This transaction, in which NS Home Shopping fully paid the acquisition price for Homeplus Express and was embraced by Harim Group, caused a significant stir in the distribution industry. What is most noteworthy is that Harim is not absorbed in external expansion by simply increasing the number of stores, but is focusing on strengthening internal stability and transplanting ‘Harim DNA’. In fact, immediately after the acquisition, PB products disappeared from stores and Harim's 'dummy' lineup filled their place, and the will for vertical integration that unites manufacturing and distribution is becoming visible from the field. In particular, it is encouraging that by immediately normalizing logistics supply through NS Home Shopping's payment guarantee, stores that had lost trust are showing rapid recovery, with sales rapidly increasing in a short period of time. This proves that the synergy that will occur when Harim's food manufacturing capabilities and Homeplus Express' offline contact points are combined is not small.

However, behind the brilliant launch, there are still a lot of heavy tasks that need to be solved. Homeplus' overall management difficulties are still ongoing despite the sale of the Express division, and in particular, the severe liquidity crisis in the hypermarket division is having a negative impact on the overall brand image. The conflict between MBK Partners and Meritz Financial Group over an emergency operating fund (DIP) loan worth 200 billion won clearly shows this sense of crisis. Homeplus is complaining that the sale proceeds alone are insufficient to resolve overdue salaries and delivery payments, which suggests that the express stores acquired by Harim must go through the arduous process of separating internal systems and establishing independent logistics systems before they can get back on track.

Harim Group is accelerating the flexibility of its organizational culture and internal solidarity to overcome these internal and external uncertainties. Harim’s recent ‘Employees One Mind Mireuk Hiking’ is an opportunity to see CEO Jeong Ho-seok’s will to directly communicate with field employees, break down barriers between generations, and seek healthy changes in the organization. In addition, the company's efforts to fulfill its corporate social responsibility through sustainable, eco-friendly management activities such as the used clothes recycling campaign can be interpreted as a strategic move to enhance the brand image and secure loyal customers. Strengthening internal communication and ESG management are expected to be key driving forces in solidifying the company's fundamental strength in a rapidly changing distribution environment.

Market experts are interpreting this acquisition from the perspective of Harim’s ‘business structure transformation’. In the future, Harim plans to use Homeplus Express not as a simple sales channel, but as a comprehensive food showroom showcasing the company's Home Meals (HMR) and an O2O base connecting online and offline. As the company is also aggressively diversifying its products by introducing new products in competitive channels such as GS The Fresh, its changing role within the distribution ecosystem is attracting attention in the future. However, in the face of strong e-commerce and fierce competition in the offline SSM industry, how effectively Harim delivers its differentiated ‘freshness’ and ‘convenience’ will be the deciding factor in its success or failure.