• International Area Studies Review
• /
• v.22 no.1
• /
• pp.101-121
• /
• 2018

This paper studies the influence of multinational R&D Labs' expansion motives on their business performance and the mediating effect of the level of control on this motive-performance relationship. Through an in-depth study of the relevant literature, the expansion motives can be divided into four general types. The first is called a market factor in the sense that the purpose of their expansion is to secure potential markets and customers in China. The second is called a resource factor; their purpose is to obtain excellent technology and a workforce from the country. The third is called an institution factor. An example is the case of R&D Labs advancing into China to make the best of its institutional advantages such as the government's benefits, related policies, and incentive articles. The last is called a strategic factor and indicates the case where they go into China for the purpose of competing in the market, considering it as a major strategic place. The companies' control level on their R&D Labs was measured for each item. According to the empirical analysis on the relevance of their control level and expansion motives, it turns out that giving a free hand to the Labs which pursue market, institutional, and strategic factors is more desirable than highly controlling them. This is because they should be familiar with the local business environment in consideration of those companies' objectives. In light of the mediating effects of the control level on expansion motives and business performance, the R&D Labs pursuing resource factors seem to need their headquarters' control to make the best use of the high-end technology obtained in the country. The companies pursuing strategic factors seem to hold a dominant position and perform more competitively when their headquarters control the Labs more tightly.

• Food Industry
• /
• s.14
• /
• pp.82-87
• /
• 1973

해외도입붐-. 그 물결을 타고 많은 외국기업들이 상륙했다. 크게는 자동차의 GM과 Ford, 석유의 걸프와 칼텍스등 이른바 $\ulcorner$세계기업 $\lrcorner$으로 불리우는 거상에서 가까운 일본의 이름 없는 중소기업에 이르기까지 다양하다. 이들은 해외시장개척과 현지생산의 메릿트를 찾아 줄이어 밀려닥치고 있다. 식품산업이라고 예외는 아니다. 기술제휴로 진출한 코카콜라와 펩시콜라가 시장쟁탈전을 벌이고 있고 맥스웰$\cdot$하우스$\cdot$커피의 제네럴$\cdot$푸우드(GF)도 합작투자로 상륙, 자리를 굳혔다. 이제 외국기업이라해서 아주 우리의 관심밖일 수는 없게 된 것이다. 여기 해외진출전략을 중심으로 세계식품메이커의 최근 동향을 알아본다.

• Journal of International Area Studies (JIAS)
• /
• v.22 no.3
• /
• pp.133-164
• /
• 2018

What is the impact of intercultural understanding and communication on a 'foreign' company's performance? We suggest that a firm's localization is a bilateral process requiring mutual understanding and respect of the foreign and indigenous cultures. To assess this argument, we investigate the relationship between mutual understanding (measured by power distance, communication satisfaction, and cross-cultural understanding) on organizational performance at Korean firms employing Indonesian workers in Indonesia. Survey and statistical results indicate that firm performance was negatively affected by power distance and positively affected by cross-cultural understanding. The results suggest a new perspective on enhancing the organization's performance for overseas operations. While it is necessary for Korean investors to understand local culture, educating local managers on Korean culture better enhances organizational performance.

• Asia Marketing Journal
• /
• v.4 no.3
• /
• pp.75-85
• /
• 2002

경쟁이 치열한 글로벌 시장에서 우리나라 기업이 국제적인 경쟁우위 확보가 필수적인 세계 경제환경이다. 고객의 요구를 선행적으로 파악하고 상품개발과 디자인에서 고객만족을 달성한 현대 자동차의 싼타페 사례를 분석한다. 퓨전 SUV 싼타페의 성공요인은 크게 두 가지로 볼 수 있다. 첫째, 소비자의 요구를 선행적으로 반영하여 안전성과 품질 면에서 뛰어난 성능을 가진 제품을 개발한 것이다. 둘째, 미국 현지주도의 디자인 개발로 세단을 능가할 수 있는 세련된 디자인과 알맞은 차체 사이즈로 글로벌 시장에서 소비자의 요구를 충족시킨 것이다. 아울러 향후 제품 포지셔닝에 관한 전략적 방향을 분석한다.

• Asia Marketing Journal
• /
• v.13 no.4
• /
• pp.253-264
• /
• 2012

A growing number of Korean companies are trying to expand their business area into global market due to saturation in the Korean domestic market. Home shopping industry arriving on mature stage is faced with less growth recently. CJ O Shopping which is a top ranked home shopping company in Korea, has been showing meaningful performances by earlier moving to global market with thorough preparations. CJ O Shopping's global marketing strategy focused on asian countries including China, India, Vietnam, and Japan is going successfully, which enables top ranked on-line retailing company in asia as well as in Korea. CJ O Shopping effectively penetrated into overseas market with both core competence based on Korean home shopping model and rigorous preliminary study on target market. Especially shoppertainment (Shopping+Entertainment) that is unique feature of globally competitive Korean home shopping created huge differentiations in target market. Also choosing the influential local partner, sharing the business goals, and building the joint venture could make stable operations, thereby easily earning of well-established awareness from target consumers. A step ahead entry of competitors and intensive localization of CJ O Shopping's core competence for arriving safe in target market were additional key factors for global marketing success. We can extract above key factors for success as implications of case study on CJ O Shopping's global marketing, and expect those factors to be spread into lots of Korean companies and utilized as successful strategies for global marketing.

