• 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.

• Archives of design research
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• v.13 no.2
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• pp.65-72
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• 2000

It is very important the design of Brand Image Identity and it's physical finish especially on the product like an automobile which has the priority in the total body styling. Recently the brand recognition of consumers changed into the variable one that for the various reasons from the rigid in the past and a smart impression of each BI become more important for this reason. The concept of individual brand identity started out from the concept of a simple ornament on the early vehicles. Therefore it is not necessary to advertise the brand itself for the brand that has the relatively long history, while the new brand or maker has to get the reputation on the brand from the consumers. For these reasons, recent automotive BI is on the way of diversifying both in the simple and abstractive design and the physical finish of materials that is used for and the production method and glamorous trend, which is more evident on the BI of the new brands.

• Asia Marketing Journal
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• v.8 no.3
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• pp.101-121
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• 2006

This case study explores various marketing strategies of Grundfos Pumps Korea Inc. that has become a front-runner in the industrial pump market of Korea as the enterprise that got into the business later. Grundfos Group, a multinational company with its head office in Denmark, has acknowledged diversity of each country and has granted its subsidiary companies with discretionary power so that they can establish marketing strategies suitable for the market they were competing in. Grundfos Pumps Korea has been very successful in its localization and differentiation of marketing strategies. First, Grundfos Pumps Korea achieved the trust of their customers by its high quality and consistent pricing strategies and has expanded its market very successfully with continuous product innovation and new product ideas. Second, it increased its brand awareness and recognition by brand differentiation along with the product differentiation strategy, which is exceptional in industrial market. It has conducted creative marketing activities and strategies to build brand equity and successful customer relationship management.

• The Journal of the Korea Contents Association
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• v.11 no.8
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• pp.142-149
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• 2011

This study analyzed the brand storytelling campaign of Pasteur drink-type yogurt 'Quebyon'. The basic idea of research comes from how unique brand name is able to success in Korean yogurt market. Pasteur storytelling campaign has focused on the product's branding and positioning. For analyzing the research, Brand Stewardship Model(BSM) which based on consumers' perspectives has been used. For successful storytelling campaign of Pasteur, strong brand name is needed. Pasteur has decided the brand name 'Quebyon' which means good movement of the bowels in accordance with the research results. And the positioning has been decided 'attack inside (the body) if it does not evacuate'. For powerful positioning, three criterions are decided. They are including harmony with the brand name, differentiation with competitors and easiness with memory. Finally, the Pasteur product dominates the Korean Bulgarian-style yogurt market. The success comes from the harmonizing of Quebyon yogurt's branding and positioning. In other words, the branding and positioning strategies were working effectively to the consumers. In conclusion, this study has proved why branding and positioning strategies are so important in brand storytelling campaign.

• Journal of Korean Ophthalmic Optics Society
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• v.6 no.1
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• pp.37-42
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• 2001

Optical design highly influer.ces consumer purchase and is a major factor of price decision in the optical industry. The price is varied based on designs. Eyewear design produces more added value than other products. Design and brand name are the foundation of rapid growth. while technology and quality control are basics of competitive optical design. Currently, China, Hongkong and other Asian countries are closely following Korea in the optical industry. There should be problem solving methods based on design and brand competition and export growth probability will be improved when continue various efforts emphasizing design.

• Proceedings of the Korean Society for Emotion and Sensibility Conference
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• 2009.11a
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• pp.46-46
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• 2009

