• Proceedings of the KAIS Fall Conference
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• 2002.05a
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• pp.173-175
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• 2002

본 논문은 전통산업의 디지털 전략에 대해 토론한다. 인터넷의 발전과 함께 새로운 산업이 등장하고 있으며 동시에 전통산업도 변화하고 있는데, 이를 디지털전략이라는 관점으로 설명할 수 있다. 전통산업은 인터넷 환경에서 살아남기 위하여 전략적 변화를 시도하고 있으며 본 연구는 이를 네 가지 유형으로 설명하였다. 유형화를 위하여 두 축을 사용한다. 첫째는 디지털전략 방향이며 여기에는 합리화와 신사업추구 두 가지를 들 수 있다. 둘째는 디지털화 대상이며 이를 제품과 프로세스로 나눌 수 있다. 이런 유형화를 바탕으로 네가지 디지털 전략을 이름 붙여, 제품혁신전략, 신사업전략, 합리화전략 그리고 프로세스혁신전략이라 부른다.

• Journal of the Korea Convergence Society
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• v.12 no.6
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• pp.151-160
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• 2021

This study decided that it was necessary to present a strategy for survival in the new normal era and securing competitive advantage, and tried to suggest a management strategic alternative. To this end, this study derives the new normal caused by Corona 19 and the business environment change trend and response strategy type caused by this through literature research and intensive interviews of 10 corporate CEOs. This study limited the scope of the study to the digital-based management and business-level strategic alternatives among strategic alternatives that can be deployed in various fields and areas. Business structure redesign strategy, resilience reinforcement strategy, ESG management strategy, and digital transformation strategy were suggested as alternatives to corporate-level digital-based strategies. As an alternative to business-level digital-based strategies, a digital strategy for industrial structure leading, a competitive strategy for digital innovation, an open innovation platform strategy, and a customer value-oriented strategy were suggested. It contributed in that it was an attempt to systematize a digital-based strategy more and it contributed in that it can support companies who have to deal with difficult situations wisely to implement strategic responses more systematically.

• Journal of the Korea Convergence Society
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• v.12 no.8
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• pp.257-265
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• 2021

Although researches on digital transformation and competitive strategies are active, but research or alternatives considering fitness between them are still insufficient. Therefore, this study aims to identify the relationship between the types of digital transformation project and the innovation of competitive strategies, and to suggest strategic implications and alternatives for how to utilize digital transformation when establishing a competitive strategy. To this end, this study first derived 14 types of digital transformation in 4 areas through literature research. Then, the relevance of digital transformation and competitive strategy identified through previous studies and case analysis was identified, an effective link between competition strategy and digital transformation, and optimization of fitness between competition strategy and internal resources were presented. This study contributed in that it attempted to advance research on competitive strategies in an academic perspective by approaching them from the perspective of strategic fitness about digital transformation. In addition, in the industrial aspect, it contributed to the fact that it supported the systematic implementation of the competitive strategic response of companies that had to deal with the situation where they wanted to promote digital transformation wisely from the viewpoint of fitness.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.3 no.3
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• pp.189-193
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• 2002

The research is concerned with digitalization process and strategy of 'traditional industries'. Along with development of the Internet, new industries are emerging, while traditional industries are also rapidly shifting from old modes to new ones. Most traditional industries uy to enhance their adaptability for changing environment. The investigators argue the strategic intent of traditional industries can be categorized into the four different types. The typology consists of two axis. On the one hand, the directions of digitalization are rationalization and development of new business. On the other hand, the objects of digitalization are product and process. According to the typology, the research suggests neologism for the four strategies; product innovation strategy. new business strategy. rationalization strategy and process innovation strategy.

• The Journal of the Korea Contents Association
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• v.15 no.9
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• pp.509-526
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• 2015

The study investigated the N-Screen strategies of paid digital contents of foreign newspapers belonging to advanced companies: USA, United Kingdom, and Japan. This research employed the time to launch paid digital content business, whether or not to segment market, and 4p marketing mix strategies for analyzing the strategies. The results show that the strategies, starting around the year 2000, had experience chasm, and then revived since the year 2010, when the penetration rate of mobile devices proliferated. Most newspapers still supply contents under the assumption that they paly in a mass market. The items of paid digital contents are mainly composed of e-paper and digital contents. Regarding the price strategy, soft paywall and combination paywall are largely used. Distribution strategy is subject to whether or not to discriminate the path of digital contents. As for promotion strategy, bundling strategy with newspaper is mostly utilized. The difference between western countries and Japan was found in term of the free trial service.

