Our Way

Vatech was a small company with about 40 employees that sold industrial X-ray inspection equipment. It was struggling because it did not have its own technology or a differentiated strategy. It needed to select and focus. It was about what we could do well and what we could become the best in the world. After reviewing hundreds of items, Vatech decided to challenge the 'dental X-ray equipment' market.

At the time, dental X-ray equipment was 100% imported. No one dared to challenge it because technology development was difficult and the market was not large, so dentists had no choice but to use imported equipment that cost over 100 million won at the time. It was an extremely difficult challenge, but we thought it was possible if we approached customers with good technology, products, and a sincere heart.

Many people predicted that they would fail, but they did not stop their research.

This is because the employees worked together as one to develop the 'first domestically produced dental X-ray equipment'.

However, taking a path that no one had taken before was painful. The development period was longer than expected.

When the employees were getting tired, the sales team left the office with pamphlets.
They went out to sell the equipment even before it was released, with the conviction and desperation that they would definitely succeed in development.

Some were treated as peddlers and kicked out, while others were encouraged as patriots.
After a year of all the development and sales employees eating, sleeping, and devoting themselves to the office, they finally developed a domestically produced dental X-ray equipment.

They invited people who did not believe that Korea could make such cutting-edge medical equipment and showed it to them in person. On May 27, 2003, the first unit (the first equipment) was installed at a dental clinic in Busan and has since sold like hotcakes.

When I heard that the world's largest dental exhibition was being held in Germany, I participated without thinking.

I set up a small booth in the corner of the exhibition hall, but few visitors were interested in the unfamiliar company booth.

The next day, when I put up a Taegeukgi on one side of the booth, Korean dental clinic directors who realized that it was a Korean company came to offer words of comfort.

It was a moment when I truly felt the barriers of the global market. From that day on, I set a goal to become the world's number one.

I needed a groundbreaking product that would surprise the world. I designed and began developing a 3-in-1 device that combined Panorama, Cephalo, and CT functions into one device.

At that time, there was no device anywhere in the world that combined these three functions. It was much more economical because all images could be taken with one device, and it was a concept that was perfect for dentistry because it allowed X-ray examinations in narrow spaces.

As expected, the response from the global market was explosive. Due to this device, Vatech's exports increased more than tenfold. Four years later, in Germany, on the day of the same exhibition, the visitors kept asking questions.

Four years after the humiliation, on the banks of the Rhine River in Germany, the staff all sang the national anthem together and cheered.

In order to become the world's number one, we had to have competitiveness that others could not keep up with.

Technology ahead of the market, good quality, and quick customer response. However, we could not achieve speed if we depended on other people's technology.
We had to jointly develop with parts suppliers from the concept stage to produce the equipment that customers wanted on time,

and it was also regrettable that we had to send 600 won of the 1,000 won worth of products overseas as material costs.

In order to control all of this efficiently in a short period of time, we needed to internalize core parts technology.

Vatech began developing core detectors directly. Imported parts were replaced with domestic parts.

We gradually secured cost competitiveness and were able to quickly release new products.

This soon led to global competitiveness. Products were sold in markets around the world with excellent performance and reasonable prices,

and as we gradually secured brand recognition, various dealers around the world joined hands with Vatech to expand their sales networks. Meanwhile, Vatech established a holding company system centered around ‘Vatech E-W Holdings’ and internalized all of H/W, S/W, detectors, core components, distribution, and services through vertical integration.

Each affiliated company grew into a competitive company in its own field.

Vatech is currently moving beyond the domestic No. 1 position to become the global No. 1.

84% of the company's total sales are generated through exports, and 93% of the equipment is made of domestic components.

About 300 domestic partners work together to make Vatech's equipment.

Customers around the world recognize Vatech as a 'company with overwhelming technological prowess' and a 'company with excellent customer service.

The low-radiation 'Green CT' series, which significantly reduces the radiation exposure to patients based on proprietary technology,

is loved in the US and Europe, and has captured the hearts of customers with its 10-year quality warranty that competitors cannot match.

In the meantime, Rayence is steadily growing in specialized markets such as security, industry, and animals, taking the domestic No. 1 position in digital X-ray detectors and the global No. 1 position in the dental oral sensor market.

Now, Vatech Networks is looking to become the global No. 1 in our business field. With passion and expertise, we will become the global leader with unrivaled innovation, quality, and service.