• Korean Management Science Review
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• v.26 no.1
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• pp.7-20
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• 2009

The framework of "blue ocean strategy (Kim and Mauborgne, 2005)" applies to not only business firm level but also region or regional industry level. The paper suggests an approach of survey-based blue ocean strategy formulation. The result from survey on customer group and non-customer group gives information on positions of value curves for regions on strategy canvas and hints on how to reposition the focal region's value curve for both increases in value for customers and decreases in cost for local government, i.e., value innovation. In the context of rafting industry in Korea, this study shows the process how blue ocean strategy can be formulated with results from the survey on customers and business people in rafting industry. Relative positions of value curves on strategy canvas and importance scores for strategy elements provides the local government in region A with implications on which elements to raise or to reduce to create "blue ocean" in rafting industry under fierce inter-region competition.

• International Commerce and Information Review
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• v.8 no.1
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• pp.325-336
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• 2006

This paper examines the global supply chain management strategy and business performance of Doolee Vision Co. Ltd.. Based on the analysis of eighty-seven cases, the following results were found. First, it was found that just-in-time of GSCM strategy of firm have a positive influences on the business performance in transformation sector. Second, just-in-time of GSCM strategy of firm have a positive influences on the business performance in custody sector. Third, just-in-time of GSCM strategy of firm have a positive influences on the business performance in order response and support sector. Forth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customs sector. Fifth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customer service sector. However, several limitations, such as measurement for intra-industry homogeneity, measurement for flexibility of global supply chain management strategy, and measurement for business performance of global supply chain management, that make the preceding conclusions be considered preliminary.

• Archives of design research
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• v.6 no.1
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• pp.47-72
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• 1993

Nowadays conmpetltlOn of developing new products is getting keen. We can notice that the role and importance of design are emphasized more than ever.The main cause of this tendency is that technical power is no more a factor which secures the superiority in products competition, as technology is gneneralized in the world. Therefore, design is recognized intensely as a competitive strategy to promote competitive power of products. It is an already known fact that the design for both rational function and charming form to satisfy consumer's desires is a short cut to success, when a company develops a new product to promote competitive power in market. The design which plays a leading role in the activity of developing more cnovenient, more economical and more aesthetic products is called 'Competitive Edge' or 'New Corporate Weapon'. Judging form each company's case of developing products, we can guess that it has its own plan and process of developing new products with defferdnl interest and effort. The strategy of developing products is considered as the most important factor that affects the very existence of rhe company. This thesis is composed of six chapters in all. In the firstchapter, I describe the purpose, method, and scope of study.The second chapter includes the image of form in oil fan heater market in nearby Japan and that of interior in our domestic home and shops, and the trend of word life cycle by analyzing circumstances. The third chapter focuses on consumer's attitude. In the fourth chapter, I compare and test current products of competitive companies including Samsung, Daewoo, Shinilwith those of Gold STar. The trend of products, technique, and design which resulted form this comparison is described. In the fifth chapter I explain the strategy, and process of design of oil fan heater in 1992. The last conclusive chapter presents the major point drawed form the case study, but not includes an estimation of products and the condition of market. In this thesis, I reconsider the general understanding of design and designing process and the value of design as a main factor in the strategy of management by investigating the development of products and the strategy of design, and the process of design.

• Journal of the Korea Safety Management & Science
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• v.17 no.4
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• pp.381-396
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• 2015

The study proposes multiple TRIZ contradiction solution strategies for addressing PC (Physical Contradiction) and TC (Technical Contradiction) by implementing TRIZ cause-and-effect tree. The problem associated with TC of the ends is solved by PC of means which employs a causal relationship between causes and effects. The TRIZ contradiction solution strategies demonstrated in this research are classified into 3 types of combined strategy as follows: 1. To-Be PC and AS-Is PC, 2.To-Be PC and As-Is TC, 3.As-Is PC and To-Be TC. The combined strategy of To-Be PC and As-Is PC is similar to a divide-and-conquer technique. This strategy adopts parallel strategies using 4 separation principles in time, in space, between parts and the whole, and upon condition of two reversed-PCs. Moreover, its application elucidates the conflict relationship of two TCs from the study. The integrated 4 separation principles and 40 inventive principles present an effective synergy effect from the combination, and further addresses the problems in the TRIZ contradiction resolution strategies. Combined strategy of To-Be PC and As-Is TC implements the 40 inventive principles that To-Be PC of the means resolves the As-Is TC of the ends. Combined strategy of As-Is PC and To-Be TC also uses inventive principles to the As-Is PC of the means to solve the To-Be TC of the ends. In addition, propositional and logical relationship of necessary and sufficient conditions between TC and PC is used to support the validity of 3 TRIZ contradiction solution strategies. In addition, 3 other strategies of necessary and sufficient conditions validate the contraposition relationship of the truth table. This study discusses TRIZ case studies from National Quality Circle Contest from the years between 2011 and 2014 to provide the usage guidelines of TRIZ contradiction solutions for quality purposes. Examining analysis from the case studies and investigating combined strategies allows the users to obtain comprehensive understanding.

