• Management & Information Systems Review
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• v.5
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• pp.103-122
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• 2000

In recent years many companies have faced with significant environmental changes. To cope with these changes, companies have shown considerable interest and commitment to innovation, In their quest for superior performance, these companies have explored different types and sources of innovation. This study examines how competitive strategy influences companies' emphasis on different innovation types (product, administrative. and process) and sources (incubative, acquisitive and imitative). This study suggests that different strategies are associated with distinct patterns of innovation types and sources. Further, the fit between competitive strategies and innovation types and sources is associated with superior company performance. Based on this concept this study suggests several hypotheses. These hypotheses, if supported by empirical study, will be very useful to the company to improve financial performance.

• Asia pacific journal of information systems
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• v.12 no.2
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• pp.1-23
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• 2002

A research model was developed to examine the relationship between the anticipated benefits of electronic commerce and competitive strategies. A survey questionnaire was sent to 2000 electronic shopping malls in Korea, and 102 usable responses were obtained. The survey asked about the anticipated benefits from using electronic commerce. The survey also asked about three strategies that they have been following to achieve business competitiveness. The results provide useful guideline to develop appropriate strategies and plans for effectively deploying and managing the use of the electronic commerce. Customer responsiveness was the most important factors among six benefit factors, namely customer responsiveness, market responsiveness, economies of production, internal organizational efficiency, overall performance, and flexibility. Overall performance also predicted a focus strategy whereas flexibility predicted a cost leadership strategy.

• IE interfaces
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• v.11 no.1
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• pp.165-174
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• 1998

This study has empirically analyzed the competitive strategies of the Korean component manufacturers. To differentiate the competitive strategies, the study employed two indexes: degree of support from customer firms and degree of internal innovation process. The performance measures include cost, quality, delivery and flexibility. 115 questionnaires were finally collected from the Korean part manufacturers and used for the final analyses. ANOVA, Chi-squared tests and t-tests were employed for statistical analyses. There are two major findings in this study. First, both internal innovation and external support from customers are equally important to improve manufacturing competitiveness of Korean component manufacturers. Second, strategic path to improve competitiveness of Korean component manufacturers is as follows: focusing on internal innovation ${\rightarrow}$ seeking for formal relationship with customers ${\rightarrow}$ pursuing external support from customers.

• Journal of Korean Institute of Industrial Engineers
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• v.27 no.2
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• pp.214-225
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• 2001

This research deals with an off-line learning method targeted for systematically constructing negotiation strategies in automated electronic commerce. Single-issue negotiation is assumed. Variants of competitive learning and hierarchical clustering method are devised and applied to extracting negotiation strategies, given historical negotiation data set and tactics. Our research is motivated by the following fact: evidence from both theoretical analysis and observations of human interaction shows that if decision makers have prior knowledge on the behaviors of opponents from negotiation, the overall payoff would increase. Simulation-based experiments convinced us that the proposed method is more effective than human negotiation in terms of the ratio of negotiation settlement and resulting payoff.

• Journal of Korea Trade
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• v.25 no.3
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• pp.153-168
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• 2021

Purpose - In this study, we aim to explore new distribution strategies for sustainable growth in the era of the 4th industrial revolution, focusing on SMEs (small and medium-sized enterprises) in Korea, and suggest ways to upgrade the government's official distribution channel to the next level. Design/methodology - First of all, this paper explored the prior research, the current status of sales support for SMEs, and the changes in the distribution industry due to COVID-19 pandemic. Based on Moon (2016)'s ABCD strategic model - Agility, Benchmarking, Convergence, and Dedication, the study then derived directions in which official distribution channels should move and the new distribution strategy for Korean SMEs to secure competitive advantage. Findings - First, in terms of 'Agility', in order to upgrade official distribution channels, which are currently at some competitive disadvantages compared to private distribution companies, we must quickly introduce technologies for the 4th industrial revolution, such as AI, Big Data, etc., and establish precise strategies to strengthen the capabilities of SMEs. Second, in terms of 'Benchmarking', the use of "Chamelezones" has been increasing to enhance the competitiveness of offline stores in line with recent ontact trends. Therefore, official distribution channels should also benchmark such cases, strengthening their competitiveness by utilizing offline spaces more efficiently and effectively. Third, in terms of 'Convergence', in line with the rapidly changing trend of the times, official distribution channels should also promote active partnerships with media commerce, e-commerce and ICT platforms, as well as cooperation with private retailers, and focus on creating synergy effects through them. Finally, from the perspective of 'Dedication', digitalization should be promoted step by step, finding the sector that can accelerate digital among the value chains of official distribution channels, and continuing to discuss how to digitize it realistically. Originality/value - Based on this analysis, we have presented strategies and implications for innovating official distribution channels for SMEs, which will contribute to enhancing the competitive advantage of official distribution channels in the post COVID-19 pandemic era.

