• Journal of the Korean Home Economics Association
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• v.49 no.4
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• pp.25-35
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• 2011

This study was intended to suggest overseas expansion strategy of Korean fashion character through sensitive space creation. This study reviewed literature, and did internet searching and observation. For the research methods were the analysis of the main retail spaces utilizing character and case study for the classification of collaboration types between retail space and character. As a results, 8 collaboration types between space and character were extracted: collaboration between retail distribution space and character, collaboration between product space and character, collaboration between service space and character, collaboration between experience space and character, collaboration between moving space and character, collaboration between publicity & advertising space and character, and collaboration between exhibition space and character. This study suggested the necessity of consistent identity strategy between character and retail space for a new character brand and the effectiveness of collaboration strategy for enhancement of character brand awareness.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.05a
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• pp.163-163
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• 2001

The primary research questions in this paper are why and how competing firms collaborate, not compete, in the virtual marketplace, e.g., B2B marketplace in the Internet environment. In order to answer the questions, we take on a system dynamics simulation approach: we consider two broad e-collaboration strategies: · Exclusive e-business strategy If the firm adopts this strategy, it allocates all of its resources (available for e-business development) to its own e-business capability building only. · Collaborative e-business strategy When the firm adopts a collaborative e-business strategy, it invests not only in its own, but also the industrys e-business capability building. From the system dynamics simulation results, we conclude that e-collaboration pays off in the long run: although it is hard to tell whether the collaborative strategy is better than the exclusive one during the initial period, it is unambiguous that the collaborative e-business strategy Performs much better in the long run. We infer that such collaboration could occur when the firms realize that they benefit from the expansion of the market demand due to their collaboration. That is, in order for such collaboration between competing firms to be sustainable, such collaboration should create more demand in the market so that each company could earn more profit even if it gets less in terms of market share.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.28 no.2
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• pp.139-145
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• 2005

As today's business environment becomes more globalized and distributed, the importance of collaboration is rapidly increasing. This Paper Presents a systematic approach to collaboration strategy planning. The framework suggests that a Collaborative Process Map needs to be identified first. Then, Collaboration Maturity of an enterprise is evaluated. Based on the Collaborative Process Map and Collaboration Maturity Evaluation, Collaboration Execution Plans are systematically established. A case study shows that the proposed framework can successfully be applied to the strategic collaboration planning of semiconductor industry

• IE interfaces
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• v.25 no.1
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• pp.1-12
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• 2012

The challenges facing manufacturing companies today span across the industry, independent of company size or product. Especially, big manufacturers must overcome these challenges, and information technology (IT) collaboration with small and medium enterprises (SMEs) will play a major role in this effort. In this research, the strategy and way to promote IT collaboration between SMEs and large firms in heavy industries are proposed. A pre-consultation was performed to derive the strategy and way for the collaboration, and an IT collaboration system was developed reflection the results of pre-consultation. The IT collaboration system consists of two parts. One is ERP based on BPM for SMEs to standardize and visualize the entire business process from order placement to release. This system also provides their parent company with visibility into the status of orders and user can easily access the system on the web at a low price through cloud computing service. The other is interface part for data changes between large firms and SMEs. Thus far, this paper demonstrates the importance of strategy for the collaboration, and the applicability of IT collaboration system to elevate the speed and efficiency of business.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.4 no.6
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• pp.1169-1193
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• 2010

In this paper, we present and compare two different multiple camera collaboration strategies to reduce false association in finding the correspondence of objects. Collaboration matrices are defined with the required minimum separation for an effective collaboration because homographic lines for objects association are ineffective with the insufficient separation. The first strategy uses the collaboration matrices to select the best pair out of many cameras having the maximum separation to efficiently collaborate on the object association. The association information in selected cameras is propagated to unselected cameras by the global information constructed from the associated targets. While the first strategy requires the long operation time to achieve the high association rate due to the limited view by the best pair, it reduces the computational cost using homographic lines. The second strategy initiates the collaboration process of objects association for all the pairing cases of cameras regardless of the separation. In each collaboration process, only crossed targets by a transformed homographic line from the other collaborating camera generate homographic lines. While the repetitive association processes improve the association performance, the transformation processes of homographic lines increase exponentially. The proposed methods are evaluated with real video sequences and compared in terms of the computational cost and the association performance. The simulation results demonstrate that the proposed methods effectively reduce the false association rate as compared with basic pair-wise collaboration.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.185-195
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• 2020

