the use of standard products, tools and services under shorter-term contracts. These factors, together with the use of cloud, open APIs, robotic process automation, artificial intelligence, the Internet of Things, virtual reality and other technologies will require businesses to take a more nuanced and agile approach to both contracts with suppliers and partners to reflect new ways of looking at the commercials of those relationships. Customers will expect to be upgraded to new technology more quickly (eg 5G) and will expect their vendors to provide pricing models that enable them to do this with a degree of price certainty. Those in highly regulated sectors will also have their appetite for regulatory risk continually tested as they strive to remain competitive by taking advantage of new opportunities.

Fragmentation By 2020, instead of having few, longer-term, highervalue strategic IT and sourcing contracts with core vendors, many organisations will have a much larger number of diverse, shorter-term, lower-value contracts with vendors which allow them to best leverage available tech and services offerings and to effect change more quickly. It will become in increasingly difficult to outsource or “back-to-back” risks in supply chains. In response, organisations will need strong service integration and management, IT, procurement and functions to help manage these, and their lawyers will need to understand well the capabilities and limitations of these functions.



Partnering Increasingly, organisations will seek to partner via joint ventures or other arrangements, including to leverage economies of scale from common vendors, or to bring together different skillsets to develop innovative solutions. An example of this is the connected cars collaboration between car manufacturers and Silicon Valley. Relevant partnering and supply chain arrangements will need to be sophisticated enough to drive the right behaviours from the parties involved (taking into account the nature of their investment and the appropriateness of any liabilities to each other). They will deal not only with what happens during the setup and operation of such partnerships, but also what happens both operationally and commercially on exit. The skills needed for these partnership will often be a crossover between the traditional tech/ sourcing and corporate legal skillsets.

Keeping up the attack Not surprisingly, given the increased value of data and the prevalent use of technology, organisations will spend a much larger proportion of their budget

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on cyber security. Cyber will be much more a “board level� issue than it ever was and lawyers will be part of the multi-disciplinary team required to identify where cyber issues may crop up (eg in relation to the use of open source) and how they should be handled. Larger organisations will have much more sophisticated cyber policies and incident handling teams and most organisations will have bought cyber insurance. Attitudes to vendor liability for cyber risk will have changed dramatically, resulting in changes in market practice.

Dialling up disputes Licensors and service providers will become more aggressive in enforcing their rights (including licence audit rights) in order to safeguard revenue streams that are being challenged via market disruption. More confident customer organisations, with a wider choice of potential vendors for any given service, will also be less willing to sweep issues under the carpet for the sake of service continuity. Disputes on IT and sourcing projects will be handled more aggressively than they have been before – particularly given the importance that IT and supply chains are likely to have on the ability to compete

successfully in the market and to retain compliance with increasingly strict privacy, security and regulated sourcing rules.

The aftermath of Brexit Given Parliament’s approval of the triggering of Article 50, we now know that in 2020, the UK will no longer be part of the EU. English lawyers will have had to work out whether material adverse change provisions have been triggered by the nature of the Brexit, whatever it is. By 2020, market practice will have grown up around how to interpret legacy contracts that, for example, scoped IP licences, distribution or other relevant rights by reference to the “European Union� at a time when a reference to that term was plainly intended to include the UK. After the Great Repeal Bill has entrenched most of EU law into UK law, by 2020, the first signs of deviation may appear. This may have far-reaching implications on the arrangements to be put in place for the receipt in the UK of EU data, as well as on the attractiveness of the UK as a sourcing destination (for example, would we move away from TUPE?). Sourcing lawyers will also be dealing with the potentially significant ramifications of new tax positions on legacy commercial payment models and potentially even with the fall of the Euro (depending on what happens in Greece). We may also see some welcome reform of the public procurement rules. Whatever happens, there will be constant theme throughout: all change.

transfer, data protection, financial regulatory and tax issues as required.

John Crozier Partner, London Tel: +44 20 7456 5778

Georgina Kon Partner, London Tel: +44 20 7456 5532

Julian Cunningham-Day Partner, London Tel: +44 20 7456 5532

Marly Didizian Partner, London Tel: +44 20 7456 3258

Richard Cumbley Partner, London Tel: +44 20 7456 4681

Our specialist practice has a huge breadth of knowledge and experience in complex sourcing and IT matters. We take a holistic approach to the advice we provide, delivering a seamless service on multi-jurisdictional projects involving multiple issues. Alongside the sourcing project itself, we can support on issues including the transfer of employees, asset

