• Journal of the Korea Society of Computer and Information
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• v.11 no.2 s.40
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• pp.303-317
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• 2006

The process of segmenting customers in CRM should take into equal consideration both the companies' and customers' expected value. However, most of the current studies on customer segmentation have focused only on the companies view in terms of profitability. This study focuses on clarifying a problem and proposing a modified view in the customer segmentation step. The authors offer a proposition which is beneficial to both customers and companies, and thus makes the segmentation step more balanced. There is a two-pronged focus on customer segmentation in this study: first, this paper proposes a balanced view considering not only companies' expected value, but also that of the customers'. Secondly, such balanced segmentation will give a more accurate definition of loyal customers for a given company. This new approach can be expected to improve the level of satisfaction and the length of customer retention, and to increase effectiveness in corporate resource allocation for customer target marketing, as well as improve company insight into customer needs and preferences.

• International Area Studies Review
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• v.16 no.3
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• pp.209-237
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• 2012

Multinational enterprises(MNEs) try to strengthen their global innovative capabilities by incorporating the foreign subsidiaries' knowledge bases. Foreign subsidiaries play an important role in MNEs' knowledge creation activities. This study develops a strategy model that strengthening the knowledge creation capabilities of Korean firms' foreign subsidiaries. Four strengthening strategy types are derived from three research areas related with center of excellence, subsidiary strategic roles, and knowledge creation capabilities. The strategies that strengthen knowledge creation capabilities are including organizational culture and autonomy reinforcing strategy, subsidiary's absorptive capacity reinforcing strategy, local environment management strategy, and network building strategy. Strategic fit conditions which support the success of each strategy type are also discussed.

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Product Safety
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• s.208
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• pp.44-47
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• 2011

2011년도 경영환경을 거시환경, 고객/시장, 경쟁, 기업의 관점에서 간단히 조망하고 우리 기업이 주목해야 할 경영포인트를 짚어 보았다. 올해 우리기업들은 특히 다음의 6가지 경영포인트에 주목하고, 이에 대한 철저한 대비가 필요하다.

• Korean small business review
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• v.39 no.2
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• pp.19-35
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• 2017

It is very important for entrepreneurial firms to acquire and exploit the resources necessary for growth. This study examines how venture capital financing affect these entrepreneurial firms' ability to acquire and exploit the resources. Particularly, based on the resource based view, the authors explain the relationship between venture capital financing and entrepreneurial firm's market performance. Empirical results illustrate that venture capital financing positively and significantly affects the market performance of entrepreneurial firms. It is concluded that entrepreneurial firms need to increase the number of alliances with venture capital, which supports various activities after the investment to achieve growth with resource limitation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.27-43
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• 2020

Recently, there has been growing interest in entrepreneurial universities. Accordingly, this study discussed the paradigm shift from traditional university roles to entrepreneurial universities and conducted case analysis of Oxford University, Stanford University and Berlin Institute of Technology from the perspective of ambidextrous strategies of universities. Universities are emphasizing the importance of academic capitalism through market activities as well as the educational and research-oriented role to adapt and survive the rapidly changing uncertain environment. Therefore, many studies related to this have been conducted. This paper discusses the background and necessity of the transformation from traditional universities to entrepreneurial universities, and applies the case of a university that has been successful in transforming into an entrepreneurial universities and creating excellent outcome in terms of ambidextrous strategy. Specifically, this study examined the structural, contextual, and leadership perspectives as a antecedents for ambidextrous strategy. This paper expects not only to introduce cases but also to be used as reference for adapting to future paradigm shifts to entrepreneurial universities and setting the direction of universities.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.413-419
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• 2005

1990년대 중반부터 기업은 단위 프로젝트를 기업의 전략과 연계하여 구현하기 시작하였으며 현재는 많은 기업들이 비즈니스 전략과 연계된 전사적인 프로젝트 관리를 구현하고 있다. 현재까지의 많은 프로젝트 관리 방법들은 진입단계에서 프로젝트 종료 후 향후 프로젝트 성과의 향상을 위한 환류(Feedback)구조를 갖추지 못하고 있는 실정이다. 또한 대부분의 프로젝트 관리 및 평가가 수요자의 관점에서 이루어지고 있다. 본 연구는 성공적인 프로젝트의 관리를 위한 공급자 및 수요자 관점의 IT 프로젝트 성과평가체계의 제시를 목적한다.

