• Journal of Technology Innovation
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• v.24 no.3
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• pp.53-79
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• 2016

Due to the rapid change of corporate environment of small and medium enterprises (SMEs), there is an increasing needs for the effective utilization of knowledge intensive services. Current knowledge intensive services for SMEs include various activities including venturing, R&D planning, R&D support, marketing, and networking. However, these activities are not differentiated according to the institutions that provides those services. In response, this study aims to explore and identify core knowledge intensive services, and specify the target knowledge service. The case study was conducted for the Divison of SMEs innovation in Korea Institute of Science and Technology Information (KISTI).

• Journal of Venture Innovation
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• v.7 no.3
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• pp.45-63
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• 2024

The success of a company in the market is linked to the value it delivers to its customers. However, that value is not always constant. As the environment changes, so do customer experiences and requirements, and eventually the value they seek also evolves. Thus, a timely, clear, and effective value proposition, along with the associated benefits, becomes the functional, psychological, and economic foundation of a business. Therefore, the customer value proposition is crucial in terms of Product-Market Fit (PMF), establishing competitive differentiation, and delivering consistent messaging. Despite this, the most widely known and utilized model related to the Customer Value Proposition (CVP) in general businesses is the Value Proposition Canvas (VPC) by Osterwalder and Pigneur. Apart from that, there are only a few other models used by scholars and experts. In this paper, I selected the VPC model, which is widely used by business practitioners globally, and two other major CVP models well-known to experts. I conducted a detailed analysis of these models and derived the essential elements and key features of a customer value proposition. These were then combined with the Lean Startup methodology, which is frequently used for innovation today, to design an integrated CVP model that startups can easily utilize. The framework proposed in this study is a comprehensive CVP model that incorporates the strengths, weaknesses, characteristics, and commonalities of the three existing CVP models. It is designed to flexibly adapt depending on the business direction or strategic characteristics of the company by comprehensively considering all circumstances of the entire company or a specific product/service. Additionally, it systematically manages the contents of customers' wants & needs, strategic focus, and growth horizons, even after application. The Integrative-Lean CVP Model, designed for easy use by startups, is expected to help them with limited funding and marketing capabilities identify value proposition elements for timely PMF, fostering the creation of a new startup ecosystem.

• The Journal of the Korea Contents Association
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• v.15 no.12
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• pp.534-540
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• 2015

One of today's most frequently discussed topics in the business world is how to escape from the intense red ocean and how to create an uncontested blue ocean. However, because there are few practical guidelines available on this topic, we will introduce a case study of an autobus company to show how it aspires to be a leader in the newly introduced autobus industry in Indonesia. Analyzed through a strategy canvas, Kano model, four actions framework and characterized as Kano-Blue Ocean approach, this case study provides valuable information on how accompany reinforces its competitive advantage from the red ocean while it transitions into a blue ocean by creating an innovative marketing strategy. This study provides a good example in the field of marketing and innovation management.

• Journal of Appropriate Technology
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• v.6 no.2
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• pp.200-207
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• 2020

The purpose of the establishment of Fab Lab is to promote the sustainable development of local communities around the world. To this end, The Fab foundation are preparing a resource-circulating society that maintains a city's self-sufficiency rate of 50% or more by 2054. In developed countries, Fab Lab is not only a manufacturing space for startup support, but an open innovation space for learning and creation. In addition, in emerging countries, Fab Lab is playing a role as a digital production center to create and share appropriate new technologies by reflecting the needs of local communities. India has 70 Fab Labs, the largest emerging country, ahead of Russia's 48. India's Fab Lab is conducting a collaboration project through regular meetings held every six months. The subject of this study, Fab Lab Vigyan Ashram, is defined as a place to transfer the concept of digital lab to alternative schools in rural India. In this study, we looked at a case in which an alternative school for an agricultural community called Vigyan Ashram, the modern version of the Gurukula system, successfully combined with the digital fabrication called Fab Lab to become a new citizen-led making community of the 4th Industrial Revolution. Based on this, we explored the development model of the Indian Fab Lab that fits the local situation.