Stephen Le Vesconte Partner, Korea Tel: +82 2 6320 1020



What parents have to know for their child to prosper in British Education British Education Korea The most important thing parents want from their child’s education is a secure knowledge that it will enable them to succeed in a range of academic, artistic and athletic activities, which will give them the necessary high school credentials to transition into a university of choice worldwide. There are very few educational systems that can deliver this, but there is one that stands alone. It is the British National Curriculum. This curriculum can deliver all of that and then some. The British National Curriculum is the fastest growing curriculum worldwide and has been so for some

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time. The reasons why more people are looking for a British Education is that it sets children on a path for future success.
The British National Curriculum is a curriculum designed to be taught from birth to 18 years of age. It is delivered in key learning areas that are designed to suit the way children can learn best at different ages in their life. Each key stage builds on the one before so there is always a platform or scaffold for the children to build their future learning on.
In the early years, before four years of age, students who study the British National Curriculum are provided with learning activities that are continually provided across seven key learning areas.

These students access new knowledge through playbased learning. Play-based learning is recognised by many educationalists as the most appropriate way for young children to access knowledge.
Children then enter formal education at five years of age when they commence the first of four key stages of education.

parents around the world.

They pass through each key stage until they take formal examinations at age 18 that allow them the opportunity to sit for admission to British and international universities.
In each key stage, an equal value is placed on a student's social, emotional and academic needs and growth.

Without a doubt the best universities in the world are British and many aspire to enroll in one of these fine institutions. Regardless of what path a student decides to take, the British Education is highly respected worldwide. It is recognised across the world like no other. It is transferable from country to country; for those students who move globally, it is a seamless programme of study. It is one of the few avenues that students can study through and be admitted to universities around the world.
Parents are always curious about what they should do for their children in order for them to be prepared to face future challenges. The British National Curriculum provides a rigorous academic structure for any child to build a successful life on.

All lessons are enquiry-based, which means that different learning styles can be catered for and the teacher has the ability to adapt, shape and differentiate all lessons according to the unique needs of each class and student. Individual learning styles can easily be accommodated and this flexibility as a curriculum to adapt to students’ needs is what makes it so successful and desired by

A positive point about the British National Curriculum is that it is adaptable enough for students with a range of academic abilities to access the content. Its basis is non-selective, making it suitable for students of all abilities.


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SCBK: Three Amazing Days with Liverpool FC Legends

LFC Legend Vladmir Smicer and Patrik Berger (L to R)

Liverpool FC Legend Patrik Berger and Vladimir Smicer came to Korea with the coaching staff of the Liverpool FC Academy. Liverpool FC is a worldfamous English Premier League club officially sponsored by Standard Chartered, the parent group of Standard Chartered Bank Korea (SCB Korea). They were invited for special client events hosted by SCB Korea. Let’s have a close look at their three-day journey in Korea. Meet and Greet with the Legends A Meet and Greet session with LFC Legend Vladimir Smicer and Patrik Berger was held in the lobby of the SCB Korea Head Office in Jongno-gu, Seoul, on 3 November. About 150 clients, staff and LFC fans were given a special opportunity to meet the two Legends through a pre-event promotion on SCB Korea’s website and official Facebook page. They had a great time getting

The two Legends are busy signing an autograph on LFC items for the clients and fans.

an autograph on their items such as a Liverpool shirt and a football from the Legends. VIP Cocktail Party with the Legends at the British Embassy Seoul “An Evening with LFC Legends” was held for SCB Korea VIP clients at the British Embassy Seoul on 3 November. Some 90 VIP clients had a great time



A special photo session with the Legends was held.

Young players are getting an autograph from the Legend Patrik Berger.

Council, and the British Chamber of Commerce in attendance. LFC Soccer Clinic for Children!

A dart game was one of the well-received events.

over a variety of events. The event was particularly meaningful, as it also served as an occasion to strengthen friendly relationship between Korea and the U.K. with a group of officials and special guests from the British Embassy Seoul, the British

Children are getting a real match experience at the LFC Soccer School.

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180 children of SCB clients, staff and special invitees participated in a Soccer Clinic session at Dulwich College Seoul in Seocho-gu, Seoul on 4 and 5 November. It was particularly meaningful, as they learned to play “The Liverpool Way� from the LFC International Academy. After the session, the young players had a chance to meet with the LFC Legends for an autograph and photo sessions with them.


