• Product Safety
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• s.47
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• pp.28-32
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• 1996

중소기업은 그동안 저원가를 기반으로 생산에 치중하여왔으나 이같은 기반은 무너지고 더 싸고, 더 질좋은 제품을 더 빨리 제공하여야만 하는 경쟁의 양상으로 변해가고 있다. 이같은 상황에서 우리 중소기업은 특유의 비교우위 확보가 필요하고 앞을 내다볼 수 있는 원가 우위전략, 차별화전략, 집중화전략이 수립이 절실히 요구되는 시기이다.

• Korean Journal of Construction Engineering and Management
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• v.14 no.5
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• pp.122-130
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• 2013

As the level of competition has increased in the construction management market, it becomes a critical issue for CM firms to secure competitive edges. The objective of the study is to investigate elements of competitive strategy as perceived by CM firms and to discuss key features and implications. Michael Porter's Competitive Strategy Model was used as a framework to analyse the elements under three strategy categories. A major finding includes that Differentiation Strategy is generally perceived most important strategy category but, depending on the group to which a CM firm belongs, there exist a gap in the perception. However, regardless of the group, Cost Leadership is commonly considered least important strategy category. In particular, lowest-bidding strategy element showed the least importance. Understanding CM firms' perceptions on elements of competitive strategy provides an insight into CM firms' current strategy directions and can be useful for future tuning in a firms' own strategy.

• Journal of the Korea Convergence Society
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• v.9 no.9
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• pp.217-228
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• 2018

It is aimed at providing a guide for effective ERP implementation strategy in view of the need for differentiation and cost advantage strategy from competitors in introducing ERP centered on SMEs. The results show that differentiation and cost superiority and service quality are dependent on the introduction performance and mediating effect. First, the differentiation or cost advantage strategy supports the previous research results in financial performance. However, in the differentiation strategies, only the non-financial aspects were noted. Second, the differentiation and cost advantage strategy were analyzed to have financial performance only in the assurance of service quality factor and the remaining service quality was not significant in the introduction performance. Third, the mediating effect of consulting service quality was analyzed in terms of differentiation or cost advantage Did not do it. In conclusion, system construction is different from financial perspective in terms of construction strategy. In service quality factor, it affects the confidence that supplier provides, knowledge and confidence, and ability to give faith.

• Journal of Navigation and Port Research
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• v.40 no.3
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• pp.129-138
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• 2016

Shipping companies involved in sea transportation service are exposed to uncertainty due to its volatile business environment. It is crucial that shipping companies take effective strategies to cope with uncertain business environments and to achieve high business performance. Using Porter's generic strategy, this study investigates the relationships between environmental uncertainty and competitive strategies, and the impact of competitive strategies on firm's business performance. To test hypotheses, OLS regressions and Tobit analysis were conducted on Korea shipping companies who provide global sea transportation service. The findings of this study can be summarized as follows. First, variation of environmental uncertainty affects cost-leadership strategy and differentiation strategy. Diversity of environmental uncertainty affects differentiation strategy, but not cost-leadership strategy. Second, firms attain business performance by using the cost-leadership strategy. That is, shipping companies can achieve high business performance by reducing their operating costs in the entire process of transportation service.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.5
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• pp.25-42
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• 2019

The purpose of this study is to analyze the effect of internal competence of small business on the competitive advantage and start-up intention. Through this, which key competence of small business can be proposed for market growth against of large companies that have a great capital power. Also, implications for development direction can be suggested. For this purpose, technology capability, financing capability, marketing capability, and product/service differentiation capability factors were set as independent variables, as well as competitive advantage as a mediating factor, and startup intention to be franchiser as a dependent variable. For the analysis, a structured questionnaires survey was conducted to 276 domestic small business in capital area. The main results are as follows. First, in relation to the internal competency and the competitive advantage of small businesses, it was found that technological capabilities, financing capabilities and product (service) differentiation have a positive effect on competitive advantage. Second, the relationship between the internal capacity of a small entity and startup intention to commercialize a franchiser business indicates that its financing capacity and marketing capabilities have a positive effect on startup intention to commercialize the business, and that competitive advantage has a significant effect on startup intention to commercialize the franchise. Third, competitive advantage was found to mediate the relationship between internal competency and startup intention. Finally, it was shown that the internal capacity of a small business has a regulating effect in relation to its financing capacity, marketing capabilities and startup intention to commercialize the franchise, and that it also had a regulating effect in relation to its relationship with its competitive advantage and franchise suitability. Based on the above results, if small business can take competitive advantage in the market, they also consider startup intention to commercialize a franchiser, in addition, it is expected that one suggestion can be made from an internal capacity perspective required more emphasis on operations and management as an alternative to expanding small businesses' business, including market access measures that can be linked to internal capacity factors of small businesses.

