• Information Systems Review
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• v.8 no.1
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• pp.1-24
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• 2006

Now, the Korean footwear industry needs the concrete enhancement of its competitive edge for regaining of its previous well known reputation. For this purpose, this study emphasizes the cooperation between the members through the supply chain of Korean footwear industry, as a c-SCM(Collaborative Supply Chain Management) by aid of information system. The key issue will be how well to coordinate operations flow not only through internal process stages, but also through entire external supply chain stages. In other words, the target goal must be the system optimization through the entire supply chain beyond the local optimization of internal supply chain process. We, at first, analyze the traditional structure of supply chain in Korean footwear industry and find out critical problems, and then, we develop the collaborative information framework in conjunction with several collaborative process modules. The suggested collaborative production & supply planning system was designed for sharing information and it is based on ebXML(electronic business eXtensible Markup Language) framework. In this way, the enhancement of the efficiency and competitiveness can be expected through the synergy effect of coordination of information and material flow, the reduction of lead times, and production costs.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.23-33
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• 2014

This paper aims at delivering significant implications to high-tech startups by visualizing the implementation process of leading KOSDAQ listed companies's business model. This paper founded two meaningful outcomes; first, hish-tech starts-up make a clear direction of implementing intangible business model in real business, second, targeting the role model of benchmarking business model among leading companies, by linking common feature between high-tech starts-up and leading KOSDAQ listed venutures sharing one of Key performance indexes falls on viable business model. The research results of visualizing the implementation of leading KOSDAQ listed ventures' business model shows three major implications. First, business model indicates not just simple logic of creating and delivering values, but more shows CEO leading management vehicle. Second, business model represents the multi-dimension process itself of integrating in and out company's core assets and competencies initiated by CEO. Third, financial outcomes of business model is automatic result of implementing on setting target customer, creating value, and delivering it rather than planned strategically. Fourth, the focal points of implementing business model falls on collecting real information from business sites.

• International Commerce and Information Review
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• v.15 no.4
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• pp.341-366
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• 2013

The term, Mittelstand, has no exact english translation for the definition, but, today, Mittelstand refers to small and medium-sized enterprises(SME), mostly family-owned firms in Germany. The Mittelstand is called the backbone of the German economy because it drove the economic miracle after World War II. During the global recession and the euro zone's debt crisis in recent years, in which european businesses have faced the near-collapse of competitiveness particularly in manufacturing, the German exports are booming and exceeded exports of China in 2012. Most importantly, the Germany economic performance has been widely attributed to the strength of the Mittelstand. Many of countries, even some leading public companies are seeking to emulate the success of the Mittelstand. Investors evaluate that many of Germany's investable "hidden champions" are Mittelstand companies. The purpose of this study is to present some of answers to the following questions: Firstly, what makes the German Mittelstand so successful? Secondly, what does the success of the German Mittelstand mean for the Korean SMEs in global competitiveness? Thirdly, what Korean government has to do improve the global competitiveness of the Korean SMEs? Some discussions in this study mention the managerial implications for Korean exporting SMEs particularly in manufacturing. Several factors that account for the success of the German Mittelstand are technological excellence and the tradition of family-owned management, concentration on niche market and globalization, and institutional supports. There are some of important lessons to be learned from the German Mittelstand. If the purposes of Korean SMEs want to remain in the sustainable competitive advantage and withstand unforeseen economic turbulences in the future, they must be able to meet the followings: 1) Technology that meets the global standard or exceeding it 2) Competitiveness in price in the global market 3) Active involvement in the globalization process, utilizing various entry modes Innovative products at globally competitive price are a crucial point for Korean exporting SMEs to achieve their competitive edge over others in the target markets abroad. It is time for Korean SMEs to cultivate a core competence in manufacturing in order to position Korea as a global manufacturing hub with SMEs leading.

