[Edaily Reporter Kim Yeong-hwan ] “While manufacturing is important, we are striving to transform into a sales- and brand-centric company. Our competitiveness lies not in how well we make products, but in how well we sell them.”

KleanNara(004540), a paper manufacturer with a 60-year history, is attempting a transformation. The company plans to shift its focus from being a manufacturing-centric “paper manufacturer” to a consumer goods company that prioritizes customer data and branding. At the center of this change is Executive Director Ha Bo-young, who joined the company last December as head of the HL Business Division.

Executive Director Ha is married to Choi Yoon-soo, Vice President of Bonoa and the second daughter of Choi Byung-min, Chairman of KleanNara. Choi Hyun-soo, CEO of KleanNara, is Executive Director Ha’s sister-in-law. Having worked at LG H&H and COSMAX, INC., Executive Director Ha has built a career as an expert in branding and digital commerce.

In a recent interview with Edaily held at KleanNara’s headquarters in Yongsan-gu, Seoul, Executive Director Ha emphasized, “We must transform into a company that understands customers and grows brands based on data.” Her confidence is backed by strong performance. In the first quarter of this year, the HL Business Division, led by Executive Director Ha, accounted for 52.9% of the company’s total revenue, surpassing the PS Business Division for the first time.

While the PS Division handles industrial paper products such as whiteboard paper, the HL Division is responsible for household goods such as toilet paper rolls, wet wipes, and sanitary napkins. This signifies that household goods have begun to establish themselves as a new growth engine for the company.

The first area Executive Director Ha focused on was online sales. He shifted the sales strategy—which had previously been centered on offline channels—to e-commerce platforms such as the company’s own online store, Naver, and Coupang, and concentrated on accumulating customer data. Although it cost 3,000 to 4,000 won in “expenses”—such as coupons and promotions—to acquire a single customer, he viewed this as an “investment.”

Thanks to these aggressive customer acquisition efforts, the number of members using KleanNara’s official online store now exceeds 300,000. More important than mere subscribers are actual paying customers. According to Executive Director Ha, there are between 30,000 and 45,000 loyal customers who have been active within the last three months.

This data-driven strategy led to increased sales. In the first half of this year, sales through strategic channels in the HL Business Division rose 17.7% compared to the same period last year. Sales on the company’s own online store increased by 33.9%, on Naver by 46.1%, and on Coupang by 18.8%. E-commerce sales for the first half of the year also rose from 35.6 billion won last year to 42.3 billion won this year.

Executive Director Ha ensured that products appeared first when consumers were searching for them through search engine optimization and encouraged organic reviews by offering additional products to customers who wrote reviews. In addition, by consistently producing content that reflected social issues and seasonal trends, Instagram views increased by up to 1,200% compared to before he joined the company.

The customer data obtained was actively utilized through CRM (Customer Relationship Management). For example, after analyzing that the average purchase cycle for toilet paper rolls is 3 to 3.5 months, the team identified only those customers who had not repurchased within that period and sent them personalized messages. The surge in orders from these targeted customers was so intense that it temporarily crashed the company’s online store server.

Executive Director Ha stated, “Branding through data can hold infinite value,” adding, “We focused on adding value to our products and considered how to sell them more effectively at reasonable prices to various global suppliers.”

Customer review data also transformed the company’s product development approach. The company shifted its focus from “household goods” to “products that solve everyday inconveniences.” A prime example is the cooling sanitary pad, which incorporates a cooling function to alleviate discomfort during the summer. The company also launched a “Cooling Towel Light” version of its cooling towels to reduce skin irritation. These products reflect consumer feedback.

Executive Director Ha remarked, “Even everyday essentials can create new value if they address the specific points where customers feel inconvenience,” adding, “Ultimately, I believe KleanNara must become a company that solves everyday problems.”

KleanNara is also rapidly expanding its business scope. Following its recent entry into the detergent market, the company is considering expanding into beauty, cosmeceuticals, and hair care DEVICES. Its global strategy is also shifting its focus from the existing B2B model to a B2C platform. The company has entered markets in Singapore, Taiwan, and Malaysia, and is currently pursuing entry into Amazon in the U.S.

Executive Director Ha emphasized, “Going forward, the ability to understand customers will become just as important as manufacturing capabilities,” adding, “Through investments in e-commerce, data, and marketing, we will quickly identify trends and take on new challenges to build KleanNara, which achieves sustained growth.”