• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.1
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• pp.52-63
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• 2019

Biased performance implications are common in conducting empirical analysis on leading firms in strategic management field. Venture businesses in which successful and failing firms in the future are mixed in the present could provide a better discriminative result for examining the determinants of performance. We suggest hypotheses on how competitive strategy, CEO characteristics, and their interactions affect firm performance. We examine these hypotheses through empirical analyses on the basis of a survey collected from 387 venture businesses in order to assure the validity of strategic management theories by using more deviated data. Empirical results show that innovative differentiation from competitive strategies affects firm performance and innovativeness and long-term orientation from CEO characteristics affect firm performance. According to the results of the interaction analyses between competitive strategies and CEO characteristics, cost-leadership and marketing differentiation strategies have combination effects with risk taking, innovativeness, and long-term orientation, while innovative differentiation strategy has no combination effects with risk taking, innovativeness, and long-term orientation. We conclude that cost-leadership and marketing differentiation strategies have no direct effect on firm performance but have combination effects with CEO characteristics, while innovative differentiation strategy has direct effect on firm performance but has no combination effect. Our primary contribution is that we test and confirm that the fit between competitive strategies and CEO characteristics are an important consideration to increase firm performance in venture businesses.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.125-137
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• 2018

Credit unions organized and operated by the members of communities, work-places or groups are co-operative entities where customers act as owners not just transaction partners. The foregoing organizational characteristic of credit unions exerts beneficial effects on their customer relationship, and underscores the need for diversifying their relationship marketing strategies. This study sheds light on the structural relationship of credit unions in terms of principal variables of relationship marketing, i.e. relationship benefits, customer satisfaction and long-term relationship orientation. Specifically, we classify the relationship benefits into three sub-dimensions, i.e. confidence benefits, social benefits and special treatment benefits, and structuralize a causal model involving the customer satisfaction and long-term relationship orientation. From December 26, 2017 to January 26, 2018, A total of 360 questionnaires was collected. Of these, 346 were selected as the final samples, excluding 14, which are difficult to use in statistics. The reliability analysis, exploratory factor analysis, and regression analysis was performed by using the 'SPSS 24.0'. And confirmatory factor analysis, structural equation model analysis was performed by using 'AMOS 24.0'. The findings highlight the following. First, confidence benefits directly impact on the long-term relationship orientation, and indirectly influence the latter by the medium of customer satisfaction. Second, social benefits directly influence the long-term relationship orientation, without exerting any indirect effects on the latter via customer satisfaction. Third, special treatment benefits do not directly impact on the long-term relationship orientation but have indirect effects on the latter by the medium of customer satisfaction. Fourth, customer satisfaction has positive effects on the long-term relationship orientation. The findings suggest credit unions should establish a long-term relationship with their customers by providing them with confidence benefits to earn their trust and confidence, with social benefits to build a relationship of affinity and friendship, and with special treatment benefits to meet their needs in the long, not short and temporary, term.

• Journal of Korean Ophthalmic Optics Society
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• v.7 no.2
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• pp.79-87
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• 2002

To analyze the current status of contact-lens in domestic, we analyzed the data of "The Spectacles-wearing Rate Analysis in 1999 (Korea Gallup Research)", "Industry current status(Korea Medical Instruments Industrial cooperative}", "Export & Import current status (Korea Customs Service)", and finally reached the following conclusions. 1. The number of contact-lens wearers in domestic could be assumed 2.13 millions. 2. The size of contact lens market in domestic(on year 2000 basis) was about 25.3 billion Korean wons(\) in total ; 10.8 billion Korean wons on the basis of production unit price (Domestic Gross Production Amount-Export Amount : used the subtraction in math), 14.5 billion Korean wons on Import unit price basis. 3. According to the year 2001 data, the import amount of contact lens is 1.7 times greater than export amount of that. 4. The contact lens export status in year 2001 was Japan, Singapore, Taiwan, U.S.A, China, Hong Kong, Malaysia, Thai, - in order. Especially, the contact lens export of China has increased gradually every year since 1998, the first export year of contact lens. 5. The import status of contact lens was U.S.A, Japan, England, Indonesia, Argentina, Taiwan, Hong Kong, - in order. In addition, the consumption trend of contact lens consumers in domestic reflects that famous foreign contact lens brands were much preferred than lower price contact lens imported from several developing countries.