• The Transactions of the Korean Institute of Electrical Engineers A
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• v.53 no.1
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• pp.67-72
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• 2004

This paper addresses the bidding strategies of generating firms in a competitive market where the firms are provided with payment for generating reactive power. Reactive support for voltage control is an integral and critical part of power system operations. Since reactive support is unbundled in a competitive market under open access transmission, it is treated as one of ancillary services. The operation costs and opportunity costs for reactive support are compensated by payment to the firms, hence their bidding strategies will be affected. The opportunity costs are evaluated from the foregone profits of a generator in making sales in real power market by providing reactive support instead of real power. Game theory approach is used to analysis the transaction strategies of real power by the bimatrix method in this paper. Through computing the Nash equilibrium in a sample system, an incentive of a generator for improving the reactive generating capacity is found to be effective and the variations of the profits are analyzed as the demand power factor changes.

• The Journal of Information Systems
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• v.16 no.2
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• pp.1-33
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• 2007

Selecting and implementing competitive strategies based on e-business is extremely important since it determines if an enterprise can continue to grow or not. Accordingly, systematic and empirical study on the implementation of e-business based on competitive strategy is required, and in-depth studies considering various e-business development stages of enterprises are also needed. The purpose of this study is to present guideline for the staff in charge and managers of enterprises to achieve competitive advantage and to increase organizational performance in e-business environments. What we have found are as follows. (1) Factors greatly influencing on competitive strategy selection through e-business were environmental uncertainty, centralization, innovative culture, technological competence, and formalization. (2) Results of the relationship between competitive strategies and e-business performance showed that each strategy had different effects on financial performance, process performance, and customer performance. and (3) Data analysis between internal and external environmental factors and competitive strategy by each e-business development stage proved that the relationships between competitive strategy and e-business performance were different based on e-business development stage. Implications of the study and guidelines for the managers are provided in the paper.

• Journal of the Korea Convergence Society
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• v.12 no.8
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• pp.257-265
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• 2021

Although researches on digital transformation and competitive strategies are active, but research or alternatives considering fitness between them are still insufficient. Therefore, this study aims to identify the relationship between the types of digital transformation project and the innovation of competitive strategies, and to suggest strategic implications and alternatives for how to utilize digital transformation when establishing a competitive strategy. To this end, this study first derived 14 types of digital transformation in 4 areas through literature research. Then, the relevance of digital transformation and competitive strategy identified through previous studies and case analysis was identified, an effective link between competition strategy and digital transformation, and optimization of fitness between competition strategy and internal resources were presented. This study contributed in that it attempted to advance research on competitive strategies in an academic perspective by approaching them from the perspective of strategic fitness about digital transformation. In addition, in the industrial aspect, it contributed to the fact that it supported the systematic implementation of the competitive strategic response of companies that had to deal with the situation where they wanted to promote digital transformation wisely from the viewpoint of fitness.

• Journal of Korean Society for Quality Management
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• v.38 no.1
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• pp.10-19
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• 2010

The competitive strategies of the Korean manufacturing companies have changed from the "cost leadership" strategy in the early developing stage since 1960's to the "stuck in the middle" position since 1990's in the face of emerging new cost leaders as the Chinese companies. The data on the strategic contents of the Korean manufacturing companies show that their strategies are seeking the value innovation through not only quality improvement but also cost reduction altogether rather than selecting one on the trade-off relation between the both competitive dimensions. Their strategic actions seem to be seeking the operational efficiencies through all the value chain activities rather than the strategic effectiveness by selecting and focusing on the specific competitive dimension, which is considered as a typical strategic approach. Their strategy seems to be non-strategic in the general sense. But their non-strategically looking behaviors can be reasonable enough for their sandwiched competitive position between the global quality leaders and following cost leaders. This paper explains why their strategies can be right through the theoretical explanations by using the quality-price elasticity approaches for the consumer behaviors. We can call their strategic activities as the value innovation strategy.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.150-162
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• 2006

A research model was developed to examine the relationships between the anticipated benefit factors of Internet shopping malls selling physical products and their competitive strategies when the shopping malls are located in their supply chain clusters. A survey questionnaire was implemented and 99 usable responses were obtained from the internet shopping malls located in major industrial clusters in Korea. The six major benefit factors were found: sharing information with offline suppliers, obtaining customers, improvement of trust, efficiency of operation processes, value-added service, management of suppliers. The six empirically derived benefit factors were then used to examine how they affect the firms' competitive strategies and strategic alliance/merger. The regression results shows that the benefit factors influence on firms' choosing one or some combination of the competitive strategies and strategic alliance to survive and succeed in the market.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• Asia-Pacific Journal of Business
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• v.12 no.2
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• pp.61-79
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• 2021