2007년 본격적으로 시장에 출시된 터치폰은 시장의 관심을 받으며, 휴대전화의 한 영역으로 자리매김하였다. 전세계 휴대전화 시장에서 터치폰이 차지하는 비중은 급속도로 증가하고 있다. 삼성전자는 시장에 후발주자로서 터치폰 시장에 진입하였음에도 불구하고, 2009년 3분기 기준 전세계 터치폰 시장의 23.9% 점유율을 차지하며 1위를 차지하고 있다.터치폰에서의 선전으로 삼성전자는 전세계 휴대전화 판매량의 20.3%를 달성하며 2위 자리를 확고히 하고 있다. 이러한 상승 추세는 지속될 것으로 보이며, 터치폰에서의 성공에는 TouchWiz UX가 중심에 있다고 할 수 있다. 본 세션에서는 TouchWiz UX를 통한 삼성 터치폰의 성공 전략에 대해 소개하고자한다. 우선 TouchWiz UX가 탄생할 수 있었던 배경으로서 당사의 디자인 철학이자 UX 다지인 철학을 간단하게 소개한다. "Creating Emotional Journey"라는 슬로건 아래 "Desire", "Intrigue", "Delight"라는 핵심철학을 공유하고 있다. 다음으로 TouchWiz UX를 성공 시킬 수 있었던 UX 추진 전략을 "Good UX 전략", "브랜드화 전략", "진화 전략", "확산 전략" 으로 나누어 소개한다. 첫째, Good UX 전략에서는 "Simple", "Robust", "Reliable"의 3대 원칙하에 사용성이 높고 감성을 자극하는 UX를 만들기위해 노력하였다. 둘째, 브랜드화 전략에서는 UX를 마케팅에 적극적으로 활용하여 TouchWiz라는 UX 브랜드를 탄생시켰다. 셋째, 진화 전략에서는 TouchWiz 1.0에서 2.0으로 진화하는 과정에서 핵심적인 부분은 유지하면서 발전시켜 나가는 전략을 선택하였다. 넷째, 확산 전략에서는 TouchWiz UX가 각기 다른 OS, Platform, 사업자에 따라 공통화, 차별화를 병행하여 확산하였다. 마지막으로, 내년에 소개될 TouchWiz 3.0에 대해 전략과 키워드를 간단히 소개한다.

• The Journal of the Korea Contents Association
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• v.8 no.8
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• pp.19-27
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• 2008

The advance of IT brings various IT equipment which functions as creation, application, and distribution of digital contents, and its demand is increased in the market. As the world IT equipment market has grew steadily, some companies think of it as a good opportunity. But there is a entry barrier like IT Capabilities to the late movers. So some participate in the market, forming the technology alliance with a advanced company. Ironically, the market system set companies' partnership into rivalry. In this context, our study focused on strengthening late mover's competitiveness under the technology alliance. And we conducted the case study concerning the technology alliance, and showed a strategical implications. As a result, we found some challenges for late mover; price policy making by scientific demanding forecasting, preparatory research and management for brand identity and efficient contact points for customer management. We hope that results of the study will influence the development of digital contents industry.

• Science of Emotion and Sensibility
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• v.11 no.2
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• pp.153-172
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• 2008

Products can maintain a high level of market share for many years by succeeding early in the development of a market. To overcome the benefit of pioneering a market, late entrants to the market can use differentiation strategies: developing novel attributes or enhancing preexisted attributes. In general, preexisted attributes are more memorable, but novel attributes can be weighted as heavily as preexisted attributes by contextual constraints. Based on the research of appraisal-congruent judgement, certainty appraisal dimension may affect the degree to which people engage in systematic or heuristic processing. This study examines the effects of alignability (the ease with which the attributes of one object can be aligned or mapped onto another object) of product attributes and certainty on consumer preferences for late entrants. Participants were induced to experience certainty and then completed a questionnaire. As predicted, participants induced certainty were likely to engage in heuristic processing, while participants induced uncertainty were likely to engage in systematic processing. This study provides an implication that companies should additionally consider consumers' feeling of certainty when launching a new brand.

• Asia Marketing Journal
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• v.8 no.3
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• pp.161-186
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• 2006

Since launching a spoonful yogurt 'Yoplait' for the first time in the nation, Binggrae Co. has established the reputation of the Yoplait brand, and secured its leading position in the yogurt market. This study examined how Binggrae as a market pioneer (in the spoonful yogurt market) or a market follower(in the drinking yogurt market) has developed and responded to the yogurt market in which competition between companies are becoming fierce. Instead of being bound by conventional competition rules, Binggrae was found to have implemented distinctive marketing strategies for new products. That is, providing new values, the company led the market to change the paradigm of competition in the yogurt market. Together with long-term strategic marketing plans to manage the assets of the Yoplait brand, Binggrae Yoplait is required to put continuous efforts into marketing to lead the market.