• Journal of Distribution Science
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• v.4 no.1
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• pp.5-26
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• 2006

As the capital of knowledge becomes more important than traditional capital like land or labor in the 21st century, the most competitive resource for corporations is knowledge. Furthermore, corporations may evaluate and improve latent knowledge of 'intellectual capital(IC)' within organizations, which will enhance their performance in the future. However, most Korea Distribution Companies have evaluated only tangible assets, ignoring latent capital. Since enterpreneurs have recognized that they cannot explain the difference between maret value and book value, the major advanced states lead to more sophisticated techniques to evaluate IC value. Although it is extremely important and urgent to evaluate IC value, the indexes of evaluating IC have never been examined and have been adopted by many corporations. Therfore, this study intends to develop a index for IC valuation. This study hopes to give some insights into the practical use of intellectual capital for the Korea Distribution Companies and help them develop a strategic perspective to enhance their competitiveness.

• Information Systems Review
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• v.7 no.2
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• pp.229-255
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• 2005

The Korea Development Bank promoted a total outsourcing for IT operation in 1999 for the first time in the banking industry. The Korea Development Bank became the center of public attention because the most banks were unwilling to take an outsourcing with external sources for the reason of financial operation accidents, securities, and threats of strikes. After the introduction of the total IT outsourcing, the Korea Development Bank has continuously diagnosed the problems of the IT outsourcing and adopted various proper complements for the enhancement of the IT outsourcing. As the result of the enhancement, the IT outsourcing of the Korea Development Bank marched into the joint liability operation period after going through the outsourcing operation period and the co-operation period. The joint liability operation which is the most leading outsourcing system which is adopted by the Korea Development Bank for the first time in the banking industry. Through the joint liability operation, the Korea Development Bank could accept the most up-to-date IT, concentrate internal manpower on the core capability, and secure flexibility of manpower. Also, the bank changed the relationship between the bank and the external sources from the one-sided relationship between a producers and a consumer to the joint liability relationship on which both sides are responsible for the operation, and could integrate the internal capacity with the professional know-how of the external IT outsourcing company. In this paper, we testified the soundness and validity for the worries of banks about the total IT outsourcing with external sources. And, we arranged the advantages and outcomes of the total IT outsourcing with external sources compared to the IT outsourcing with internal sources. Moreover, we expect that we can improve the closed financial IT outsourcing industry structure and raise the world competitive power of domestic IT outsourcing companies by correcting wrong ideas on the IT outsourcing with external sources.

• The Journal of the Korean life insurance medical association
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• v.22
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• pp.139-169
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• 2003

