• The Korean Journal of Franchise Management
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• v.2 no.1
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• pp.1-45
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• 2011

Franchising is one of the most effective strategies in promoting business establishment, creating jobs and accelerating economic growth. Thus, many countries in the world foster franchise business and support the franchise industry by enacting relevant regulations and making development policies. Vietnam deregulated franchise market through making franchise-related laws on June, 2005 and after joining WTO in 2009, Vietnamese government opened up the franchise market by letting foreign investors acquire 100% share on their investment in Vietnam. In addition, Vietnamese consumer's rapidly growing income and increasing liking for western life style make Vietnamese franchise market attractive and profitable. For this reason, many global franchise firms are competing to get the best seats. However, there has been no Korean attempt to profoundly study over Vietnamese franchise market. The purpose of this study would focus on analyzing and evaluating cases of Korean and international firms which successfully entered Vietnamese market and on proposing effective strategies and key success factors. The result of this study indicates that the companies successfully settled down to the Vietnamese market have developed marketing strategies which fit their strengths, and their common key success factors are 1) making the best of first mover advantage, 2) adapting themselves to local tastes and behaviors via systematic and scientific market research, 3) making thorough supervision on safety and hygiene, 4) doing strategy of firstly directly being operated and settled down by franchisor, later being managed by franchisees, 5) benchmarking both successful and failed cases in other countries.

• Convergence Security Journal
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• v.22 no.2
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• pp.115-120
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• 2022

This study analyzed the recent trends in the sports environment to which big data and AI technologies, which are representative technologies of the 4th Industrial Revolution, and approached them from the perspective of convergence of big data and AI technologies in the sports field. And the results are as follows. First, it is being used for player and game data analysis and team strategy establishment and operation. Second, by combining big data collected using GPS, wearable equipment, and IoT with artificial intelligence technology, scientific physical training for each player is possible through user individual motion analysis, which helps to improve performance and efficiently manage injuries. Third, with the introduction of an AI-based judgment system, it is being used for judge judgment. Fourth, it is leading the change in marketing and game broadcasting services. The technology of the 4th Industrial Revolution is bringing innovative changes to all industries, and the sports field is also in the process. The combination of big data and AI is expected to play an important role as a key technology in the rapidly changing future in a sports environment where scientific analysis and training determine victory or defeat.

• The Journal of the Convergence on Culture Technology
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• v.9 no.3
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• pp.75-79
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• 2023

ESG management means to thoroughly consider the investor's perspective when evaluating corporate value, and environmental, social, and governance issues are continuous and strategic monitoring issues in identifying risk and opportunity factors related to corporate management activities. In other words, the perspective of value creation is reflected in business relationships. The fundamental purpose of ESG management is continuous business value creation and thorough management of investment risks and business transactions in contractual relationships. It is also a requirement of linked investors. The field that Korean companies are currently experiencing the most is the recognition that 'ESG information collection is necessary and maintenance must be prioritized' in investor IR and global sales and marketing departments, and the primary need for this is emerging. In addition, as the legal affairs office, environmental safety department, and human resources department, which conduct compliance management, carry out related tasks, clarity at the organizational level must precede in order to properly establish an information integration and management system. It covers the scope of securing new market opportunities such as management, disclosure and communication. Therefore, in regard to the newly emerging ESG management and response methods, it is necessary to review and implement it repeatedly so that sustainable exchange profits can be created by simultaneously managing non-financial risks as well as efforts to enhance corporate value for financial returns.

• The Journal of the Convergence on Culture Technology
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• v.10 no.1
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• pp.165-170
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• 2024

'K-contents' is in the spotlight worldwide. As the prefix 'K' became popular, interest in K-food(Korean food) also increased. Various studies on K-contents are being conducted, but research on K-food is still very limited. References and articles about K-food are mainly limited to the overseas expansion, marketing status, and sales of domestic brands, and a few research papers deal with only cases of a specific brand's overseas expansion. This paper aims to analyze how K-food is represented in TV unscripted shows and TV series produced in Korea and what their effects are through empirical works. Among the unscripted shows based on food, they are estimated that the point of competitiveness as K contents deal with foreigners' Korean food experiences. Representative examples here are the way foreigners who visit Korea experience Korean food as part of their Korean culture experience, or the type of temporarily setting up a restaurant overseas to sell Korean food to local people. However, the problem with such shows are that it lacks long-term appeal because it is based on the 'Gukbbong(a slang term for 'extreme nationalism')' sentiment. The exposure of K-food in K-contents creates a tremendous advertising effect. It is judged that the current status and analysis of K-contents based on K-food can help establish the direction of future program production and the identity of K-food.

