• The Journal of Information Technology
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• v.4 no.3
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• pp.125-138
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• 2001

A classification was provided of various business models that are currently found in internet electronic commerce(business-to-business as well as business - to consumer). Some of these models are essentially an electronic re-implementation of traditional forms of doing business, such as e-shops. Many others go far beyond traditional business such as value chain integration and seek innovative ways to add value through information management and a rich functionality. Creating these new business models if feasible on]y because of the openness and connectivity of the internet. This study explored independent and industry-backed current and future business models that are emerging in the B2B electronic market industry, as well as value -added service models for the Net market maker industry, The protected rapid growth of B2B electronic market will cause a highly competitive environment. The B2B electronic market that deliver on real lasting value will dominate and ultimately earn for themselves a long-term Place in the landscape of the new economy.

• Management & Information Systems Review
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• v.4
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• pp.161-200
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• 2000

The results of this study on problems and activation plans of venture business are as follows. First, to ensure substantiality of venture business 1) To prepare and support venture investment capital. 2) To make eggective use of founding capital of venture business. 3) To establish the overall supporting system for founding of venture business. 4) To maintain and ensure manpower for venture business. Second. to prepare investment base for venture business 1) To induce the enlargement of venture investment unions. 2) To ensure the sound trust of KOSDAQ. 3) To permantly setup angel capital investment market. 4) To ensure joint system for R&D and knowledge management, and so forth. Third, to promote environment for the founding of venture business 1) To enlarge and roar business incubator (BI) 2) To establish acts of venture complex. 3) To uplift creative tension feeling and entrepreneurship. 4) To maximum the support for adminstration approvals, and so forth. Fourth, to make global strategy for venture business 1) To furnish oversea venture chances for globaligation to venture business. 2) To operate information network. 3) To establish integrating system of oversea support offices. Fifth, to support capital and tax 1) To activate functions of investment organs. 2) To increase the number of venture investment company. 3) To permanently organige angel capitalists. 4) To reduce and exampt the corporation tax, and the like. Above mentioned results of this study have to be practiced, and in future, subdivided studies will be needed.

• The KIPS Transactions:PartD
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• v.14D no.4 s.114
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• pp.435-446
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• 2007

B2B registries are information systems to register B2B related business information such as companies' profiles, business documents, business processes, and services and to provide query facilities to find information about potential business partners. Focusing on the design of the registry for B2B business processes, in this paper, a metadata ontology is designed to register B2B business processes. In practice, there are several competitive business process definition languages such as ebXML BPSS (Business Process Specification Schema), WSBPEL (Web Service Business Process Execution Language), BPMN (Business Process Modeling Notation), and so on. In order to register heterogeneous business processes based on different representation frameworks, the proposed metadata ontology consists of three layers, common metadata, language-specific metadata, and interrelationship metadata. To show the usefulness of the proposed metadata ontology, two examples which are represented by ebXML BPSS and WSBPEL respectively are described in order to show how the proposed metadata ontology is used to registry B2B business processes. To implement the proposed metadata ontology using ebXML registry, metadata mapping scheme to ebRIM (ebXML Registry Information Model) is also suggested.

• Journal of Distribution Science
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• v.12 no.12
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• Korean Management Science Review
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• v.26 no.2
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• pp.91-112
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• 2009

Recently, the green business/IT-related issues such as $CO_2$ emission and energy consumption have become spread out rapidly through the world. EU, the United States, Japan and other developed countries are using IT-related environmental regulations as trade barriers. Korea which has high rate of IT exports needs to establish systematic strategies to respond to these environmental regulations. However, it is not easy to find the related research about making green business/IT strategies. This research aims to deduce the green business/IT strategy framework and the suitable green business/IT strategies for the Korean situation. The green business/IT strategy framework is constructed from the analysis of preceding researches and those of the green business/IT strategies of Japan, the United States, and EU. The Korean green business/IT strategies are deduced from survey of experts using Delphi method. We expect that the results contribute to establish the systematic policy and action plan to reduce $CO_2$ emission and energy consumption of IT industry.

