• Archives of design research
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• v.18 no.3 s.61
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• pp.139-148
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• 2005

Generally, the brand has its life cycle as the product has. This life cycle is classified into the stages; introduction, growth, maturity and decline. Since the brand is little different from that of the product's, we can find some differences when it applies to the brand. The most effective method to perceive the brand to the consumers is advertisement, therefore in the advertisement design, it is important to figure out the current stage in the brand life cycle and use the most ideal design strategy in that stage. This study suggests the concept of the brand life cycle and the most effective strategy in each stages of the advertisement design. In the stage of the brand introduction, we apply the 'What is it? Strategy' which introduces the brand itself. In the stage of the growth, 'How does it Differ from? Strategy' is suggested as the advertisement strategy emphasizing the positioning which shows its differential competitive advantages among brands because in this stage there are many competitive brands in the market. In the stage of the maturity, we focus on the 'What does it Convey of? Strategy' stressing on the delivery of brand's value to consumers as consumers they purchase the brand. Finally in the stage of the decline, 'What does it Stand for? Strategy' is suggested in order to emphasize the generation of brand's symbolical meaning rather than to emphasize it's attributes or benefits. Therefore the advertisement design needs the contingent ideal design strategy according to the stages of brand life cycle and the effective brand management through it.

• Korea Journal of Hospital Management
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• v.14 no.4
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• pp.1-24
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• 2009

The purpose of this study was to find out the differences and relationships among balanced strategy, coordinating and learning mechanism, and perceived performance of hospitals in Korea, and provide some directions to establish effective strategic management of hospital. Measure items on balanced strategy, coordinating and learning mechanism, and perceived performance were developed from previous studies. Questionnaire was sent and received through Internet site and e-mail during May, 2008. Data were collected from key informant in each institutions, and analyzed using frequency analysis, T-test, ANOVA, correlation and regression analysis. The major findings of this study were as follows: 1. The level of strategic selection and external learning mechanism of private hospital was lower than that of medical corporation, and others corporation hospital. 2. There was little difference between hospitals in metropolitan and those in small cities. 3. Hospitals that have under 100 beds were statistically lower level in strategic selection and external learning mechanism than hospitals has over 100 beds. 4. Formal coordinating and external learning mechanism, and foundation form(medical corporation) were significantly influenced on profitability from specialized field. 5. Strategic selection and adaptation mechanism were significantly affected on total profitability. 6. Strategic selection and external learning mechanism were significantly influenced on competitive power around its local market. Hospitals that are to be competitive by specialization should have to establish mechanism for management such as balanced strategy, coordinating and learning mechanism.

• Journal of Information Technology Services
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• v.11 no.3
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• pp.67-87
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• 2012

These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain, which is open system. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain integration, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on business integration in IT capacity perspectives in competetive environments. We analyzed 163 domestic companies to find out many significant suggestive points. First, IT management capacity, process innovation capacity are adopted as determinants of differentiation and competetive edges against competing firms. Second, it is analyzed that the more the companies are in intensified competetive environment, the more likley that the innovation capacity and partner management capacity become the determinants of the business integration of the companies and that they pursue new market development strategy. Third, it is analyzed that the more the companies are in high demand fluctuation, the more likley that the innovation capacity becomes the determinants of the business integration of the companies, and that they pursue new market development strategy and operation efficiency strategy. Last, it is analyzed that the more the companies are Technology dependent, the more likely that IT management capacity and process innovation capacity become the determinants of business integration, and that they pursue new market development strategy and operation efficiency strategy. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competetive environments.

• Korean Journal of Construction Engineering and Management
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• v.7 no.2 s.30
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• pp.109-117
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• 2006

Recent rapid changes such as construction market reduction, lowest bidding system of construction cost, five days per week system, and post-construction sale system are inevitably accelerating the competitiveness between construction companies. Those rapid changes of construction environment require construction companies, which are main participants of construction industry, to adapt to the changes and more to lead new construction environment. However, there are many construction uncertainties which could delay construction completion. Without the proper identification of construction uncertainties, structured strategy establishment and management of construction schedule, the competitive advantages of construction duration could not be made. Thus this paper limited the research boundary to construction duration competitiveness instead of general strategy establishment. Recognizing the importance of proper calculation of construction duration, requirements of construction duration reduction and limited researches related to construction schedule strategy, we established the 25 strategies for construction duration competitivenss by internal and external construction environment analysis and SWOT analysis, and then elicited the first considerations to accomplish the strategies through concensus of all the staffs by questionnaire, brainstroming and face-to-face interviews.

