• International Commerce and Information Review
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• v.15 no.4
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• pp.481-508
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• 2013

The purpose of this study is to research the specific ways of successful localization by analyzing the success and failures case for localization through the theoretical background and the strategic models of localization. The strategic models of localization are divided by management aspects such as the localization of production and sourcing, the localization of human resources, the localization of marketing, the localization of R&D, harmonious relationship with the local community and authority transfer between headquarters and local subsidiaries. And the specific measures of the successful localization are proposed within the framework of the strategic models by comparing and analyzing the success and failures case for localization of individual companies operating in Indonesia. The results indicate that there are successful companies which develop a suitable products for the local climate and failed automobile company which is weak for assembly of complete vehicle in terms of localization of production and sourcing. In case of localization of human resources, most companies recognize the importance of this part and endeavor to secure superior human resource through a related education. It is found that most of the companies perform R & D in their native country. In part of a harmonious relationship with the local community, Korean companies should contribute to the community and be friendly with local residents and make a good image of the company focusing on the cultural environment. In aspect of authority transfer between headquarters and local subsidiaries, there is a tendency to be determined by the head office rather than the joint participation. In the future, in order for Korean enterprise to be successful one in Indonesia market, a highly interdependent and complex forms between headquarters and local subsidiaries shall be performed and an active exchange of information and the selection of best talent regardless of nationality shall be promoted.

• The Optical Journal
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• s.113
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• pp.20-22
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• 2008

중국 진출기업의 경영환경이 과거에 비하여 그 매력도가 현저히 떨어지고 있는 점은 사실이다. 그러나 중국 정부의 정책변화 등 부정적인 요소가 많음에도 중국은 전 세계 다국적 기업의 90% 이상이 진출해 있는 명실상부한 세계경제의 중심지이다. 우리나라와는 한자를 바탕으로 한 문화적 동질감.지리적인 이점.우호적인 국민정서 등의 면에서 여전히 매력적인 활용의 대상이다. 따라서 중국에 진출한 한국기업이 생존하고 국제경쟁력을 갖추기 위해서는 가장 먼저 중국을 생산기지 개념이 아닌 확대된 내수시장으로 보고 기술력 우위 확보를 위해 끊임없이 R&D에 투자해야 한다. 또한 강도 높은 현지화 전략 추진, 강력한 경영혁신과 원가절감 활동 등이 무엇보다 절실하다.

• International Area Studies Review
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• v.14 no.2
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• pp.229-248
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• 2010

This study is intended to empirically investigate determinants of the degree of standardization vs. adaptation in global marketing programs for Korea firms. Our study has two main focuses. First, our study takes a global perspective instead of a binational, i. e., home vs. foreign perspective. Second, we accommodated two conflicting veiws - contingency and resource-based views in explaining determinants of global marketing strategy. As such determinants, we considered global market dynamism and complexity from a contingency view and global marketing assets from a resource-based view. Surveys were conducted with 128 Korean firms engaged in global marketing. Our study found that Korean firms with global assets tend to engage in highly standardized global marketing programs. On the other hand, global market dynamism and complexity did not show statistically significant relationships with the degree of standardization vs. adaptation. The findings suggest that a resource-based view may be more powerful than a contingency view in explaining global marketing strategies of Korean firms.

• Journal of Digital Convergence
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• v.15 no.8
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• pp.85-93
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• 2017

Kolao Holdings has a dominant market share in Lao Automotive market, wherever Japanese automotive makers have the biggest market share in other Southeast Asian countries. The company that was founded by a Korean in Laos has firstly listed on the Korean Stock Market among companies which Koreans founded abroad. Applying the model of Exploration and Exploitation by March(1991), this study is aiming at finding out what the management strategy leaded to Kolao's success in Laos. In addition, this study figured out the company's process innovation and cultural innovation. In result, it is summarized that the exploitation activities contributed to the entry to Lao market, the exploration activities to expanding market to neighboring countries, the process innovation to creation profits, and cultural innovation to sustainable growth.

• Asia Marketing Journal
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• v.13 no.4
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• pp.253-264
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• 2012

A growing number of Korean companies are trying to expand their business area into global market due to saturation in the Korean domestic market. Home shopping industry arriving on mature stage is faced with less growth recently. CJ O Shopping which is a top ranked home shopping company in Korea, has been showing meaningful performances by earlier moving to global market with thorough preparations. CJ O Shopping's global marketing strategy focused on asian countries including China, India, Vietnam, and Japan is going successfully, which enables top ranked on-line retailing company in asia as well as in Korea. CJ O Shopping effectively penetrated into overseas market with both core competence based on Korean home shopping model and rigorous preliminary study on target market. Especially shoppertainment (Shopping+Entertainment) that is unique feature of globally competitive Korean home shopping created huge differentiations in target market. Also choosing the influential local partner, sharing the business goals, and building the joint venture could make stable operations, thereby easily earning of well-established awareness from target consumers. A step ahead entry of competitors and intensive localization of CJ O Shopping's core competence for arriving safe in target market were additional key factors for global marketing success. We can extract above key factors for success as implications of case study on CJ O Shopping's global marketing, and expect those factors to be spread into lots of Korean companies and utilized as successful strategies for global marketing.

