• Journal of Digital Convergence
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• v.11 no.3
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• pp.189-197
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• 2013

Weak competitive Small Business are getting attention for their ability to enhance the brand power and marketing co-brand. Under these circumstances, in this study examined the operational status of the domestic co-branded. Also enable co-branding strategy was proposed. First, learn the various aspects of the concept of co-branding, and looked at the advantages and disadvantages of co-branding. Second, the type of co-branded partner combined, joint venture between companies Union type, a leading company driven and private companies and state agencies co-branded. Looked at the type of advantages and disadvantages of each. Thirdly, we presented the current status of the important co-branded domestic. Fourth, we examined the status of the Small and Medium Business Administration supports a co-branded Examined in detail by year look at the status of support for this type of co-branded Industry Distribution and co-branded interrupted. Finally, the short-term aspects and long-term perspective on the domestic co-brand activation strategy based on these materials are presented. The results of this study is expected to be the foundation of domestic co-branded business in the future to explore the ways to improve the system of government support will help to raise.

• The Optical Journal
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• s.121
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• pp.28-30
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• 2009

2005년 설립과 함께 신기술 개발을 통하여 카메라 방수케이스라는 독자브랜드를 적극 육성한 (주)디카팩(대표 전영수 www.dicapac.com)은 설립 2년도 채안되서 '성공기업'이란 수식어가 따라붙었다. 국산이란 이유하나만으로 국내에서조차 외면당하던 이 회사가 수출에 첫 물꼬를 튼 후 6개월 만에 18개국에 수출하는 기염을 토해내더니 현재는 수출국이 48개국으로 훌쩍 늘어났다. 그러나 전영수 사장은 이에 만족하지 않고 현재도 세계 1위의 방수 케이스 전문업체로 등극하기 위한 기반으로 신기술 개발을 여념이 없다.

• Asia Marketing Journal
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• v.13 no.4
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• pp.227-251
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• 2012

This study analyzed Woori Investment and Securities' industry-leading marketing from both a brand management and a marketing decision-making perspective. By executing a different marketing strategy from its competitors, Woori Investment and Securities recognized recent changes in the asset management and investment markets as an open opportunity, and quickly responded to the market changes. First, the company launched the octo brand as a multi-account product, two years before its competitors offered their own products. In particular, it created a differentiated brand image, using the blue octopus character, which became familiar to the general financial community, and was consistently employed as part of an integrated marketing communications strategy. Second, it executed a brand expansion strategy by sub-branding octo in a variety of new financial products, responding to rapid changes in the domestic financial and asset management markets. Through this strategic evolution, the octo brand became a successful wealth management brand and representative of Woori Investment & Securities. Third, it has converged market research, demand and trend analysis, and customer needs acquired through various customer contact channels into a marketing perspective. Thus, marketing has participated in the product development stage, a rarity in the finance industry. Woori Investment and Securities has a leading marketing system. The heart of the successful product creation lies in a collaboration of their customer bases among the finance companies in the Woori Financial Group. The present study suggested a corresponding strategy for octo brand, which is expected to enter into the maturity stage of its product life cycle. In addition, this study found a need to modify the current positioning strategy in order to position and preserve sustainability in the increasingly competitive asset management market. It also suggested the need for an offensive strategy to counter the number one M/S company, and address the issue of cannibalism in the Woori Financial Group.

• Asia Marketing Journal
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• v.10 no.3
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• pp.103-125
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• 2008

After having changed its corporate brand from LG Fire & Marine Insurance to LIG Non-life Insurance in 2006, LIG Insurance has successfully built the corporate image as the leading insurance financial group by engaging in extensive corporate social responsibility activities. LIG, as 'a partner for sharing precious moments of life', intended to provide customers a new value of an insurance by building up the new corporate brand. It established three values to be shared internally. First was to instill a brand value orientation within the organization. Second, the firm identified the brand's value to be delivered to the customers. Third, they defined the image objective to be communicated to them. Based on these set of objectives, the company designed and implemented an integrated marketing communication(IMC) strategy over several years. The result was a successful transition to the new corporate brand name.

• Archives of design research
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• v.16 no.2
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• pp.355-364
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• 2003

This research verified efficiency of 2 design process models; 2-stage model and 3-stage model. 2-stage model means subjective and sensitive design process based on designer's creative mind. Contrarily, 3-stage model means objective, logical and consumer-oriented design process. Past researches have suggested inconsistent conclusions on efficiency of 2 design process models. This study suggested efficiency of 2 design process model based on the concept of market leader strategy and market seeker strategy. The study results imply that, in condition of high prestige brand, 2-stage model based on market leader strategy is more effective and contrarily in case of low prestige brand, 3-stage model based on market seeker strategy is more efficient. However, it is requested to perform various investigation about situations in which each design process model is more effective for the generalization of the study results.