• Proceedings of the Korea Database Society Conference
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• 2000.11a
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• pp.142-151
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• 2000

전자상거래 시장의 폭발적인 성장에도 불구하고 전자상거래 업체들은 날로 치열해 지는 글로벌 시장경쟁 하에서 성공적인 기업으로 성장 발전해 나가기 위해서는 효과적인 사업전략을 구사하고 기업 고유의 차별적 경쟁우위를 확보해야 할 필요성이 대두되고 있다. 이를 위해서는 기업 경쟁전략 및 업무 부문별 실천전략 수립과 구체적인 제품 및 서비스의 제공전략 등이 종합적인 차원에서 일관성 있게 수립되어야 한다. 본 논문은 이와 같은 연구의 필요성 인식 하에서 EC의 기본적인 사업전략 수립 프레임워크와 기능부문별 전략(특히 마케팅 전략)을 종합적으로 검토하는 것을 연구 목적으로 삼고자 한다. 이를 위하여 본 연구는 첫째, Porter의 본원적 전략에 취급상품의 범위 및 경쟁전략을 독립변수로 추가하여 EC 전략을 제시하고자 한다. 본 연구에서 제시하는 EC 전략의 횡축은 총체적 비용우위 전략, 차별화 전략을, 종축은 포터의 집중화 (Focus) 전략에 대한 구분의 형태이다. 둘째, EC의 마케팅전략은 기존의 4P전략에 근거하여 수익획득방식, 상품취급방식, 운영방식, 광고홍보방식으로 구분하여 제시한다. 궁극적으로 EC전략에 따른 EC 마케팅전략의 차이를 분석함으로써 종합적인 EC 전략의 수립이 가능할 것으로 판단된다.

• International Area Studies Review
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• v.16 no.1
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• pp.327-349
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• 2012

This paper examined the strategic inward foreign direct investment and business performance in free economic zone. attractive of segment and country's competitive advantage were as proxy for the matrix of appropriateness. The marketing differentiation, inducement promotion, incentive, and business support were as proxy for the business performance. Based on the analysis of one hundred twenty cases, the following results were found. First, based on the attractive of segment and country's competitive advantage, the types of four segments was drawn. Second, the segment 4 have a significantly difference on their business performance. Third, strategic foreign direct investment have a significantly high difference on their marketing differentiation but a significantly low difference on their business support. Finally, the business performance, in order of performance, have a significantly difference on their marketing differentiation, inducement promotion, incentive, and business support. Limitation and suggestions for further are also highlighted.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• Journal of Internet of Things and Convergence
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• v.9 no.6
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• pp.83-92
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• 2023

The purpose of this study is to provide a rational management strategy to improve the management performance of companies through intellectual property activities. Through this study, we aim to explore countermeasures to strengthen competitiveness in a changing global environment. A survey of 200 companies was conducted from September 1 to October 30, 2023. Statistical analysis was conducted using frequency analysis, exploratory factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and difference analysis. The conclusions are as follows. First, the impact of intellectual property activities on management performance was found to be creation and utilization. Second, the impact of management strategies on management performance was found to be differentiation strategy, cost advantage strategy, and concentration strategy. Third, cost advantage strategy has a partial mediation effect on the relationship between creation activities and managerial performance of intellectual property activities. Fourth, the differentiation strategy has a partial mediating effect on the relationship between the creation of intellectual property activities and managerial performance. In addition, differentiation strategy has a full mediating effect on the relationship between the utilization of intellectual property activities and performance. Fifth, concentration strategy has a partial mediating effect on the relationship between intellectual property activity utilization and management performance. Sixth, there is a difference between creation activities, protection activities, utilization activities, cost advantage strategy, differentiation strategy, financial performance, and non-financial performance based on venture certification status. As the importance of intellectual property is increasing in the era of technological hegemony, IoT companies will need to improve their management performance through venture certification and strategies utilizing intellectual property in order to secure future competitiveness. Based on this study, we hope that IoT companies will maximize their performance by implementing efficient strategies that consider IP activities.

• The Journal of Information Technology
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• v.2 no.1
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• pp.131-147
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• 1999

According to literature review, fitness between IT activities and organizational strategy enhances performance. Theoretical research says that centralized company in IT activities is appropriate to cost-leadership strategy and decentralized company in IT activities is appropriate to differentiation strategy. But there are very few empirical research. The purpose of this study is to attest whether fitness between IT activities and organizational strategy enhances the information system performance. But the results of this field study were not consistent with literature that fitness of two independent variables enhance performance. So we should take other contingency variables such as organizational structure, culture etc. into consideration to investigate relationship between IT activities and strategy.