• Journal of Digital Convergence
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• v.18 no.11
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• pp.195-205
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• 2020

As the use of the Internet has become more common worldwide, digital marketing has gained a great weight as an advertising medium. Low cost and effective digital marketing tools include websites, eyes, blogs, search advertisements, online banners, mailings, YouTube, etc., which most companies around the world use one or more of them for digital marketing. I have. In this environment, global companies with more than one overseas subsidiary have become very interested in how to establish and implement digital marketing strategies. However, many studies have been conducted on the necessity of digital marketing and its implementation strategy, but there are no studies on specific implementation methods that can be applied in practice. Therefore, in this study, we intend to define digital marketing suitable for global SMEs, establish a promotion strategy model, and present a specific implementation strategy establishment planl. Through this, we intend to contribute to establishing a general-purpose SME global digital marketing strategy.

• Electronics and Telecommunications Trends
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• v.31 no.2
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• pp.1-8
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• 2016

본고는 EU의 디지털 정책 및 전략 추진 동향을 분석하였다. EU는 글로벌 디지털 경제 사회로의 전환에 능동적으로 대처함으로써 ICT가 가져올 혁신과 성장의 결과를 충분히 이끌어내야 함을 인지하고, 2010년 이후 디지털 아젠다를 수립하여 추진해오다 2015년 5월, 완전히 통합된 디지털 시장 구현을 목표로 디지털 싱글마켓 추진전략을 발표하였다. 디지털 싱글마켓은 EU 회원국 간 모든 디지털 상품 거래의 국경장벽을 없앤 단일 시장을 추구하는 개념으로, IoT, 클라우드 컴퓨팅 및 빅데이터 등 데이터 기반 산업을 활용하여 글로벌 경제활동의 효율을 극대화하고 이를 성장으로 연결하고자 하는 움직임이다. 디지털 접근성 제고, 환경조성 및 디지털경제의 성장잠재력 극대화를 위해 3대 목표, 16개 실행계획을 수립, 추진 중이며, 본 동향조사 결과는 최근 한 일 중 디지털 싱글마켓 여건 조성을 위한 협력을 선언한 우리나라가 실효적 전략을 수립하는 데 시사점을 제공할 것으로 판단된다.

• Journal of Digital Convergence
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• v.14 no.2
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• pp.157-167
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• 2016

This article was to study the following three purposes. First, to identify and describe the platform strategies, content strategies, and management challenges that currently define the South Korean terrestrial broadcasting business. Second, to analyze from various angles the business area of global media group, in terms of platform strategies, content strategies, and management challenges. Third, to suggest how Korea's terrestrial broadcasting industry can become competitive with media groups. Looking at the digital conversion process and strategy as well as terrestrial broadcasting in each country, when digital switchover point and Action Plan, and the similarities in values and the role of digital terrestrial broadcasting times there are differences may be found.

• 프린팅코리아
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• s.21
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• pp.64-66
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• 2004

오늘날 인쇄업계는 디지털 프린팅이라는 테크놀로지를 새로운 사업기회로 승화하기 위한 다양한 노력을 전개하고 있다. 그러나 아직 적당한 비즈니스 모델이 제시되지 못하고 있는 형편이다. 이는 디지털 프린팅을 통해 수익을 발생시킬 수 있는 방안에 대해 구체적인 전략이 도출되지 못하고 있기 때문이다. 이에 인터넷을 통해 자유롭게 이동할 수 있는 가변적인(variable) 데이터를 수용하는 디지털 프린팅을 어떻게 구체화할 것인가 하는 과제가 대두되는데, 인쇄출판 전문가 그룹인 리트렐 협회(Littrell Associates)가 제안하는 7단계 전략은 우리나라 인쇄업계가 디지털 프린팅을 어떻게 수용할 것인지에 대한 청사진을 제공해준다.

• Journal of Digital Convergence
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• v.18 no.7
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• pp.177-188
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• 2020

In the digital world, creative industries such as music, movies, and drama have been the most impacted by digital transformation. As these contents were converted to a digital format of 0s and 1s, the business model changed and so did the rules of competition in the market. Apple, Spotify, and Netflix were quick to ride the digital transformation wave to become market leaders in the creative industry. This study reviews case studies in the creative industry to grasp the important factors necessary for market restructuring using digital technology. It was found that companies that set visions, platform, and open innovation as business strategies were able to achieve critical mass and become market leaders. These three elements are commonly found in the contents industry. On the other hand, companies that did not embrace digital innovation have become victims of digital darwinism. By analysing the experience of digital product innovation through case studies in the creative industry, we can derive implications for digital transformation in the 4th industrial revolution.