This study was a qualitative case study which describes and analyzes a specific case of how to select and cultivate core specialists connected with corporation’s core competence. This study evaluated such processes within a specific Korean traditional food and beverage manufacturing company with applied SDT(Strategic Development of Talent) process. The data was mainly collected throughout participative observations and interviews with four human resource development staffs. This study found that, in order to cultivate core specialist, an organization needs to select core jobs and core specialists connected with a corporation’s core competency, to set up the number of target people, to implement cultivating programs through work experience and planned career development plan, to propose a clear vision, and to continuously improve the program by evaluating it. Also, this study revealed that an organization needs to solve problems (such as emerging political issue) when to select core jobs, the difficulty of setting up the number of target people resulting from absence of business strategy, adjustments of core specialist levels among business units, absence of specific training program for core specialist, business unit’s egoism in implementing CDP, choice of motivation methods for core specialists, and evaluation of problems with cultivating core specialists.