• Journal of Korea Entertainment Industry Association
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• v.13 no.2
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• pp.27-36
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• 2019

Today, the Korean wave headed by K-pop is newly named as 'New Korean Wave' in that it has been extended to United States, Europe and Russia. K-POP, the main player of the new Korean wave, has been successful in SNS marketing channels. Furthermore, the content of K-pop has attracted the attention of the global audience. The media and public attention on the Korean Wave is meaningful because it is not merely a cultural export. It also makes Korean people feel national pride, seeing the mental influence of its culture on other regions. Moreover, the development of the cultural industry in our society, which is different from industrial or material development, is a proof that Korean society is at the center of globalization. Until the 20th century, Korean culture had been rather receptive than dominant. In other words, it was focused more on acceptance of other cultures than active creation or outflow of its own. Now, however, K-POP is not anymore copying Western culture. It is creating its own unique characters, which makes K-pop very competitive. Korean culture has been formed for a long time in Korea's unique historical background. Korean popular culture also has to establish a solid foothold in world markets through its distinctive and traditional feature. The positive consumer response to Korean pop culture will create the added value of Korean contents and their derivatives, which will heighten Korea's national image also. In other words, if traditional art and K-POP are converged and equipped with our own unique and highly artistic culture, they will take the lead in the global cultural art market. In this study, we will recognize the possibility, growth and development of K-pop culture and analyze the cases of combining K-pop and Korean traditional art. First, we have to blend traditional art and other various genres to create diverse contents, and we have to actively utilize media channels. Second, we must improve people's awareness of the copyrights of traditional art. Also, we have to mitigate the copyrights of creative dance to expand the disclosure of contents which can be utilized. Third, we have to learn about traditional arts from younger age. Fourth, we will expand traditional arts to the whole of Korean cultural policies, which can enhance the nation's cultural value and create economic benefits. These four are expected to be effective ways to preserve the identity of traditional art and at the same time, globalize Korean culture.

• Asia Marketing Journal
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• v.12 no.4
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• pp.165-181
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• 2011

In 2005, Yuhan Kimberly found interesting points in the existing customers' U&A survey on the kitchen towel. The usage of Korean consumers is usually restricted to getting rid of the oil from the fans and the fried food. This usage limits could be the barrier to the diffusion of kitchen towel. Although consumers were worried about the hygiene situations about the dishcloth, they also percieved that the existing paper kitchen towels were short of something to soothe their inconveniences. As a result, the company made a decision to seek out the solution for the consumers' worries. The relative shortage of the paper kitchen towel compared to that of the unhygienic and inconvenient dishcloth was its lack of water-endurance. The dishcloth could be reliable in the wet environment which is very common in Korean kitchen, whereas the paper kitchen towel was perceived as very weak and unreliable in removing water form the dishes and the sink. To overcome the common sense of the consumers, it is important to shift the consumers' perception of the kitchen towel category. It is needed to expand the usage time from one time to several times in a day. So it is needed to redesign the customers' kitchen life. The company adopted the brand "Scott^®" to meet the global brand strategy of the parent company, Kimberley Clark. This brand was also adopted and made a succesful launch of the similar product lines in Latin America. Furthermore, to make an emphasis on the differentiation from the existing paper kitchen towels, the company made the slogan, "Scott^® washable kitchen towel." This slogan was designed to expand the familiar product image of convenient paper towels to water-resistance. As a result, consumers show the changes in usage behavior of paper towels and apply them for more various purposes such as cleaning the decks and tables. This change results in the rapid sales increase of "Scott^® washable kitchen towel."

• Journal of Intelligence and Information Systems
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• v.17 no.1
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• pp.91-110
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• 2011