• Korean Business Review
• /
• v.13
• /
• pp.195-206
• /
• 2000

The purpose of this study is to compare the service strategies of foreign service firms between Singapore and Korea, relative to the country where their headquarters are located. Specifically this study investigates (1) how the service strategies are adaptively executed based on local circumstances, (2) to what extent the cultural and legal environments of the two countries are different, and (3) how the differences in the environments affect the adaptation of the service strategies. The findings of this study indicate that there exists the perceptual differences in the legal environments between Singapore and Korea, but no significant differences are found in the cultural environments. The differences in the legal environments, however, do not affect the adaptation of the service strategies. Interestingly enough, the foreign service firms in Singapore perceive less sensitively the need for adapting service strategies. But the foreign service firms in Korea perceive more sensitively the need for the adaptation.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.11 no.8
• /
• pp.2876-2881
• /
• 2010

This paper attempts to find out implications based on the comparative analysis of overseas expansion model between the Korean insurance companies and the German one. There are three types of the strategies of the overseas-expansion-model of insurer, i.e. customer-oriented localized strategy, niche market-oriented strategy, and growing market-oriented strategy. From the review of related literatures and through an interview conducted by the insurance specialist, the findings are some differences between Korean and German insurance companies, when they go into foreign insurance markets. Th significant differences between Korean and German insurers are a customer oriented localized strategy and niche market oriented strategy. The Korean insurer shows a strength on the overseas-expansion-strategy, but the most clients of the Korean insurer on overseas markets are also Korean companies and Korean immigrants. The Korean legal expenses insurance market is yet in its embryonic stage, while the German legal expenses insurance company is pushing ahead with a strategy focused on localization and niche market on the legal expenses insurance product. In conclusion, like a case of the German legal expenses insurance company, the Korean insurer needs a customer oriented localized strategy as well as a niche market oriented strategy on the overseas insurance market.

• Review of Culture and Economy
• /
• v.19 no.2
• /
• pp.147-170
• /
• 2016

This study has identified the current status and challenges to development of Korean Ethnic Media Companies in North America, China, and Australia New Zealand and aimed to understand implication of cultural policy. It examines the media circumstances, business resources of Korean Ethnic Media Companies(KEMC), and Korean ethnic broadcasting aid project which is operated for 10 years, and interviewed nine CEOs' of KEMC. According to the analysis, KEMCs in North America are in the market which is fully exposed to competition. China's KEMCs are the "limitedly localized market" which is supported by the government's regulatory for minority media. Australia & New Zealande's KEMCs are the market which potential growth is expected. North American KEMCs are needed to upgrade the business structure and organizational resources for content differentiation. China's KEMCs have to diversify financial resources and to consolidate content power. and Australia & New Zealande's KEMCs need support & cooperatation from home country for ensuring high-quality content.

• Journal of Digital Convergence
• /
• v.11 no.4
• /
• pp.109-119
• /
• 2013

Recent lifeline with Internet and smart-phone is a new ICT-based revolution that has transformed the structure of economics and business activities in digital economy. This paper deals with some economic perspectives on the conceptual concerns on transaction costs and its applications to energy and environments, and glocalization strategies of e-business. First, we consider substantial differences between offline and online channel transactions and categorize three different aspects of transaction costs in the purchasing process in both channels. Second, we examine the impacts of e-business that affect sustainable environments and provide some considerations on energy savings, product-process design, and logistics. Finally, we present some opportunities and challenges posted by global e-business and outline the economics of networking in achieving enhanced performance and competitive advantage through glocalization strategies of e-business.

• Food Industry
• /
• s.20
• /
• pp.88-91
• /
• 1974

유나이티드 브랜드(United Brands Co)는 약칭 유니프루로 통해온, 바나나왕국 유나이티드 프루우츠(United Fruit Co)의 후신. 4년전인 70년 식품업계의 복합기업으로 주목을 끌었던 AMK Corp.와 합병, 새출발한 다각경영 기업이다. 현재는 식육관련 제품이, 전체매상의 60$\%$로, 주종을 이루고 있으나, 바나나 생산판매로서는 여전히 세계 제일의 왕국으로 군림하고 있다. 73년도 매상은 마침내 20억대를 넘어선 20억6천616만달러, 미국 대기업 순위 74위를 마크하고 있다. 그러나 수익률은 50년대이후 줄곧 1$\%$안팍의 낮은 수준(73년 순익 2천5백36만달러)에서 헤어나지 못하고 있다. 이런 역경 속에서도 유나이티드 브랜드는 무릎을 꿇을 줄 모르는 끈질긴 기업으로 통한다. 그것은 맹수와 독사가 우글거리는 황무지를 개척해 온, 유니프루의 강인한 개척근성을 이어 받았기 때문이다.