SCABAL: Second Asian Store in Seoul’s Fashionforward Neighbourhood

Scabal has announced its first outpost in Seoul, South Korea. The store, in the fashionable Gangnam district, is Scabal’s second opening in Asia after adding Shanghai to its list of esteemed addresses last year. Explaining the brand’s foray into Korea, Executive Chairman Gregor Thissen said: “We’d actually been present there with our fabrics for years so we were able to gauge the interest of our Korean customers and understand their knowledge of quality and craftsmanship. Today, Seoul is one of the world leaders for new trends and modernist approaches so we’re excited to play our part.” In architecturally arresting surroundings, the store offers a refined showroom, complete with its own bar, for a complete made-to-measure service and a selection of classic ready-to-wear pieces. Head of Design, Campbell Dunn, is excited by the brand’s Asian expansion.
“As we’ve been expanding and modernising our products, it makes sense for us to sell in this market to approach a younger and more fashionable customer. The South Korean gentlemen

already have an interest in classic European tailoring so we wanted to bring the Scabal brand to them where they can discover their personal style and our full made-to-measure experience. I’m excited to establish ourselves as an international menswear brand.” The Gangnam store, designed as more of a lifestyle destination, reflects something of a leap forward in terms of experience, too. Customers can get the full Scabal experience from the private bar and lounge area right through to a full fitting. By visiting Scabal at any of its stores, customers can access on-tap style advice, a wealth of tailoring


MEMBER FOCUS | MEMBER STORIES know-how, and a host of exclusive events. Scabal has a genuine dedication to craf t, personalisation, and heritage that is woven into every aspect. When it comes to garments, more than 5,000 of the world’s finest cloths are on offer, and fittings can be made anywhere – at home, in the

office, or at a hotel. The service is as individualised as the finished product, because when it comes to sartorial success, a personal touch is vital. Scabal’s peerless in-house tailors are on hand to plan and personalise every aspect of construction – from lapels to trouser pleats, outlined by the customer. Handpicked buttons, statement linings and even under-collar embroidery all help to stamp a sense of self on a suit for a further injection of individuality.

31, Seolleung-ro 162-gil, Gangnam-gu Seoul, 06015, Republic of Korea


Pernod Ricard Korea: Discover the Essence

of British Luxury with Royal Salute

Polo sports. She was vividly introduced to the life and culture of the modern noble family, and the craftsmanship and lifestyle of the upper class of the UK.

In celebration of the “UK/Korea 2017-18 Campaign”, British luxury whisky brand ‘Royal Salute’ presented a “Britain Luxury” story video with Korean actress Han Go-eun. The video illustrated the values and spirit of British luxury: British luxury is based on a solid tradition, continuing communication with the present, and embodies craftsmanship in everything with the finest ingredients, imparting a natural uniqueness. Han Go-eun visited the castle of the Duke of Argyll, whisky distillery of Royal Salute, and attended the 2017 Royal Salute Coronation Cup, which is one of the most prestigious events in

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Above all, the story of the dedication and power of time and craftsmanship of Royal Salute was more distinctly presented through the video segment on the “Strathisla distillery”: It included many stories regarding the history of Royal Salute, which began in 1953 to commemorate the coronation of Queen Elizabeth II, and that of the “Royal Salute Vault” where the core malt of Royal Salute is produced and stored. Pernod Ricard Korea Royal Salute brand manager remarked: "I hope this film will be a great opportunity to experience the distinctive brand value of Royal Salute as well as the core values of British luxury, including the coexistence of tradition and modernity with craftsmanship". The film is available on YouTube.



CBRE Korea: “Walk for a Wish” On Friday, October 27th, CBRE Korea held the ‘Walk for a Wish’ campaign, its annual Asia-Pacific-wide philanthropic event that provides its staff a great opportunity to participate in activities that support the environment and local communities. This year, CBRE Korea employees gathered at Han River Park and walked to Seoul Forest Park to volunteer in tree and flower planting activities, with the aim of creating a healthy environment for the community

with their own hands. CBRE Korea also successfully held a fundraising drive to encourage meaningful participation and raised over KRW 1,800,000. The collected funds were promptly delivered to Seoul Forest Park Conservancy. Following the success of “Walk for a Wish”, CBRE Korea will continue to engage in a variety of CSR activities to support the local community.


Robert Walters Korea: Our Charity Fundraiser “Global Charity Day”

On October 13 , U K - b a s e d recruitment firm Rober t Walters Kore a held it s annual Charit y Day event where executives and staff members participated in a range of fundraising activities including selling handmade perfumes and candles as well as cooking

traditional Korean food. This year they donated the funds to Anna House, a homeless shelter run by Father Vincenzo Bordo (HaJong Kim) since 1998 to provide food and medical services to the homeless, elderly, jobless and runaway teens. Robert Walters has been holding its “Global Charity Day” every October since the office was first established in Korea in 2010.