• Journal of Fashion Business
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• v.6 no.4
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• pp.17-31
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• 2002

This study is, to the special company with corporate brand, to investigate the effect of its reputation, credibility and the similarity of business area on consumer's attitude toward its clothing products. It is another topic of the study to reveal statistical significance in comsumer's attitude when naming new product with two different brand strategy. The major findings of this study can be summarized as follows. First, there was positive relationship between corporate reputation and consumer's attitude toward new brand and also between corporate credibility and consumer's that. Second, corporate credibility is proven to be grown in proportion to company's reputation. In other words, a corporate credibility is grown with a corporate reputation. Third, the influence of similarity or fitness of business area has a positive effect on a attitude toward new brand. The case of use the new brand name, the variable had low effect on attitude toward new brand, comparing to the case of use the existing brand name but seems to be statistically significant. Fourth, comparing to the inclination toward company's product based on brand name, strategy of supporting brand extension is more effective than that of new brand name on evaluating company's reputation, credibility and the similarity of business area. Fifth, the similarity of business area and the interaction of brand name on the basis of the strategy of use the existing brand name(;brand extension strategy) and new one have significant effect on the inclination to a brand. When participating a new business, it is more effective that a company is extending its business where the similarity of business area is growing. For the case of low similarity, the brand-new strategy is proven to be effective.

• The Korean Journal of Financial Management
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• v.26 no.1
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• pp.189-220
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• 2009

This study tests the significance of momentum and contrarian strategy which challenge the weak efficient market hypothesis (EMH). If momentum and contrarian strategy can make extra return above the market, this can be a significant critics to the weak EMH. By using Monte Carlo simulation we have found that many existing returature, which test the significance of momentum and contrarian strategy, have a significance distortion problem. We test the significance of momentum and contrarian strategy by using reality check test of White(2000) which solve the problem of data snooping bias. The results are following. When we use the KOSPI index as the benchmark portfolio, we can get the best strategy of momentum strategy in the case of mean return. But in the case of Sharp ratio which is the performance measure adjusting risk, we find that the best strategy in the momentum and contrarian strategy can not dominate the performance of benchmark portfolio. Therefore we argue that weak EMH can not be rejected because of superior performance of momentum and contrarian strategy when we consider risk.

• Korean Journal of Air-Conditioning and Refrigeration Engineering
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• v.26 no.7
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• pp.335-342
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• 2014

The big issue in fire and life safety protection in atriums is that hot smoke can spread vertically via the atrium openings, and impact atrium floors remote from the fire. Three different strategies to provide fire and life safety protection for atrium space were evaluated in this study, using the FDS model. Strategy A is the atrium protection approach addressed in the Korean Building Fire Protection Code, where atria are required to be enclosed with fire shutters from the $2^{nd}$ floor to the atrium top, and the ground floor is allowed to open to the atrium; in this case, no smoke control is required. Strategy B is the atrium protection approach, with smoke control provided in accordance with NFPA 92B; in this case, no atrium floor is enclosed. Strategy C is the atrium protection approach, in which some of the upper atrium floors are enclosed (the case of the top atrium floor being enclosed is evaluated in this study), and atrium smoke control is also provided to protect the lower atrium floors.

• Journal of Korea Game Society
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• v.11 no.1
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• pp.159-168
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• 2011

Online game industry has achieved remarkable development not only in Korea, but also in the world with support from huge progress in information technology. By the way, there was calm period that top tier MMORPGs had held their ranks in oligopoly situation before Aion's appearance. At that time, NHNgames succeeded to penetrate into the market and settle down as a major player. In this context, this study will identify the factors of successful market entry strategy and draw helpful ideas by analyzing case of NHNgames which succeeded to enter the market of MMORPG through the basic strategic framework of Kalyanaram and Gurumurthy. This discussion will provide several implications for the solution of online game market penetration problem which might be never ended and for the way of industry's development.

• Proceedings of the Korea Database Society Conference
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• 1997.10a
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• pp.215-269
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• 1997

Outline $\textbullet$ Introduction $\textbullet$ Multimedia - Types of Data - Motivation - Key issue - Hardware Products - Application Areas $\textbullet$ Agents - Rationale for Agents - Sedentary vs. Mobile - Functional Categories - Application Areas $\textbullet$ Data Mining - 2-D Framework for Data Mining Tools - Classification of Tool - Application Areas - Learning Methodologies ＊ Case Based Reasoning ＊ Neural Networks ＊ Statistical Learning： Orthogonal Arrays ＊ Multi-strategy Learning $\textbullet$ Case Study - Finbot $\textbullet$ Conclusion

• IE interfaces
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• v.20 no.3
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• pp.407-417
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• 2007

Owing to a real-time innovative infrastructure driven by destructive technology revolution, the business environment has been changed dramatically. In order to respond fast to a continuously and unpredictably changing business environment, the business entities, such as business process participants, customers, distributers, and partners, should have an agile paradigm which is able to acquire and share the real time information adaptively. As a 21st century business paradigm having such adaptability and responsiveness has been introduced and called the "Real-Time Enterprise (RTE)" strategy. In this paper, we investigate the various innovation cases adopting the RTE strategy. After briefly addressing the concept and the value of RTE strategy, we discuss the models and the frameworks used in outstanding international and domestic enterprises. We believe that this case study can provide a good guide to many enterprises planning to adopt a RTE strategy for building competitive advantage in today's world of global competition.