• Asia pacific journal of information systems
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• v.10 no.1
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• pp.141-164
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• 2000

Nowadays, domestic hospital business is under the great threat from the environmental changes caused by the entrance of foreign hospitals and the technical changes related to information systems. In such a situation, to enhance the competitive edge of a hospital, it is needed to set up a competitive strategy and to construct an efficient information systems to back up the competitive strategy. If the hospital information systems(HIS) is consistent with a competitive strategy backing up, the competitive force of a hospital will be enhanced. For this respect, the influence of the competitive strategy and HIS construction environments on the performance of HIS was examined. The results suggested that if a HIS should be newly constructed or should be restructured, it is necessary to select construction environments of HIS such as physical environments, development methods and development tools to support functional strategy effectively based on the competitive strategy adopted by a hospital.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• The Journal of Society for e-Business Studies
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• v.5 no.2
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• pp.1-25
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• 2000

The utilization of Internet, which started only at the level of advertisement, has been gradually expanding its application areas as the trial commercial transaction becomes successful, the password-coding technology which removes the risks on the cyber transaction develops, the electronic money appears and other various related technologies progress. Following this trend the securities industry has been experiencing changes along with efforts to use it commercially. This study is to analyze the work of cyber securities companies on the basis of the theoretical background through preceding studies and literature and also analyze the common and different reasons for superiority-securing strategy in competition along with problems and their reasons. And also the objective of this study is to offer new superiority-securing strategy in competition and problem-solving strategy.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.1
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• pp.1-16
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• 2021

Purpose - This study aims to analyze 7-Eleven's specific competitive advantage strategy according to changes in the Japanese convenience store industry by selecting 7-Eleven, a leading company in the Japanese convenience store industry, as a representative case study. Research design, data, and methodology - Due to the current COVID-19 situation, fact-finding such as interviews with key managers through visiting surveys was not possible, so this case study was carried out based on the literature such as official and unofficial data collected from the companies through e-mail and articles that have been published outside. Result - As a result of the analysis, the researcher found that five competing strategy factors, such as dominant strategy, innovative logistics system strategy, information system development strategy, joint product development strategy, and direct communication strategy have closely maintained the mutual relation to form a combined strategy focusing on the franchise development strategy. Conclusion - The competitive advantage of 7-Eleven is thought to have secured its competitive advantage by combining the five competitive strategies complementarily for rapid response to change, cost advantage, and differentiated advantage. The management implications specified in this study can be considered a reference for establishing a competitive strategy for sustainable growth of the convenience store industry in the fierce competition and saturated market environment of Korean convenience stores.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.88-95
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• 2003

A firm's business composition and the sales volume of each business segment are subject to change depending, to a considerable extent, on the firm's business strategy. These changes were weighted and represented as a single index, referred to by scholars in strategic management and industrial organization research fields as 'firm entropy' then its impact on firms' profitability was assessed over twelve years. The performance differences between contractor and non-contractor firms, as well as focused and diversified firms, were compared through a Longitudinal Data Analysis Technique within a Hierarchical Linear Modeling framework. Hypothesis was formulated based on firm diversification theories and previous research findings. The hypothesis was tested according to the modeling outcomes, and implications are presented. The research findings indicate that the level of firms' long-term profitability supports the argument that the construction industry is highly competitive and mature.

• Journal of Information Technology Services
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• v.11 no.4
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• pp.309-333
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• 2012

Recently, emergence of smart-phones and Social Networking Service(SNS) would offer the market environment changes and the opportunities for new business. For the case analysis comprehensive survey were implemented. And those data were analyzed along the research framework. The late-comer firms offered differential services, maintained creative and opened corporate culture, shoed learning capabilities which means absorption and organization of external knowledge, innovative efforts to control the insurgents than early-mover firms. When we analyze these phenomena along the developmental stages of late-comer, we can perceive that the stage of late-comers firms were moving from the "tracing the path" stage to "jumping the path" stage which means the creating capabilities were more or less enhanced and the firms become more stable in terms of business operation. In business model, early-mover firms showed clear definition for each business element, especially the revenue structure, while late-mover firms seemed unstable or unclear revenue structure.

• Journal of Technology Innovation
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• v.8 no.2
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• pp.97-117
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• 2000

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier's outcome. The parent company's divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company's new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company's low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

• Korean Management Science Review
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• v.17 no.3
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• pp.5-17
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• 2000

The needs of strategic approach toward the usage of the Internet in corporate context are increasingly important as digital economy changes the way of doing business. However, companies are not easily taking the opportunity since the strategic use of the Internet is difficult because of the conflicts in distribution, business process, organization structure, etc. The Internet strategy applicable to companies in a generic context is proposed by identifying the CSFs (Critical Sucess Factors) in exploiting the potential of the internet. CSFs are derived by the previous study and case analysis, from which two most important factors are chosen based on a survey. In the survey, the ranking of the significance of the 8 CFSs from the 25 cases is questioned to the internet experts. Then a $2{\times}$2$ matrix is designed to find the optimal area for a company to be successful in the Internet usage. The strategy suggested here appears to be the shifting strategy in order to be in the optimal area in using the Internet strategically.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2003.11a
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• pp.55-65
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• 2003

Since 1990s, despite the emergence of innovative telecommunication services in accordance with technological changes, only few services have attained satisfactory number of subscribers, and create revenues. As with other products or services, the possibility for the success of new telecommunication services is low, thus a systematic business strategy by businesses is required to achieve market success with broadband wireless Internet. For the current broadband wireless Internet to successfully enter the early market with an early growth, a customer oriented market strategy and service provisioning strategy is inevitable. In this study based on the market survey of individuals and business customers, the customer demand and related needs of broadband wireless Internet have been analyzed in depth. Then with the analysis and establishment of the killer applications and market segmentation, market development strategy is proposed.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.819-826
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• 2021

This study aims to determine the impact of product consumption strategy and financial autonomy on the competitiveness of technology firms in Vietnam. This study employs panel data of 27 technology firms collected from listed financial statements of the business for the period (2010-2019). The study also uses some indicators reflecting the macroeconomic situation of the economy collected from the World Bank. Instead of Exploratory Factor Analysis which has been used before, the study uses the feasible generalized least squares (FGLS) estimation as the main method. The FGLS corrects the variance changes and autocorrelation on the dataset of these Vietnamese technology firms. The results reveal that the strategy of product consumption and financial autonomy positively affect the competitiveness of technology firms. These are also two core factors of the technology industry, which have a strong impact on the increase in the competitiveness of firms. The findings of this study suggest that technology firms do not need to invest in many long-term assets, but mainly in short-term assets in order to quickly respond to the strategies for consuming new technology products of the business. In addition, the increase in Gross Domestic Product per capita also positively affects the increase in the competitiveness of technology firms.