Last January, the Economist offered an optimistic forecast of the future of South Korea’s economy under Kim Sang-jo, that country’s newly appointed antitrust czar. Kim’s task, during his three-year term, was to “tame the chaebol,” those massive, family-run corporate conglomerates that were the engines of South Korean economic growth after since the Korean War but that in recently decades have increasingly served as a hindrance to further growth – and, in particular, to the establishment and successful development of small businesses. (The Korean language even has a word – gapjil – for the way in which the chaebol bully more modest-sized enterprises.) Moreover, the chaebols, which were once universally admired for having led South Korea out of Third World status, are now more and more the objects of public resentment because of their top leaders’ chronic corruption and impunity.
At the time of his appointment, Kim, a former activist for the rights of shareholders, enjoyed the strong backing of President Moon Jae-in as well as of the great majority of his countrymen, who refer to him as the “chaebol sniper.” All these months later, has he lived up to that nickname? How much, exactly, has he accomplished?
For a close reader, the article in the Economist contained a few hints that Kim might, in fact, prove to be something less than a bull in the chaebols’ china shops. “The sniper,” we read, “would rather his targets surrender willingly and is encouraging ‘voluntary’ reform.” Some sniper! Indeed, the Economist admitted that some critics of the chaebols “carp that Mr Kim now seems to be more chaebol sympathiser than sniper,” though the Economist was quick to assure us that this view of Kim was “unfair.”
Fast forward five months. Kim, reported the Korean media, was accusing the Hanjin Group, the parent company of Korean Air, of “breaching market rules.” At a press conference marking the end of his first year on the job, the “chaebol sniper” lamented the standard practice by chaebols of doing business with, say, real-estate firms and ad agencies that are affiliated with them rather than dealing with independently owned firms in those same sectors. “I honestly ask conglomerates,” said Kim, “to sincerely review if it necessarily needs these businesses that are owned solely by their controlling families.”
Wow, tough talk!
Kim said his agency had “tried to work on encouraging conglomerates to change their…management practices.” Tried? Encouraging? “We’re seeing positive changes,” he said, but “we still have a long way to go.” He said he regretted “not being able to bring changes that the public can actually feel,” and admitted that some observers might feel that his achievements thus far had fallen “short of expectations.”
No kidding. Is this a sniper or a masseur?