• Asia Marketing Journal
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• v.13 no.3
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• pp.249-264
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• 2011

Brand is the major enduring asset of a company and more valuable than the totality of specific products and facilities. Thus brands are powerful assets that must be carefully developed and managed. The company should design and implement marketing activities and marketing communication programs to build and grow the brand value. Strarbucks, Samsung Galaxy, and Nike brands get a price premium and generate strong customer loyalty. A power brand has high brand equity, which is the differential effect that brand knowledge has on consumer response to the marketing of that brand. Brand equity is created when brands have strong, favorable and unique brand associations with customers and high level of brand awareness. Therefore marketers in building a strong brand should ensure to develop the right type of customer experiences with products and effective integrated marketing communication(IMC) programs to create the brand equity. Since 2007 Sinhan card acquiring the LG card has developed the new brand identity and carefully managed the advertising campaign and other marketing communication mix tools to create the high brand awareness and differential brand image. In this case study we examine how Sinhan card with the goal of being No.1 brand in the credit card market has developed and implemented the IMC Strategy to build a high level of consumer brand awareness, unique brand image and strong customer relationship.

• 프린팅코리아
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• s.71
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• pp.126-127
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• 2008

올해로 창립 50주년을 맞은 한국제지는 건실한 성장으로 지난해 매출 4000억 원을 돌파한 인쇄용지 전문생산기업이다. 지난 1958년 설립 이래 다양한 인쇄용지를 개발하고 품질제일주의 정신으로 국내 인쇄용지 시장을 선도해 왔으며 2006년에는 고급 복사지 브랜드 '하이퍼 CC'를 출시하여 국내 복사지 시장 진화를 선도하는 등 과감한 마케팅을 시도하고 있다. 재무구조도 우수, 유보율(자본금 대비 잉여금 보유비율)이 1000% 이상에 이르는 등 안정적이고 신용도가 높은 우량기업으로 굳게 자리매김했다. 지난 2월 50주년을 맞아 한국제지는 국민기업으로서 역사에 기억될 수 있도록 창의적인 사고와 도전정신을 앞세워 새로운 50년을 준비하자고 다짐했다. 50주년 기념행사로 사진으로 보는 한국제지 발전사 50년 전시회 관람, 다과회 등 의미 있는 행사들이 진행되었으며, 노동조합의 주관으로 한마음축제가 열려 새로운 50년을 향한 힘찬 출발을 자축하기도 했다. 한국제지 창립 50주년을 맞아 사진으로 50년사를 되돌아 본다.

• KOREAN POULTRY JOURNAL
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• v.44 no.6
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• pp.128-131
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• 2012

지난해 공정거래위원회 발표에 따르면 500개 이상의 가맹점을 가진 프랜차이즈만해도 10여 개에 이르며 일일 60여만 마리의 닭이 소비되는 국내치킨 시장 규모는 약 5조 원에 육박한다고 한다. 국내 치킨시장은 혼돈의 시대를 맞고 있다. 전국 5만여 개의 치킨체인점과 개인매장이 운영중에 있으며 다른 외식 상품에 비해 저렴하고 새로운 메뉴의 개발로 소비자의 다양한 기호를 만족시키고 있는 국내 치킨시장은 소비자들의 크나큰 인기로 급성장을 이루었으나 반면 수많은 브랜드가 쉽게 출시되고 소비자의 입맛을 맞추지 못하면 곧바로 퇴출되는 구조로 변화되었다.

• The monthly packaging world
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• s.238
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• pp.114-117
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• 2013

포장 산업계 가운데 농식품 포장 및 농식품 디자인 분야는 타 산업에 비해서 낙후되어 있는 것이 현실이다. "살기좋은 농어촌이 되는 그날까지 우리의 노력은 지속될 것"이라는 포부 아래 농식품 관련 포장의 발전을 위해 주력하고 있는 김수일포장개발연구소는 농가실질소득향상과 농산물 직거래 활성화를 목표로 업계 발전을 꾀하고 있다. "농산물포장박사" 블로그와 홈페이지를 활발하게 운영해 온 것을 비롯, 농산물 마케팅 및 브랜드/디자인 개발 교육을 수료하는 등 각고의 노력 끝에 현재 농업분야 포장 전문가로 인정 받고 있는 김수일 소장. 그에게 농산물 포장업계에 대한 견해와 포장개발 계획에 대해 들어보았다.

• Asia Marketing Journal
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• v.6 no.3
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• pp.143-156
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• 2004

This case intorduced E-mart's business philosophy and vision, analyzed E-mart's outline of marketing strategy, and discussed its performance and future task. E-mart took the role of market pioneer by developing discount store market in Korea. It's mission was to provide substantial benefits to the customers by selling quality products at the lowest price in the market. For this purpose, E-mart has conducted a slogan of 'everyday low price discount store-E-mart'. Objective of E-mart's brand strategy was to be No. 1 discount store in Korea or to be a representative brand in the discount store market. To achieve this objective, E-mart has conducted various efforts such as construction of national network, realization of the lowest price, formation of the most reliable discount store image, establishment of competitive edge and so on. E-mart settled a new model for discount store in Korea and took the lead in expanding market potential. With these efforts, E-mart has maintained secure position as a leading company in the discount store market.