• Management & Information Systems Review
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• v.32 no.1
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• pp.111-134
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• 2013

Today, TQM is used as a important tool of management innovation for enterprise's competitive power. Purposes of this paper are to find out the implementation strategy of TQM activities for SMEs through the analysis which examine the relationship between key activity factors and business performance. This study has been conducted using the data collected from 116 SMEs implementing TQM activity. By analyses of the questionnaires, empirical results shows that TQM activities has positive effect on business performance. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key activity factors and business performance. The result of this study can be used for selection of the performance measurement indicators for target achievement in TQM activity. And it will contribute for objectivity of activity performance in case of displaying measurement indicator showing the performance of TQM activity.

• Proceedings of the Safety Management and Science Conference
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• 2012.11a
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• pp.343-353
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• 2012

오늘날 경영환경은 운송수단의 발달과 정보통신 혁명 등으로 기업들의 급격한 글로벌화가 진행되고 있다. 글로벌한 환경속에서 다양한 고객의 요구를 대응하기 위해 다양한 상품과 서비스를 원하는 시간에 정확하고 합리적인 비용으로 고객에게 전달하기 위하여 많은 물류기업들이 끊임없는 노력을 경주하고 있다. 물류기업은 물류경쟁력을 확보하기 위해 여러 화주의 물량을 공동으로 보관 및 운송 서비스를 수행하는 물류공동화를 수행하거나 관련 물류기업간의 전문화를 통한 다양한 협업 모델을 도입하여 적용하고 있다. 그러나 IT부문의 관점에서 보면 일부 국제물류 등의 수출입 EDI 시스템을 공동으로 활용하거나 운송시스템을 대기업의 서비스사업자를 중심으로 시스템을 공유하는 것을 제외하며 IT시스템 관점에서의 협업 또는 IT공동화 체계는 거의 없는 실정이며, 오히려 물류기업간의 경쟁이 심화되면서 물류기업간의 상호 정보유출 등을 우려하여 매우 폐쇄적으로 운영하고 있는 실정이나 상대적으로 중소물류기업의 입장에서 보면 기업의 영세성 등으로 인해 거의 IT부문에 대한 투자나 활용이 거의 진행되지 못하는 문제점 또한 발생하고 있다. IT시스템을 공동으로 구축 및 활용함으로써 상호간의 비용 절감하고 IT시스템의 전략적 활용을 극대화 하기 위한 방안으로서 물류기업에서 IT공동화의 도입 방안을 제시하고자 한다. 먼저 금융권의 IT공동화 사례 및 국내외 물류관련 사례를 살펴보고, 물류IT공동화의 유사개념인 제4자 물류와 소프트웨어를 필요한 만큼을 필요한 시점에 서비스를 활용할 수 있는 모델인 ASP, SaaS, 클라우드 서비스 등을 비교함으로써 물류IT공동화의 도입 방안과 활용 방안을 제시 하였다.

• Proceedings of the Korean Information Science Society Conference
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• 2003.04d
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• pp.64-66
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• 2003

우연(chance)과 역사(history)라는 비결정적인 요소(indeterministic)와 수요 측 규모의 경제(demand-side economy of scale)에 의해 특징지어 지는 네트워크 산업은 제품(기술)의 표준화 흑은 호환성이 핵심이 되며 산업 내 기업들은 시장선정을 위하여 치열한 경쟁을 하게 된다 산업 내에서 표준설정은 개별기업들의 내부적 문제라기 보다는 독립 기업들간의 협조(cooperation)와 경쟁(competition)의 문제로. 표준화 경쟁은 기술적인 관점에서보다는 다분히 경쟁전략적 관점에서 이루어지며 기업들도 이러한 점을 인식하고 다양한 경쟁전략을 구사하고 있다. 본 고에서는 제품의 생명주기(life cycle)와 기술(제품)의 특징에 따른 표준화 경쟁의 양상과 그에 따른 기업의 최적 경쟁전략을 모색하고, 다이나믹 모형(Dynamic Model)을 통하여 표준화 경쟁의 동태적 패턴을 분석해 보고자 한다.