• Venture DIGEST
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• s.68
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• pp.18-19
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• 2005

협회가 주최하고 인케코퍼레이션이 주관한‘벤처기업의 글로벌 사업개발전략 포럼’이 지난 1월 27일 오후 삼성동 코엑스에서 열렸다. 이날 포럼에 는 인케 임원 및 벤처기업의 글로벌마케팅 담당자, 금융기관 전문가, 기술평가 전문가 등 150여 명이 참석해 열띤 토론을 벌였다. 협회 조현정 차기 공동회장과 중소기업청 정준석 차장은 축사에서 벤처기업 글로벌화와 인케코퍼레이션 역할의 중요성을 강조했다. 이어서 지멘스의 투자 유치로 글로벌시장을 공략하고 있는 다산네트웍스의 남민우 대표, 기술력으로 세계 시장을 공략하는 주성엔지니어링의 황철주 대표, 아이리버 브랜드로 MP3시장에서 세계적인 기업이 된 레인콤 양덕준 대표, 그리고 종합상사 출신으로서 B2B 기업으로 성공한 엔투비 김봉관 대표가 글로벌 성공사례를 발표하고 포럼 참석자와 질의응답시간을 가졌다. 마지막으로 인케코퍼레이션 전하진 대표가 인케코퍼레이션의 역할과 비전에 대해 설명했다.

• International Commerce and Information Review
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• v.16 no.5
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• pp.151-178
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• 2014

The objective of the present case study is to analysis how effectively Hilti, which is a former family firm owned and managed by a family in Liechtenstein as a tiny european country, a land sandwiched between Switzerland and Austria, has made a global market success. Liechtenstein has $160km^2$ land and about 36,000 residents. Despite its small size of country, however, Hilti Corporation doesn't view its location as a liability in its business strategy. Hilti is a global leading provider of professional power tools in building, mining, civil engineering etc. Also, Hilti is a firm with a clear vision to become the leading industry partner for construction professionals and building installations through customer focus, high quality equipment, and tools and systems specially designed for specific jobs. This study considered Hilti as a good case, which verifies that born-conditions, endogenous factors according to Michael Porters diamond model does not decisive role more for international competitiveness of firms. Lessons from Hilti are that in order to obtain and sustain the global competitiveness of small and medium-sized firms in Korean manufacturing sector under high production cost, they have to do actively innovative. Also they can give to customers newer and higher customer-values than competitors in abroad give. The case summarizes that the strategy of Hilti for the global market success is comprised of several factors: Technological and organizational innovation, and a clear customer-value oriented business strategy and its implementation. Innovation and its integration into marketing for the customers value creation is central to Hilti's Success. The present case study is expected to provide insights and implication for many firms in Korea that are seeking to secure global presence and market success.

• Venture DIGEST
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• s.136
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• pp.32-33
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• 2009

오늘날 치열한 경쟁 속의 한정된 시장에서는 대기업이든 중소벤처기업이든 판매단가 인하, 원가절감, 품질개선, 디자인 변경, 연구개발 등 기존의 경영전략만으로는 지속적인 성장이 어려운 상황이다. 이에 Cisco, MS 등 글로벌 선도 기업들은 글로벌 고객과 자원(원료, 고급인력 등)을 신속히 확보하기 위하여 경쟁사와의 제휴는 물론 M&A(Mergers and Acquisitions; 인수합병)전략을 적극적으로 활용하고 있다. 하물며 대기업보다 기업 외부환경이나 기업내부자원(자금, 인적능력 등)측면에서 상대적으로 열위에 있는 중소벤처기업들이 M&A를 통하지 않고 자체사업만으로 지속적으로 성장하기는 어려운 일이라고 생각된다.

• Journal of Technology Innovation
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• v.20 no.1
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• pp.169-198
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• 2012

The rapidity at which industrial and business management environment has become globalized, including the FTA, has provided valuable opportunities for domestic small and medium enterprises (SMEs) to obtain global technological business. However, it is unclear whether or not the SMEs' attempt to advance global technological business is producing fruitful results. This study begins with defining global technological business and the efforts of SMEs to develop them and proceeds to discuss survey results that asked the reasoning behind SMEs that entered or wish to enter foreign spheres (China, Japan, Southeast Asia, and Europe) of businesses, and also perform factorial analysis to obtain substantiation. The study classified the relevant SMEs using clustering method. Based on the results, the study makes recommendations to executives in instilling global-minded strategies, on customized support strategies depending on the SME's capability and its intended foreign entry sphere, and on strengthening the SME's competence on the global scale.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.11
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• pp.5015-5024
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• 2012

This research focused on the strategy formulation for the Innopolis as a Global Innovation Cluster. The study was performed based on both theoretical study and qualitative study approaches. Particularly, scenario planning as a foresight method was used for the strategy formulation. The major determinants for the success of the Innopolis can be summarized as follows; the enhancement of the host institution for the development of the innovation cluster, the relational capability of the Innopolis among daedeok, gwangju, daegu and the alignment and cooperation of the International Science & Business Belt. In terms of the needs of times, this study regarding the strategy for the formation of the Innopolis as the global innovation cluster is anticipated to be a good reference for policy makers and researchers in coming years.