Top Reasons to Join the BCCK ADVOCACY In the post-Brexit era, we are a key voice for British business and our members in Korea. We have a professional team to discuss about the direction of business in this changing situation and work closely with the Korean and British

governments, along with the British Embassy Seoul. Just this year, we held a members-only breakfast workshop event with Mr. John Alty, a key representative in discussions between the UK and Korea over a possible new trade deal.

ADVERTISING AND SPONSORSHIP BCCK members can maximize their company exposure through our online and of fline advertising platforms. We distribute an annual member directory, a quarterly webzine, and are active on Facebook, LinkedIn, YouTube, Twitter, Instagram and Google+. Our annual

membership directory is distributed offline to all our member companies. Members can also take advantage of sponsorship opportunities at our events, including providing products to raffle at our events or having company logos on our event flyers and banners.

NETWORKING The BCCK hosts the largest and trendiest net working events for the international community in Korea. Our diverse membership – 25% of our membership is Korean - and business network stretching from Korea to the UK ensures that you will be meeting new and interesting people at our events. We also host

a busy calendar of content-driven forums and workshops for our members on topics that are relevant to business leaders in Korea. We host special breakfasts featuring interesting speakers from the UK such as the Lord Mayor of the City of London or the head of the British Council.

BUSINESS OPPORTUNITIES We are a hub for British business in Korea. The BCCK has an active trade and investment services team that helps UK brands to find opportunity in Korea and, increasingly, Korean brands to enter the UK market. Already we have helped brands such as SuperGroup and Linguaphone identify partners and better understand the Korean market. We are also

JOIN NOW! 44 British Chamber of Commerce in Korea

increasingly helping Korean companies enter the UK market utilizing our strong network in the UK. Our position as a hub for inbound and outbound market-entry enquiries makes us uniquely positioned to connect and promote business between our members both in Korea and the UK.

New Members List (Winter 2017) New Patron Member

New Overseas Corporate Members Karen Millen Altro APAC



Member Offers

Special offers are periodically provided to BCCK members!

British Airways: 10% discount off tickets to UK and Europe British Airways, the UK’s leading airline, is offering BCCK members an exclusive 10% off all flights to the UK and Europe. The discount also applies to online-only exclusive deals through BA. Only BCCK members are eligible to receive this discount! Click here to access the discount!

Park Hyatt Busan: 10% discount on daily base rate Park Hyatt Busan is a luxurious, intimate, and residential-style hotel located in the heart of Busan, Korea’s largest port city. Park Hyatt Busan is offering BCCK members with a 10% discount based on a daily basis rate. *Black out dates: 7/30 – 8/6, 8/13 – 14, 10/1 - 02 & 22, 11/17 – 19, 12/24 & 31 Only BCCK members are eligible to receive this discount! Click here to access the discount!

RDI Worldwide: 25% discount on one-day HR workshops RDI Worldwide works with Korean and international organisations to support professional development and management training. RDI Worldwide is offering BCCK members a 25% discount on their flagship management training programmes. This offer applies to: Lego Serious Play, an innovative way to develop team dynamics and promote effective management; Situational Leadership: a globally recognised methodology from Ken Blanchard; Performance Coaching (individuals or in groups); and Cross-Cultural Management, for better working in multinational companies. BCCK members who book a workshop with RDI (up to 30 people) are able to receive 25% off the facilication fee. Only BCCK members are eligible to receive this discount! Click here to access the discount!

46 British Chamber of Commerce in Korea


British Council: 15% discount on myClass English courses The British Council is a world leader in English language teaching. The organisation operates two adult centres at Euljiro and Gangnam and offers customised English courses that will meet the specific English skills needs of any organisation. The British council is offering BCCK members a 15% maximum discount on a myClass English course. Only BCCK members are eligible to receive this discount! Click here to access the discount!

Dearment: 10% discount on all fresh flower products over 50,000 KRW Dearment is a Seoul based florist which offers a variety of flower products including dry flowers, flower baskets and flower vases, as well as services such as the provision of wedding bouquets, flower subscriptions and flower deliveries. Dearment is offering BCCK members a 10% discount on all purchases of fresh flower products over 50,000 KRW. Only BCCK members are eligible to receive this discount! Click here to access the discount!

Truefitt & Hill: 10% discount on all services and products Truefitt & Hill is a British premium male grooming shop with a 211-year history located in central Seoul. Truefitt & Hill is offering BCCK members a 10% discount on all services and products. Only BCCK members are eligible to receive this discount! Click here to access the discount!