국내 보험 산업은 경제발전에 따라 많은 성장을 이루어왔으나 단체보험은 보험 회사의 외부적 또는 내부적 환경으로 인해 활성화가 미흡한 상황이다. 개인보험시장의 포화, 해외시장에서 단체보험의 지속적인 성장, 사회보험 민영화 논의, 방카슈랑스와 보험시장의 개방 등 급격한 변화를 겪고 있는 보험영업환경을 고려한다면 향후 확대될 기업복지시장에서의 성공적 역할수행을 위해서는 단체보험 영업과 지원시스템의 보완이 시급한 과제라고 할 수 있다. 특히 언더라이팅 기법은 단체보험의 핵심역량이며 회사의 경쟁력 강화와 사차익 안정화를 위해서는 단체보험 인수기법의 선진화가 필수요건이다. 단체보험은 대수의 법칙, 수지상등의 원칙 등 보험의 기본원리라는 측면에서는 개인보험과 다른 점이 없지만 하나의 계약을 통해 집단의 피보험자에게 보장을 제공하기 때문에 가지게 되는 역선택 축소, 비용절감, 기업에 의한 1차선택 등 몇 가지 특성들은 인수기법에서의 차이를 필요로 한다. 하지만 국내의 단체보험 언더라이팅은 기본개념조차 제대로 정립되어 있지 못한 초기단계로 단체보험의 특성을 제대로 반영할 수 있는 위험평가를 위해서는 선진기법의 도입이 절실하다. 첫째, 자유보장한도(FREE COVER LIMIT)의 도입이다. 자유보장한도는 단체에 대한 위험과 피보험자 개인의 위험을 구분하는 기준으로 자유보장한도내의 피보험자에 대해서는 고지나 의적 검사를 요구하지 않고 개인별 언더라이팅을 하지 않으며 거절체나 표준하체이더라도 자유보장한도 금액까지는 나머지 정상 피보험자들과 동일한 보장을 제공하는 것을 말한다. 이는 피보험자별 위험을 중심으로 심사하고 있는 현재의 국내 단체보험 인수방법에서 발생되는 고객측 불만과 심사의 비효율성을 개선할 수 있는 방안이다. 둘째, 단체별 특성에 따른 보험요율 차등화이다 단체는 산업의 종류, 피보험자의 직무, 지역적 위치, 크기(피보험자수), 성별구성비 등 여러 가지 특성들을 가지고 있으며 이런 특성들은 보장급부에 따라 발생위험에 영향을 미칠 수 있다. 하지만 현재 나이와 성별에 따라서 피보험자별로 정해지는 요율체계만으로는 이런 위험들을 적절하게 반영하지 못하고 단체별 형평성에도 문제가 생긴다. 따라서 정확한 data 구축을 통해 단체 특성별로 어떤 보장에 어느 정도로 위험 발생에 영향을 미치는지를 분석하여 보험요율을 차등부과 할 수 있는 체계를 갖추어야 한다. 셋째, 경험을 활용한 보험료 산정기법이다. 이것은 개인보험과 구분되는 가장 큰 단체보험만의 특성이라 할 수 있는데 해당 단체의 과거 경험 data 즉 청구로 인한 지급금액을 토대로 당해 계약 보험료를 결정하는 방법이다. 이를 위해서는 과거 경험 data가 얼마나 신뢰할 수 있는 지의 정도(신뢰도)를 측정하는 것이 필요하다. 과학적이고 효율적인 단체보험 인수를 위해서 경험율의 활용은 반드시 이루어져야 할 선결과제이다. 넷째, 관련규정의 정비가 필요하다 단체보험의 특성을 갖기 위해서는 가입가능한 피보험자들의 자격규정(eligibility), 활동적근무 조건(actively at work)이 요구되어야 하며 참여비율(가입비율)과 보장수준의 구성방법에 대해서도 가이드라인 설정을 통해 역선택을 최소화 할 수 있는 제도적 보완이 마련되어야 한다. 이런 선진인수기법의 도입과 함께 단체보험 언더라이터의 필요역량을 개발하고 향상시키는 노력도 병행되어야만 종합금융화, 대형화가 진전되면서 대경쟁의 구도로 바뀌고 있는 국내 보험시장에서의 경쟁력 확보가 가능할 것이다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.2
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• pp.65-80
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• 2022

Despite the uncertainty and risky factors of startups, the special and critical role of accelerators in carrying out professional nurturing and investment for them is becoming increasingly significant in the startup social-system. However, academic research on investment determinants that have a profound impact on the survival of accelerators is lacking, and there are only a few empirical studies on the classification and importance of factors, and they do not enjoy the benefits of theoretical studies. This study proposes a business model innovation framework based on the business model innovation theory that reflects the nature and properties of startups that are investment targets of accelerators and derives 12 investment decision factors. The framework defines that the target, direction, and performable force of startup innovation are a business model, strategy, and dynamic capability. Besides, the framework analyzes the investment decision factors of the existing accelerators based on the business model innovation framework to verify the suitability and sufficiency of the composition. As a result of the analysis, first, most of the items were faithfully composed from a static point of view of business model innovation, but it was found that the factors related to the core activities to evaluate the activity and customer relationship were insufficient. Second, from the strategic point of view, the necessity of developing factors that can encompass the definition and content of core resources, which are internal strategic factors, was raised. Third, from the dynamic point of view, it was found that many of the investment determinants of accelerators were concentrated on the lower level of dynamic competencies. This can be judged as a result of reflecting the characteristics of a startup that needs to develop a solution with few resources and a small number of team members. In addition, the roles and interrelationships between each factor are not clear, thus it was found as a limiting point for startups to view and evaluate the direction and process in which startups dynamically innovate their business models. This study is considerably differentiated in that it provides a business model innovation framework and offers a theoretical basis for investment determinants by deriving the investment determinants of accelerators based on the framework and design the foundation for subsequent research. The business model innovation framework presented in this study has great implications in that it contributes to the achievement of startups, accelerators, and startup support organizations.

• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.85-105
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• 2021

In this study, a case study was conducted on Advanced Nano Products Co.,Ltd, a company that was established in 2000 and has the core technology to produce and commercialize nano materials and ultrafine nano powders based on nano technology. Deviating from the general case study, a case study analysis frame was set based on the theory of technology management and industry-university cooperation theory, and cases were analyzed. In this case study, Advanced Nano Products Co.,Ltd. was analyzed from two analytical perspectives: the establishment of a Management Of Technology system within the company and the Industry-Academic Cooperation activity. Based on this theoretical-based analysis framework, company visit interviews and related data research and analysis were conducted. As a result of the study of the case company, it was possible to derive how the technology management and industry-university cooperation affect the growth stage of the company as follows. First, the strategic use of technology management is an important factor in strengthening the competitive advantage and core competencies of venture companies, and for survival and growth of startups in the early stages. Second, strategic use of technology management and patents and establishment of a patent management system are a part of business strategy and play a pivotal role in corporate performance. Third, the human and material infrastructure of universities affects the growth of companies in the early stage of start-up, and the high utilization of industry-university cooperation promotes the growth of companies. Fourth, continuous industry-academic cooperation activities in the growth and maturity stages of a company's growth stage are the basis for activating external exchanges and building networks. Lastly, technology management and industry-university cooperation were found to be growth factors for each growth stage of a company. In order for a company to develop continuously from the start-up to the growth and maturity stages, it is necessary to establish a technology management system from the beginning and promote strategic technology management activities. In addition, it can be said that it is important to carry out various industry-academic cooperation activities outside the company. As a result of the case analysis, it was found that Advanced Nano Products Co.,Ltd, which performed these two major activities well, overcame the crisis step by step and continued to grow until now. This study shows how the use of technology management and industry-academic cooperation creates value in each growth stage of technology-based venture companies. In addition, its active use will play a big role in the growth of other venture companies. The results of this case study can be a valid reference for growth research of technology start-up venture companies and related field application and utilization.

• Journal of the Korean Society of Surveying, Geodesy, Photogrammetry and Cartography
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• v.31 no.1
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• pp.69-78
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• 2013

Recently, as GIS industry has substantially grown up, convergence between industries such as the application coverage of surveying and cadastral information is gradually on the increase. The new approach of convergence between topographic surveying and cadastral survey is indispensable to make the change of geospatial environment ready and to maximize the utilization of National Spatial Data Infrastructure(NSDI). The purpose of this paper is to seek the way of synergistic improvement in topographic surveying and cadastral survey in comprehensive aspects of national geospatial information. First, we reviewed policy environment to clearly establish aim of convergence and promising perspective of GIS industry policy, considering NSDI. In addition, we examined current state of administration (organization, human resource, service) and institution situation. We came up with interior ability and external policy environment as well as critical success factor for the synergistic convergence by using SWOT analysis. Lastly, we developed basic perspective of convergence and improvement model and concrete scheme for stakeholder to complementary make progress. We can come to conclusion that the convergence of topographic surveying and cadastral survey should be not only carried in macro outline of successful NSDI but also committed to completion and maintenance of GIS framework.