Purpose - The purpose of this study was to analyze the impact of a company's competitive strategy on corporate performance in the highly competitive Chinese automotive industry. Design/methodology/approach - This study collected 14 survey data from automotive companies in China which be listed more than one year. We chosen the exploratory study with deriving research assignments, and the final research results are presented as propositions to proceed with the study. Findings - First, in the Chinese automobile industry, a company's competition strategy has a positive impact on corporate performance. and also the Differentiation strategy and the Low-cost strategy both have a positive impact on corporate performance. In addition, a company pursuing the Differentiation strategy that it would achieve better corporate performance than a company pursuing the Low-cost strategy. Second, it has been shown that the hybrid strategy rather than the pure strategy in the Chinese automobile industry can achieve higher corporate performance. Research implications or Originality - First, the type of competitive strategy in Chinese automotive industry were identified through the original strategies presented by Porter and Murray, and the impact of the Low-cost and the Differentiation strategies on corporate performance was analyzed. Second, contributing to the study of pure and hybrid strategies that are still under discussion now. Third, it also suggested practical implications that companies in China's automotive industry should pursue cost or differentiation advantages to secure competitive advantage.

• Korean Management Science Review
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• v.17 no.3
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• pp.31-47
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• 2000

The widespread diffusion of Internet has enables companies to conduct business in quite a different way. marketing on the Internet becomes more important as firms adopt electronic commerce as a means to implement competitive strategies. One hundred and four BC shopping mall companies responded to an e-mail and web server survey about the anticipated benefits of electronic commerce and related strategies. The survey also asked about improvements in value chain activities and impediments to the implementation of electronic commerce in Korea. The results indicated that Korean shopping mall companies followed differentiation strategy significantly more than the other two strategies. In addition, six benefits factors were drawn from this study - information, productivity, cost savings, customers, management information, and applications. Productivity factor was related to cost leadership strategy, and customers factor was related with cost leadership, differentiation and focus strategies. Several benefits factors were also correlated with value chain activity improvements. The results of this study were compared with those of research conducted in the United States.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.613-620
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• 2020

COVID-19 pandemic has made the economy in Indonesia sluggish, especially Small and Medium Enterprises (SMEs). Simultaneously, the SMEs existence in Indonesia is fundamental and considered important by the government since it is able to assist numerous laborers and become an income source for the lower and middle classes of the community. The productivity of SME in a region will undeniably influence the availability of job and, of course, reduce the number of unemployed. Therefore, in this study, the researchers looked at how to improve SMEs performance to continue to exist amid the COVID-19 pandemic, by identifying the relationships between product characteristics, market competitive strategies, and the performance of SMEs. The research was done on SMEs in West Java, Indonesia. The example employed was Batik SMEs in Cirebon with at least 10 years in existence, and the total number of these SMEs was 165. As the basis of a quantitative approach, this study employed survey instruments by distributing a questionnaire. In analyzing the data, it utilized the structural equation modeling (SEM). The result showed a significant relationship between Product Characteristics, Market Competitive Strategy, and Price and Product Success Rate on SMEs Performance. This study's findings contribute to the SMEs performance literature.

• Journal of Information Technology Applications and Management
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• v.13 no.4
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• pp.41-56
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• 2006

The real estate portal has grown into a successful e-Business model that is combined on and off line. Although IT technologies have shown rapid growth, the real estate portals have failed to satisfy the expectations of the Internet users. Based on Michael Porter's competitive forces framework, this study proposes five competitive strategies for continuing growth of the real estate portals. First, to strengthen bargaining power against supplier, buyer and potential new entrants, the real estate portals need to construct a basic network that is cost efficient and maintains real estate goods and makes profits by collaborative deals. Second, strengthen brand value and endeavor to escape from dependency on the Internet portals. Third, develop services to consider changed circumstances and give a lot of sources to make profit to real estate agencies. Fourth, concentrate on marketing to draw in the Internet users and adapt strategies that have been successful in other fields. Finally, real estate fields can seek out ideas for developing new business models from other successful e-Business models and should benchmark them to reduce expenses to a minimum and increase benefits to a maximum.