• The Journal of Industrial Distribution & Business
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• v.13 no.12
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• pp.9-22
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• 2022

Purpose: Establishing a competitive advantage in the aviation market is essential as the competition among domestic airlines intensifies. Therefore, this study examined the management strategies of both large domestic airlines and low-cost airlines. Research design, data, and methodology: This study classified domestic airlines into Full Service Airlines (FSA) and Low Cost Carriers (LCC), examined each airline's current status and characteristics, and conducted case analyses of FSA and LCC based on Porter's generic competitive strategy. Results: The analyses determined that LCC primarily implemented a cost-advantage strategy, and FSA implemented a differentiation strategy. However, as competition intensified, FSA pursued cost-advantage strategies while establishing LCC through subsidiaries. There are various specific cost reduction methods, including service simplicity, scalability, high utilization, low landing fees, low-cost unit, and point-to-point flight strategies. Conclusions: LCCs are focusing on cost advantage strategies that reduce costs; however, the FSA also runs special price events that are as good as LCCs and are comparable to LCCs on some routes. Furthermore, LCC has recently expanded its mid- and long-distance routes, making competition for long-distance routes with major airlines unavoidable.

• Proceedings of the KIEE Conference
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• 2006.07a
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• pp.408-409
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• 2006

In this paper, we surveyed researches on the generation maintenance scheduling in competitive electricity markets. Maintenance scheduling can be one of the strategies submitted by market participants in electricity market. Many researches on the maintenance scheduling were preceded with or without transmission system. They have their own specific algorithm for ISO to operate, and control the maintenance schedules. This paper is focused on the survey on the generator and transmission system maintenance scheduling in competitive electricity markets.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.505-515
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• 2021

The essential purpose of this study is to propose strategies for developing micro-, small-, and medium-sized enterprises (MSMEs) to realize sustainable competitive advantage by applying the SWOT analysis method. Thus, the main problems investigated in this study are: a) around 60-70% of MSMEs in Kulonprogo regency do not yet have access or financing from banks; b) lack of knowledge of production technology; c) in general, MSMEs business actors are still incorporated legal entities; d) MSMEs do not have a good financial administration and management system; e) coordination between MSMEs stakeholders has not been integrated; f) limited facilities and infrastructure of MSMEs, primarily related to technological tools; and g) limited access to raw materials so that MSMEs often get low-quality raw materials. This study employed a survey method with questionnaires and interviews. By using the Slovin tools sampling technique, the number of samples was 39 MSMEs in Kulonprogo Regency, Yogyakarta, Indonesia. The results of this study confirmed that the Kulonprogo MSMEs should pay attention to seven aspects of business management to achieve sustainable competitive advantage. The seven aspects are: 1) business strategy; 2) human resources; 3) information technology; 4) products; 5) promotion; 6) cooperation; and 7) corporate social responsibility (CSR).

• Journal of Distribution Research
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• v.7 no.2
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• pp.21-44
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• 2003

The entry of large discount stores into small cities such as Choonchun or Wonju have had a profound impacts on the businesses of small-sized retailers. The impacts of the entry by large discount store will be much larger than those of the entry by department store or other small-scale retailers. Most of research studies on the competitive retail structure focused on the change of retailing in the advanced countries dynamically and investigated macro-trends in sales and market share. As a result, they tend to overlook the micro aspects of consumers" perception and actual behaviors. Furthermore, they tend to limit their research scopes to relatively competitive retailers not to overall competitive structures. In this study, we analyze the overall competitive structures by investigating the retailers" characteristics, perceptions of consumers on retailers and actual purchase of products across different types of retailers We could obtain competitive retail structure. Based on that, we discuss the strategies on the revitalization and enhancement of small-sized retailers" productivities.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.