• Spatial Information Research
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• v.23 no.5
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• pp.21-30
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• 2015

Korean government has promoted the projects of National Geographic Information Systems since 1995 and the utilization level of Korean National Spatial Data Infrastructure based on them has also developed. However, due to the limit to domestic market size and the legal regulation on prohibition of large sized companies' expansion into domestic spatial information markets, Korean spatial information markets are tied up in term of industrial competitiveness. To overcome those problems and evade the domestic red oceans, it is necessary to find new one in overseas' blue ocean markets. It is estimated that overseas spatial information market will be grown to 125 billion-dollar size and the annual growth rate of it will be reached to 10.5% until 2015. Thus, Asian spatial information market has a huge growth potential and it is newly rising blue oceans for Korea. Advanced countries such as Finland, Germany, Sweden, and Japan have already expanded their market size into the newly industrializing countries. To step with advanced countries, it is time to set up the new globalization strategy of Korean spatial information for expansion into newly industrializing markets. The purpose of this study is to analyze the SWOT of domestic spatial information, investigate the status on spatial information of Asian developing countries, and suggest the globalization strategy of Korean spatial information for expansion into them. The globalization strategy can be labelled as K-FBI composed of 4 domains such as Knowledge sharing platform, Frontier, Back to the basic, and Internalization. In near future, the establishment and performance of road map based on the strategy will be the milestone for Korean spatial information companies' advance into Asian developing countries.

• Proceedings of the Costume Culture Conference
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• 2003.04a
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• pp.50-52
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• 2003

디지털 시대를 맞이한 오늘의 패션기업은 정보화ㆍ글로벌화 및 양극화된 고객의 욕구에 효율적으로 대응하기 위한 글로벌 전략이 요구되고 있는 실정이며, 아웃소싱은 차별화 된 소비자의 기호와 경쟁환경에 효율적으로 대응할 수 있어 경쟁력 강화의 주요한 수단으로 부각되고 있다. 지금까지 아웃소싱에 관한 많은 연구가 IT산업을 중심으로 수행되어 온 반면, 패션분야에서의 아웃소싱에 관한 연구는 초기단계에 있어, 점차 확산되어 가는 패션산업에서의 아웃소싱에 대하여 학문적 자료의 제시가 필요한 상황이다. (중략)

• LOGISTICS
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• s.11
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• pp.22-25
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• 2005

㈜한진은 올해로 창립 60주년을 맞이한다. 보통 기업의 생명이 10년을 넘기지 못하는 것이 태반이지만 60년이라는 긴 세월동안 종합물류기업으로 성장하면서 대한민국의 대표 물류기업으로 자리매김 해오고 있다. 한진은 그동안의 보수적인 경영을 탈피, 공격적인 경영전략을 추구하면서 글로벌 물류기업으로 탈바꿈한다는 계획이다. 올 하반기 부터 중국시장 공략에 역점을 둔다는 것이다. 국내 최고의 수송역사와 글로벌 물류 인프라를 자랑하는 한진은 그동안 내수중심의 영업에서 벗어나 영업 반경을 확대하는 이른바 ''글로벌 물류경영''에 시동을 걸고 있다. 그 시발점은 중국 청도교운육해국제화운주식유한공사와 합자계약을 맺고, 올 하반기부터 본격화 될 중국 내 3PL시장 공략! 창립 60주년을 맞이하는 한진의 경영전략에 대해서 이원영 (주)한진 사장으로부터 들어본다.

• Journal of the Korea Society of Computer and Information
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• v.7 no.1
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• pp.154-160
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• 2002

Global cosmetic corporations take about 40% of Korean cosmetic market in a short period, and will expand their share rate. Furthermore, Korean main cosmetic market channel has been changed from cosmetic shop to diverse channels in accordance with Korean consumer's trends. Therefore, Korean cosmetic corporations must response to the global competitors and the changed market factors simultaneously with an effective business strategy. This paper suggests the effective business strategy to keep and raise the market share against the global cosmetic corporations, and response to the changed market situation.

• Venture DIGEST
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• s.95
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• pp.8-11
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• 2006

사람에게는 업(業)을, 기업에게는 인재를 주선하는 '일과 사람의 포털' 사이트가 있다. 1998년 우리나라 최초로 온라인 채용 시스템을 개설해 국내 취업시장의 판도를 재편한 인크루트는 꾸준한 성장세를 유지하며 동종업계 최초로 코스닥에 상장되는 등 취업·인사 전문기업으로써의 위상을 떨치고 있다. 경쟁보다는 협력의 전략을, 속도보다는 정도의 경영을 강조하는 이광석 대표에게 인크루트의 글로벌 전략과 비전을 들어보았다.