This study is intended to determine that there is a casual relationship between technological innovation capability and new product development performance in small and mid-sized venture companies, and that the introduction of collaboration as a means to step up technological innovation capability will improve new product development performance. To achieve this, a survey was carried out to employees who are engaged in R&D work for small and mid-sized venture companies based in Korea, and the results were analyzed by regression analysis. The findings showed that technology strategy, technology learning and open innovation belonging to technological innovation capability in small and mid-sized venture companies had an effect on new product development performance. In other words, the selection of collaboration as a wider array of core strategies on new product development performance showed that collaboration was a strategy affecting new product development performance. In addition, the moderating role of technological innovation capability in boosting new product development performance through the introduction of collaboration showed that common collaboration had a positive effect on stepping up technology strategy, and collaboration as a core strategy had a positive effect on the size of new product development performance by strengthening technology strategy and open innovation.

• Journal of Fashion Business
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• v.10 no.6
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• pp.110-121
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• 2006

The purpose of this study is to analyze the various types and areas of recent collaborations in fashion industry and to find the utility value of collaboration. Seventy seven cases of fashion collaboration marketing strategies were selected from officially announced literature survey and enterprises information around the world. Among the seventy seven cases of fashion collaboration surveyed in this study, collaboration with other fields made up 59.7 percent, collaboration between the same fashion categories made up 40.3 percent. Among the areas of other fields, collaboration with IT(Information Technology) or Motor enterprises were included and made up 36.4 percent. Collaborations with Culture and art world that fashion brands collaborate with world-renowned industrial designer or artist and star entertainers were also included and made up 23.3 percent. Among the areas of the same categories, collaboration of fashion designer and sports or casual brand made up 22.1 percent. Collaborations of home shopping mall and fashion designer made up 18.2 percent. Collaboration cases surveyed in this study were classified according to three types; co-product development, co-branding, and co-marketing. Collaboration for co-product development made up 72.7 percent. Collaboration for co-branding made up 27.3 percent. Collaboration for co-marketing made up 37.7 percent. These collaboration marketing strategies are very efficient to upgrade brand image and cut the marketing cost by creating new target, product, brand, and promotion through successful partnerships. Therefore, much more various types and areas of fashion collaborations should be developed to create something new for future consumers.

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.05a
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• pp.86-87
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• 2001

• Journal of Intelligence and Information Systems
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• v.10 no.2
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• pp.189-209
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• 2004

The collaboration between businesses in a demand chain has three layers: Integration, Exchange, and Synchronize. The latter the layer is, the stronger the collaboration gets. This paper investigated drivers influencing intelligent demand chain integration strategy (supply integration, demand integration, demand chain integration) in Korea manufacturing and services. The drivers are classified into two types: rational efficiency driven and bandwagon driven. We find tile differences in the characteristics of drivers affecting the strategies. Besides, this study suggests the better integration strategy for Korea firms. In conclusion it says that demand integration strategy is chosen to improve efficiency, whereas supply integration strategy is influenced by external pressure.

• Proceedings of the KSME Conference
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• 2007.05a
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• pp.1328-1333
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• 2007

Unpredictable customer demands make manufacturers to make quality products with cheaper price and shorter delivery. To survive in the global market, the manufacturing industry needs to equip with advanced technologies including IT. Under this situation, "collaboration"is the best solution for manufacturers to survive and to grow their company instead of competition. With this strategy, we have conducted a project(e-Manufacturing). The companies participate to the project attained the amazing results by utilizing collaboration systems such as delivery shortened and increase in sale/profit. Since the strategy of the project is assessed to be very useful to increase competition power of manufacturers, the project will be enlarged to cover wider application domains with a new project name called "i-Manufacturing". In this paper, therefore, we introduce the specific output from the e-Manufacturing project and the specific strategies/plans of i-Manufacturing project.