• Journal of Science and Technology Studies
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• v.4 no.2 s.8
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• pp.103-127
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• 2004

This paper analyzes the strategic planning process of NASA (National Aeronautics and Space Administration) including its center, GSFC (Goddard Space Flight Center) in the framework of strategic planning in publicly funded R&D organizations. To construct this framework, theories have been considered mainly focused on strategic management and planning, its application on public sector, and characteristics of R&D activities. As a result, the framework could be set up in accordance with the process of strategic planning. Also, as a case study, we explored the practice of strategic planning process and organizational implementation of NASA and GSFC. During the analysis on the strategic process of NASA and GSFC, we could draw some lessons out as follows: First, we should consider the differences between private and public sectors when we establish strategic planning in public sector. Second, the stakeholder analysis should be involved in setting the mission, goals, and strategies of an organization. Third, it is necessary to identify and assess the socio-economic effects or public benefits by R&D programs of the organization and use the feedback on its goal. Fourth, to implement strategic planning effectively, planning process should be closely integrated with the management process such as setting goals, securing budgets, and evaluating the organization. Conclusively, the analysis on NASA and GSFC contribute to implementing strategic planning in publicly funded R&D organizations by providing the appropriately modified framework. As an extension of this study, more deliberate analysis on various practices of strategic planning and performance indicators should be followed.

• Journal of Korea Technology Innovation Society
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• v.15 no.3
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• pp.500-532
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• 2012

This study analyzed the technology innovation strategies of knowledge-based companies in the semiconductor IP industry. The theoretical approaches of this study are to i) the creation, protection and utilization of knowledge and innovation, ii) value creation from innovation, iii) modularity, timing of market entry, and the emergence and competition of standard (dominant design). Based on the theoretical analysis, I presented exploratory research hypotheses. Ultimately, this study examined the proposed hypotheses by conducting case studies on the technology innovation strategy of two leading knowledge-based companies in the semiconductor IP industry: ARM and INTEL. First, knowledge-based companies entering in the early stage of the technology cycle select the vertically-integrated technology strategy because of lower access to complementary knowledge assets, and maintain the vertically-integrated technology strategy despite the environmental change-driven differentiation of industry's value chain. Second, knowledge-based companies entering in the later stage of the technology cycle prefer the contract-based technology strategy because of its increased accessibility to complementary knowledge assets, and choose a different path of innovation strategies depending on whether their asset has the feature of discontinuity or not.

• 주류산업
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• v.31 no.3
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• pp.20-27
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• 2011

• Korea Information Processing Society Review
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• v.12 no.3
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• pp.101-108
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• 2005

• Proceedings of the Korea Multimedia Society Conference
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• 2001.06a
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• pp.281-289
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• 2001

인터넷 환경에서 아이덴티티의 변화단계와 특성을 연구하고, 인터넷에서 독자적으로 정체성을 확립하고 있는 선진기업사례를 중심으로 심층적으로 조형을 분석하여, 인터넷을 기반으로 하는 기업에 적합한 아이덴티티 디자인 전략을 연구한다.

• The Journal of Information Technology
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• v.6 no.3
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• pp.151-168
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• 2003

The present paper attempts to describe on and off line integrated marketing and develop an empirical model for distribution industry. The focus is given on the small and medium size retail and service area. With both empirical case studies and literature review, we aim to develop empirical cases and propose a desirable marketing strategy for specific firms : BAROKOSA is pursues cooperation in wholesale business on the internet. For the purpose of the cooperative and integrated marketing of on and off line business, first of all, the firms should establish a clear target and share vision and mission for their directions. We suggest the following guidelines: (i) customer-based decision making, (ii) thoroughly cooperative competition, (iii) confidence in their work and business, (iv) courage to live up to action and (v) innovation to lead change.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.83-92
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• 2017

The purpose of this study is to establish the Balanced Score Card for 'I Company' which is a small and medium sized manufacturing company in Busan City. It is suitable for SMEs and suitable for the management environment. The study was intended to contain the detailed needs of managers and employees when developing the performance measurement system. It also allowed other SMEs to benchmark through this study. We also proposed a solution to the problems after BSC construction. In addition, BSC has been developed for the purpose of shifting business strategy from RDS to SSS in accordance with changes in the demand market environment. Strategy Maps were divided into the whole company level and each team level. You can look at strategic goals, core success factors, and key performance indicators at each glance. Finally, we developed a smart performance evaluation system that can easily calculate the score, strategic goal, key success factor, weight of key performance indicators, target score, performance, and achievement rate by creating a smart chart. Have significance.

• Journal of Technology Innovation
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• v.20 no.2
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• pp.135-159
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• 2012

To the analysis and discussion whether to conceptualization between the basis and LCM(Life cycle management) of patentability decisions and evergreening through research on patent application strategies and litigation cases. The Stakeholders have said that the LCM and evergreening strategies are an innovative effort to develop new pharmaceuticals, while others say that it is an effort to block generic pharmaceuticals from entering the market and permanently dominate the market by generic pharmaceuticals manufacturers or health economic perspectives. To achieve the goal of research, to discuss for conceptualization LCM and Evergreening strategies through patent application strategies for 14 pharmaceuticals for APIs and case studies for litigations. As a results, the LCM is getting patent rights for the results of research at the initial R&D stage and as such this shall be regarded as part of an effort for technology innovation. However, Evergreening is granting patent rights for the results by making high permission barrier to prevent the market entry of generic pharmaceuticals in the late development period during the pharmaceuticals development process or after their launch. This may lead to the problem of getting weak in health economic aspects and consumer welfare aspects by lowering the market accessibility of cheap generic pharmaceuticals.

• 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.

• Asia Marketing Journal
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• v.9 no.3
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• pp.167-185
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• 2007

오늘날과 같이 점점 더 치열해지는 무한 경쟁 환경에서 브랜드자산은 동원참치와 같이 시장을 개척하고 현재 시장을 선도하고 있는 기업에게 무엇보다 중요하게 관리되어야 할 대상이다. 해마다 수많은 유사 제품들이 시장에 쏟아져 나오는 상황에서 브랜드자산을 소홀히 관리하는 기업은 소비자와 투자자의 관심에서 멀어지게 되고, 후발주자들에게 추월당해 시장에서 선두자리를 빼앗기게 되는 것은 순간이기 때문이다. 1982년 대한민국에서 '참치캔'이라는 새로운 제품을 출시하는 것에서부터 3차에 걸친 경쟁업체와의 치열한 경쟁에서 시장선도자의 위치를 확고히 고수한 동원참치의 사례에서도 알 수 있듯이, 효과적인 브랜드관리를 통한 시장차별화 전략은 시장선도자의 위치를 사수하는 데 있어 큰 도움이 될 수 있다. 본 사례연구에서는 동원참치가 신제품 출시부터 현재의 성숙기 시장에 이르기까지 자사의 브랜드를 어떻게 관리해 왔으며, 이와 연관해 어떠한 차별화전략을 구사하여 변함없이 시장선도자의 위치를 고수하게 되었는지를 살펴본다. 동원참치의 효과적인 브랜드 관리를 통한 시장차별화 사례는 여타 기업들에게 브랜드관리에 대한 지침을 줄 수 있을 것이다.