• International Commerce and Information Review
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• v.7 no.4
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• pp.23-36
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• 2005

With the rapid development of the Internet, e-business has been entering a new phase. However, there're still some problems to be settled and needs for breakthrough. The paper proposes an innovative approach to e-business models with the aim to resolve the problems. The paper reviews the exiting e-commerce models and points out some of the common weaknesses of the models, and presents the "Business Blogging e-Hub"model for e-business. With the characteristics of all-sided information, multi-dimensional interactivity and trans-model e-commerce platform, the proposed model is created and derived from the integration of the "classical"e-commerce models as B2B, B2C and C2C with the technology and essence of blogging, and is thus sure to meet rapidly changing business needs.

• Journal of information and communication convergence engineering
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• v.2 no.2
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• pp.116-118
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• 2004

In the power industry after restructuring of Power industry will be appeared on-site type business, power retail sales business, and power wholesales business, power dealing business, customer inclination business ＆ delivery of power facilities. Among them, power trade business, customer inclination business and on-site type business will be rapidly increased and occupied attention. In addition, it is forecasted to advent the broker, provider, market place, power marketer, system operator and generator as a main player. Meanwhile, it needs protection of existing power industry and activation of new energy market for accomplishment of restructuring of power industry.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.269-281
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• 2015

The objective of this study is offering new on line business model for automotive market. In order for the research aim, we conduct direct in-depth interviews with CEO, including analysis of business patterns on eight automotive firms in Gwangju city. As a result, we suggest new business model so called, Online to offline (o2o) that combines advantages in both off-line and on-line business. Techniques that o2o automotive companies may employ include in-store pick up of items purchased online, allowing customers. Purchasing the automotive is not only a car but also services including insurance, warrant services. o2o business model suggested shows the operating of the goods and service sale. When it comes to characteristics of automotive conventional sale patterns, utilization of the online-to-offline commerce has not eliminated the advantages that e-commerce companies have. That model can enhance the new values for customers as well as new market creation. Also, this new business model (o2o) can contribute the emerging industry business model installed based in particular, emergence of Iot (Internet of thing) in terms of sharing knowledge and information between enterprise and customers.

• The Research Journal of the Costume Culture
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• v.28 no.6
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• pp.801-814
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• 2020

The purpose of this study was to explore the importance level, the present level, and the educational need for 21 business ethics components among 2-year and 4-year college students majoring in fashion. Survey data of 364 students (128 students of 2-year colleges and 238 students of 4-year colleges) were analyzed through descriptive statistics, Borich's needs assessment for education, The Locus for Focus model, exploratory factor analysis, and t-test. The results showed five business ethics components ranked highly as educational needs among college students: 'reducing waste', 'using vegan materials', 'using human-friendly materials', 'strengthening sustainable technologies', and 'promoting workers' rights'. Those components should be integrated into curricula of fashion majors in colleges. Students in 4-year colleges considered most of 21 business ethics components as more important than did students at 2-year colleges. More needs for education were observed by 4-year college students in eight business ethics components than by 2-year college students. In addition, a positive attitude toward business ethics education and the suitability of business ethics education were higher among 4-year college students than 2-year college students. Results provide a guideline for business ethics education by indicating a list of business ethics components that urgently needed to be adapted to fashion curricula according to each college type.

• Proceedings of the Korea Database Society Conference
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• 2001.11a
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• pp.609-621
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• 2001

인터넷 시대를 맞이하여 그간 기업과 개인간(Business to Customer; B2C), 기업과 기업간(Business to Business; B2B), 기업과 정부간(Business to Government; B2G) 등 많은 비즈니스 거래유형이 생겨나서 일부 실무에 적용되고 있으나, B2C 비즈니스(쇼핑몰)는 아직은 활성화 단계에 있다고 볼 수 없을 정도로 그 활용도가 매우 미미하다. 따라서 본 연구는 B2C 비즈니스(쇼핑몰)에 한하여 실제로 실무에서 활용되고 있는 현황들과 선행 연구들을 구체적으로 조사해본 후 어떤 문제점들이 있는지를 파악 하고자 한다. 또한 그런 자료들을 기초로 해서 정말로 B2C 비즈니스(쇼핑몰)가 현실적으로 활성화 될 수 있는지, 없는지를 살펴보려고 한다. 활성화 될 수 있다면 그 방안은 무엇이며, 없다면 왜 그런지를 다시 고찰하여 그 대안들을 좀더 세부적으로 요약 정리하고, 향후 B2C 비즈니스 활성화 방안과 시사점들을 제시하고자 한다.