Isentia: 20% discount on Mediaportal and 10% discount on Isentia Wire Powered by technology and inspired by people, Isentia is a media intelligence firm specializing in PR and Marketing Communications. Isentia is offering discounts on Mediaportal (media monitoring and analytics platform) and Isentia Wire (press release distribution service). Only BCCK members are eligible to receive this discount. Click here to access the discount!


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UK/Korea 2017–18 Creative Futures Director's Note UK/Korea 2017–18 Creative Futures is two thirds complete since its launch on 2 February 2017. To date, UK/Korea 2017–18 has met 570,000 people and reached over six million through the media in Korea. Those who have missed an opportunity to visit one or more of the events, do not worry. In this edition, we have laid out four exhibitions that you can still go to. Our last event in 2017 was the UK-Korea Creative Ageing Conference on 5 December. With four more months to go, we have a range of events to come leading up to our finale at

50 British Chamber of Commerce in Korea

PyeongChang Cultural Olympiad with a strong focus on diversity and inclusion. At this corner of the season, we are thinking of the role of arts and artists and their relationship to a social change. We hope for your continued interest in and support for our events and wish you a Merry Christmas and a Happy New Year. Hyesun Kim, Head of UK/Korea 2017–18 Creative Futures

Events NUDE: Masterpieces from Tate

©Nude on a Couch / 1915 / Oil paint on canvas / Tate: Bequeathed by Mrs A.F. Kessier 1983

You have only a few days left to see the original piece of sculpture, Kiss by Rodin for the first time in Asia. The exhibition only lasts till 25 December 2017. Seoul Olympic Museum of Art (SOMA) has brought masterpieces selected from the Tate Collection along the theme of the naked body from the late 19th century to the present time. Click here for more information

Julian Opie Solo Exhibition One of the leading figures in contemporary art, Julian Opie’s first museum exhibition in Korea goes until 21 January 2018. This exhibition presents around 80 pieces of Julian Opie’s works, which include a few newly commissioned works for Korea. Click here for more information © Julian Opie. Walking in Sadang-dong in the rain. 2014

Richard Hamilton exhibition Monographic works by one of the most important artists in the 2nd half of 20th century, Richard Hamilton’s largest exhibition in Asia is held at the National Museum of Modern and Contemporary Art in Gwacheon until 21 January 2018. Click here for more information ©Swingeing London 67(f). 1968-9, Screen Print on canvas, acrylic and collage, 67x8

You Start It! Nam June Paik Art Center will present the first solo exhibition in Korea by the 2016 Nam June Paik Art Center Prize winner Blast Theory. The exhibition, titled You Start It! kicked off on 23 November and will feature new and recent works by Blast Theory running until 4 March 2018. 2097 We Made Ourselves Over_Blast Theory © Blast Theory

Click here for more information


ADVERTISE IN OUR NEXT ISSUE! Reserve Your Space Now for FOCUS Spring 2018! The BCCK will be launching its next issue of FOCUS at the end of February 2018! The webzine will feature articles about living, working and doing business in Korea and offers a great opportunity for you to raise your company’s visibility through our 3,500+ contact database from the British, Korean and international business communities. Secure your space for the Spring 2018 issue to advertise your services or products to the BCCK’s extensive network. The webzine will also be available through our website and other online platforms.




Advertising File Specifications Size: Width 595.28px, Length 841.89px Resolution: 300dpi or higher Colour Mode: RGB File Format: PDF




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BCCK Webzine ‘FOCUS’

Advertisement Rates Advertising Space Location

Member Price

Non-Member Price

A. Inside Front Cover

500,000 KRW

700,000 KRW

B. Opposite Inside Front Cover

400,000 KRW

600,000 KRW

C. Single Page (First Section)

300,000 KRW

500,000 KRW

D. Single Page (Second Section)

250,000 KRW

450,000 KRW

E. Single Page (Third Section)

200,000 KRW

400,000 KRW

F. Opposite Inside Back Cover

250,000 KRW

450,000 KRW

G. Inside Back Cover

300,000 KRW

500,000 KRW

H. Back Cover

350,000 KRW

550,000 KRW

I. Advertorial (one page)

400,000 KRW

600,000 KRW

*Please note that all prices are subject to 10% V.A.T. **Advertising spaces are limited. Advertisers will be given spaces on a first come, first served basis

Contact Marketing & Communications Coordinator Mijung Lee


(+82) 2-6365-2307


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BCCK FOCUS Winter 2017  
BCCK FOCUS Winter 2017  

FOCUS is a quarterly magazine published by the British Chamber of Commerce in Korea. This issue features the Chamber’s latest updates, inclu...