This paper analyzes the cases where the hotels have increased their services and enhanced their work process through IT solutions to cope with computerization globalization. Also the cases have been studies where national hotels use the CRM solution internally to respond effectively to customers requests, increase customer analysis, and build marketing strategies. In particular, this study discusses the introduction of the CRM solutions and CRM sales business and marketing services using a process for utilizing the presumed, CRM by introducing effective DEA(Data Envelopment Analysis). First, the comparison has done regarding the relative efficiency of L Company with the CCR model, then compared L Company's restaurants and facilities' effectiveness through BCC model. L Company reached a conclusion that it is important to precisely create and manage sales data which are the preliminary data for CRM, and for that reason it made it possible to save sales data generated by POS system on each sales performance database. In order to do that, it newly established Oracle POS system and LORIS POS system concerned with restaurants for food and beverage as well as rooms, and made it possible to stably generate and manage sales data and manage. Moreover, it set up a composite database to control comprehensively the results of work processes during a specific period by collecting customer registration information and made it possible to systematically control the information on sales performances. By establishing a system which unifies database and managing it comprehensively, impeccability of data has been greatly enhanced and a problem which generated asymmetric data could be thoroughly solved. Using data accumulated on the comprehensive database, sales data can be analyzed, categorized, classified through data mining engine imbedded in Polaris CRM and the results can be organized on data mart to provide them in the form of CRM application data. By transforming original sales data into forms which are easy to handle and saving them on data mart separately, it enabled acquiring well-organized data with ease when engaging in various marketing operations, holding a morning meeting and working on decision-making. By using summarized data at data mart, it was possible to process marketing operations such as telemarketing, direct mailing, internet marketing service and service product developments for perceived customers; moreover, information on customer perceptions which is one of CRM's end-products could feed back into the comprehensive database. This research was undertaken to find out how effectively CRM has been employed by comparing and analyzing the management performance of each enterprise site and store after introducing CRM to Hotel enterprises using DEA technique. According to the research results, efficiency evaluation for each site was calculated through input and output factors to find out comparative CRM system usage efficiency of L's Company four sites; moreover, with regard to stores, the sizes of workforce and budget application show a huge difference and so does the each store efficiency. Furthermore, by using the DEA technique, it could assess which sites have comparatively high efficiency and which don't by comparing and evaluating hotel enterprises IT project outcomes such as CRM introduction using the CCR model for each site of the related enterprises. By using the BCC model, it could comparatively evaluate the outcome of CRM usage at each store of A site, which is representative of L Company, and as a result, it could figure out which stores maintain high efficiency in using CRM and which don't. It analyzed the cases of CRM introduction at L Company, which is a hotel enterprise, and precisely evaluated them through DEA. L Company analyzed the customer analysis system by introducing CRM and achieved to provide customers identified through client analysis data with one to one tailored services. Moreover, it could come up with a plan to differentiate the service for customers who revisit by assessing customer discernment rate. As tasks to be solved in the future, it is required to do research on the process analysis which can lead to a specific outcome such as increased sales volumes by carrying on test marketing, target marketing using CRM. Furthermore, it is also necessary to do research on efficiency evaluation in accordance with linkages between other IT solutions such as ERP and CRM system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.1
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• pp.1-13
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• 2017

The purpose of this study is to find out which factors determine the success of start-up in the initial market and what are the most important determinants. For the empirical analysis, the questionnaire related to the analysis of success factors for start-up success was designed according to the quantitative analysis (AHP technique). First, we selected 8 representative success factors for successful start-up in the initial market. In order to determine the degree of priority among these factors, we surveyed 12 entrepreneurs who are interested in entrepreneurship, universities, research institutes, and public officials. As a result of the empirical analysis, 51% of the funds in the tier 1 were ranked as the top priority to determine success factors. Followed by research and development (32.5%), management (8.7%) and marketing (7.8%). In particular, when each of the four items is calculated as 100 according to the result of the tier 1, and the tier 2 is converted, the foreign investment is analyzed as 43.7%. It was followed by 15.14% of R & D facilities, 14.07% of ideas, 8.7% of managerial ability, 7.29% of domestic investment, 5.85% of buyer feedback, 3.3% of development strategy and 1.95% of marketing strategy. Among the eight success factors, overseas investment items showed the closest preference to half, and it was the most important variable that determines the success or failure of market entry. The implication of this study is that many start-ups in Korea expect to receive investment and support from overseas accelerators. This means that overseas investment itself has been recognized as a start-up that makes services and products that can be used in the global market. A high preference for attracting foreign investment is due to the fact that the amount of investment is larger than that of Korea and that it can flexibly cope with the pressure on the performance compared to domestic investors. In this study, it was meaningful that we could confirm this fact through questionnaires of start-up experts. In future research, we need to find a viable alternative through studying how to provide start-up to foreign direct investment at the national level.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.215-235
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• 2024