• Korean Journal of Construction Engineering and Management
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• v.6 no.2 s.24
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• pp.102-110
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• 2005

After the IMF bailout, the Environment of Domestic Construction Industry had changed dramatically. Before the IMF, Domestic Construction Firms are secured by the government regulations and some traditional practices. However, due to the following reasons: a decrease in public works, an increase in uncertainty of market prediction, the change of bid system, and increase in construction firms, recently the competition among construction firms has became keen. Under the serious competition, in order that medium-size construction firms survive in the construction market, it is need to establish the strategy that could increase productivity. In order to establish the strategy, firstly, construction firms should set up an appraisal standard of construction firms. Consequently, This study will introduce companies' objective appraisal in domestic construction market as well as basal data for setting-up strategy through adaptation industry structure analysis of business administration for strategic group analysis and a company which has lagged behind competitive power among the competitive companies can choose a target strategic group which should be pursued it in the future through being classified according to a group taken analogical strategy.

• Asia pacific journal of information systems
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• v.14 no.3
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• pp.57-75
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• 2004

The knowledge management is increasingly an important strategic weapon for sustaining competitive advantage of firms. Firms are undertaking knowledge management initiatives and making significant investments. However, there is relatively little empirical support for the impact of knowledge management on performance of firms. Understanding of the impact of knowledge management, this paper explores how knowledge management strategy influences firms' market value. We examine this issue using event study methodology and evaluate the cumulative abnormal returns for knowledge management strategy announced by firms from 1998 to 2002. The results show that firms' announcements of knowledge management strategy are positively related with firms' market value. Specially, dynamic style-which emphasizes both (i) knowledge reusability through information technologies and (ii) knowledge sharing through informal discussions among employees-has higher performance. This outcome presents empirical support to argument that the emphasis on both tacit and explicit knowledge results in better market value.

• Korean Management Science Review
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• v.16 no.1
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• pp.137-156
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• 1999

Flexibility is a competitive weapon in the changing environment. In order to pursue the flexibility, Korean manufacturing companies must define the flexibility dimension clearly, build the appropriate manufacturing infrastructures and measure the right flexibility performance indicators. This paper found out as follows. First, Korean manufacturing companies' flexibility strategy groups were formed three types. They are flexibility superior group, middle flexibility group and flexibility inferior group. Second, when different types of flexibility strategy group measured their performances, the degree of importance of flexibility performance indicators were different among groups. Third, when different types of flexibility strategy group were pursued, the different manufacturing methods such as product/process design technology, analysis technology, production system management technology and non technological factors were used. Lastly, when different types of flexibility strategy group were pursued, the actual flexibility performances were different among groups.

• Journal of Electrical Engineering and Technology
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• v.8 no.4
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• pp.675-685
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• 2013

Generation capacities and transmission line constraints in a competitive electricity market make it troublesome to compute Nash Equilibrium (NE) for analyzing participants' strategic generation quantities. The NE can cause a mixed strategy NE rather than a pure strategy NE resulting in a more complicated computation of NE, especially in a multiplayer game. A two-level hierarchical optimization problem is used to model competition among multiple participants. There are difficulties in using a mathematical programming approach to solve a mixed strategy NE. This paper presents heuristics applied to the mathematical programming method for dealing with the constraints on generation capacities and transmission line flows. A new formulation based on the heuristics is provided with a set of linear and nonlinear equations, and an algorithm is suggested for using the heuristics and the newly-formulated equations.

• International Journal of Fuzzy Logic and Intelligent Systems
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• v.11 no.2
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• pp.84-88
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• 2011

In this paper, a new competition strategy for learning vector quantization is proposed. The simple competitive strategy used for learning vector quantization moves the winning prototype which is the closest to the newly given data pattern. We propose a new learning strategy based on k-nearest neighbor prototypes as the winning prototypes. The selection of several prototypes as the winning prototypes guarantees that the updating process occurs more frequently. The design is illustrated with the aid of numeric examples that provide a detailed insight into the performance of the proposed learning strategy.

• Management & Information Systems Review
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• v.29 no.4
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• pp.287-304
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• 2010

In spite of the variety of business environments around start-up firms, almost all existing studies on business strategy of new IT firms. The purpose of the present research is to examine the relationships of the corporate capability, competitive advantage and performance of IT enterprise. There was much research for IT enterprise in other lands, but there was a little in Korea. Through previous literature, we can't find differences between IT enterprise strategies and common corporation strategies. So this research treats new strategies of IT. This research is explanatory and three research questions. This research focuses on the determining factors(corporate capability, competitive advantage) and management performance of IT enterprise in Busan area. In order to test the established 3 hypothesis, several multi-variate analyses are used. Factor analysis is used to reduce the competitive advantage question to its underlying factors. Finally, multi-variate regression and analysis is used to determine whether performance differences The result of this study would be useful to practitioners on management and entrepreneurship. Finally, this study is expected to encourage entrepreneurs to create new possibility in IT enterprise and to assist more new operating business strategy.