• Proceedings of the KAIS Fall Conference
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• 2010.05b
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• pp.928-932
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• 2010

본 논문은 한국 및 독일 보험회사의 해외 진출 모델을 비교 연구한다. 특히, 독일 법률비용보험회사의 한국 진출 사례를 분석하여 국내 보험회사의 해외진출에 주는 시사점을 제시한다. 연구방법론으로서 한국 및 독일 보험회사의 해외 진출사례를 수집하여 비교 분석한다. 이를 위하여 각 보험회사의 해외진출 담당자와 면담, 이메일(e-mail), 전화상담 방법을 사용한다. 그리고 문헌연구를 통하여 연구의 이론적 배경과 기존의 연구결과를 분석한다. 본 연구에서는 보험회사 해외진출의 이론적인 배경으로서 고객지향 현지화전략, 수익지향전략, 신규특화시장 개척전략, 성장시장 진출전략 4개 요인으로 구분한다. 국내 보험회사는 해외 성장시장 진출 측면에서 긍정적인 반면에 수익지향, 현지화전략과 해외 신규 특화시장 개척 부분에서 아직 개선될 부분이 있는 것으로 분석되었다. 독일 보험회사는 한국 시장에 진출하면서 철저한 현지화전략, 특화시장 개척, 성장시장에 진출의 3개 부분에서 모두 긍정적인 것으로 분석되었다. 보험회사 해외진출의 이론적 배경 4개 요인을 적용하여 비교 분석한 결과 독일 보험회사의 사례와 같이 한국 보험회사가 해외에 진출할 경우에 보다 철저한 현지화 전략과 특화시장 개척 전략이 필요하다는 점을 제시한다. 본 연구의 한계점은 독일 법률비용보험회사 1개사를 대상으로 하고 있다는 점이며, 진출 초기라서 아직 경영실적이 뒷받침되지 않고 있다는 점이다. 향후 연구과제로서 일정시점이 지난 후에 국내 보험시장에서 독일 법률비용보험회사의 발전추이를 분석하여 시사점을 분석하고 법률보험시장에서 도덕적 위태 방지 연구, 소비자 보호를 강화할 수 있는 방안 연구를 향후 연구과제로 제시한다.

• The Southeast Asian review
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• v.24 no.2
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• pp.81-126
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• 2014

Localization of overseas Korean companies has been regarded as one of vital tasks or strategies for decades. However, labor relations have not been the main object of Korean academic researchers. In this paper, I attempt to analyze strategies of localization in labor relations adopted by overseas Korean companies through a qualitative case study of PT. Miwon Indonesia, which has run business successfully for 40 years with recently achieved industrial peace. The company minimized Korean staffs and maximized Indonesian staffs. It pays more than minimum wage, and observes labor law when using outsourcing workers. The managers of the company recognize their labor union as management partner and support union activities through paying bonus for the union head and travel allowances for solidarity gatherings. There is no discrimination between plural unions. Furthermore, collective bargaining is led by indigenous managers according to the musyawarah, a local principle of bargaining. Therefore, PT. Miwon Indonesia could be regarded as a forerunner of localization in labor management among Korean companies in Indonesia. Miwon's case will serve a useful reference when discussing localization of labor management strategies.

• Korean Business Review
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• v.13
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• pp.195-206
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• 2000

The purpose of this study is to compare the service strategies of foreign service firms between Singapore and Korea, relative to the country where their headquarters are located. Specifically this study investigates (1) how the service strategies are adaptively executed based on local circumstances, (2) to what extent the cultural and legal environments of the two countries are different, and (3) how the differences in the environments affect the adaptation of the service strategies. The findings of this study indicate that there exists the perceptual differences in the legal environments between Singapore and Korea, but no significant differences are found in the cultural environments. The differences in the legal environments, however, do not affect the adaptation of the service strategies. Interestingly enough, the foreign service firms in Singapore perceive less sensitively the need for adapting service strategies. But the foreign service firms in Korea perceive more sensitively the need for the adaptation.

• Korean Business Review
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• v.15
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• pp.47-58
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• 2002

Samsung Electronics has 25 production bases, 36 marketing subsidiaries and 23 overseas offices in 46 countries around the world. Samsung Electronics global strategy involves seven main regions: North America, Europe, Southeast Asia, Central Asia, China, the CIS and Latin America. Samsung Electronics is dedicated to helping the local communities where it does business, helping to advance local economies and develop products that best suit local needs. This case attempts to introduce the localization strategies of Samsung Austin Semiconductors especially with respect to the community service programs. Samsung Austin Semiconductors develops a framework for a firm to adapt in a foreign environment creating corporate citizenship. This model surely helps the firm to adapt, survive and grow even in a hostile foreign environment.

• Korea Trade Review
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• v.46 no.2
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• pp.39-54
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• 2021

The purpose of this study is as follows. First we investigate the relationship between contact with foreign managers (CFM) of host country nationals (HCNs) working at MNC subsidiaries and their organizational identification with MNC (OIM). Second we examine the moderating effect of MNC subsidiary localization (MSL) on the relationship between CFM and OIM. For this purpose, we set hypotheses on the relationship among CFM, OIM, and MSL. To verify theses hypotheses, we conducted hierarchical regression analysis on the data from 374 HCNs in 56 MNC subsidiaries. The results of this study are as follows: Frist, CFM positively affects OIM. Second, there is a significant moderating effect of MSL on the relationship between CFM and OIM. Our findings have critical implications in that a subsidiary-level variable that has a significant impact on organizational identification with MNC is presented and in that specific managerial guidelines for subsidiaries can be drawn.