As artificial intelligence (AI) technology is recognized as a key technology that will determine future national competitiveness, competition for AI technology and industry promotion policies in major countries is intensifying. This study aims to present implications for domestic policy making by analyzing the policies of major countries on the start-up of AI companies, which are the basis of the AI industry ecosystem. The top four countries and the EU for the number of new investment attraction companies in the 2023 AI Index announced by the HAI Research Institute at Stanford University in the United States were selected, The United States enacted the National AI Initiative Act (NAIIA) in 2021. Through this law, The US Government is promoting continued leadership in the United States in AI R&D, developing reliable AI systems in the public and private sectors, building an AI system ecosystem across society, and strengthening DB management and access to AI policies conducted by all federal agencies. In the 14th Five-Year (2021-2025) Plan and 2035 Long-term Goals held in 2021, China has specified AI as the first of the seven strategic high-tech technologies, and is developing policies aimed at becoming the No. 1 AI global powerhouse by 2030. The UK is investing in innovative R&D companies through the 'Future Fund Breakthrough' in 2021, and is expanding related investments by preparing national strategies to leap forward as AI leaders, such as the implementation plan of the national AI strategy in 2022. Israel is supporting technology investment in start-up companies centered on the Innovation Agency, and the Innovation Agency is leading mid- to long-term investments of 2 to 15 years and regulatory reforms for new technologies. The EU is strengthening its digital innovation hub network and creating the InvestEU (European Strategic Investment Fund) and AI investment fund to support the use of AI by SMEs. This study aims to contribute to analyzing the policies of major foreign countries in making AI company start-up policies and providing a basis for Korea's strategy search. The limitations of the study are the limitations of the countries to be analyzed and the failure to attempt comparative analysis of the policy environments of the countries under the same conditions.

• Journal of Intelligence and Information Systems
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• v.26 no.4
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• pp.111-126
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• 2020

Most industries have recently become aware of the importance of customer lifetime value as they are exposed to a competitive environment. As a result, preventing customers from churn is becoming a more important business issue than securing new customers. This is because maintaining churn customers is far more economical than securing new customers, and in fact, the acquisition cost of new customers is known to be five to six times higher than the maintenance cost of churn customers. Also, Companies that effectively prevent customer churn and improve customer retention rates are known to have a positive effect on not only increasing the company's profitability but also improving its brand image by improving customer satisfaction. Predicting customer churn, which had been conducted as a sub-research area for CRM, has recently become more important as a big data-based performance marketing theme due to the development of business machine learning technology. Until now, research on customer churn prediction has been carried out actively in such sectors as the mobile telecommunication industry, the financial industry, the distribution industry, and the game industry, which are highly competitive and urgent to manage churn. In addition, These churn prediction studies were focused on improving the performance of the churn prediction model itself, such as simply comparing the performance of various models, exploring features that are effective in forecasting departures, or developing new ensemble techniques, and were limited in terms of practical utilization because most studies considered the entire customer group as a group and developed a predictive model. As such, the main purpose of the existing related research was to improve the performance of the predictive model itself, and there was a relatively lack of research to improve the overall customer churn prediction process. In fact, customers in the business have different behavior characteristics due to heterogeneous transaction patterns, and the resulting churn rate is different, so it is unreasonable to assume the entire customer as a single customer group. Therefore, it is desirable to segment customers according to customer classification criteria, such as loyalty, and to operate an appropriate churn prediction model individually, in order to carry out effective customer churn predictions in heterogeneous industries. Of course, in some studies, there are studies in which customers are subdivided using clustering techniques and applied a churn prediction model for individual customer groups. Although this process of predicting churn can produce better predictions than a single predict model for the entire customer population, there is still room for improvement in that clustering is a mechanical, exploratory grouping technique that calculates distances based on inputs and does not reflect the strategic intent of an entity such as loyalties. This study proposes a segment-based customer departure prediction process (CCP/2DL: Customer Churn Prediction based on Two-Dimensional Loyalty segmentation) based on two-dimensional customer loyalty, assuming that successful customer churn management can be better done through improvements in the overall process than through the performance of the model itself. CCP/2DL is a series of churn prediction processes that segment two-way, quantitative and qualitative loyalty-based customer, conduct secondary grouping of customer segments according to churn patterns, and then independently apply heterogeneous churn prediction models for each churn pattern group. Performance comparisons were performed with the most commonly applied the General churn prediction process and the Clustering-based churn prediction process to assess the relative excellence of the proposed churn prediction process. The General churn prediction process used in this study refers to the process of predicting a single group of customers simply intended to be predicted as a machine learning model, using the most commonly used churn predicting method. And the Clustering-based churn prediction process is a method of first using clustering techniques to segment customers and implement a churn prediction model for each individual group. In cooperation with a global NGO, the proposed CCP/2DL performance showed better performance than other methodologies for predicting churn. This churn prediction process is not only effective in predicting churn, but can also be a strategic basis for obtaining a variety of customer observations and carrying out other related performance marketing activities.