• Journal of the Korean Society of Clothing and Textiles
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• v.30 no.9_10 s.157
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• pp.1354-1365
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• 2006

China has a big potential as an apparel market due to its rapid economic growth. In the fashion industry, great attention has been paid to China. However, analysis of competitiveness has received relatively little attention from fashion scholarship. This study attempts to apply the double diamond model to analyze the international competitiveness of the apparel industry of China as well as of Korea. The purpose of this study is 1) to establish diamond model components in the fashion industry for Korea and China respectively, and 2) to compare the established diamond models(i.e., double diamond model, multinational diamond model) between Korea and China. Finally we suggested a marketing strategy based on the results of the double diamond model application. To build a diamond model for each country intensive literature review were conducted and additionally quantitative data were collected from 31 merchandisers and managers. We found that the domestic diamond of China was larger than Korea's, but firm strategy, structure and rivalry condition of Korea were more competitive than China's. Secondly, regarding the international diamond, China was more competitive, and especially had more the larger factor condition than Korea confirming that Korea was less competitive than China. This article provides a theoretical background and empirical findings for the competitiveness model of the fashion industry.

• Journal of Korea Technology Innovation Society
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• v.18 no.1
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• pp.49-72
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• 2015

The patent war between Apple and Samsung which started in the year of 2011 presents us a good example of a multifaceted technological strategies, frequently found in high-tech industries. The patent litigation represents a competitive structure, while the patent citation of counterpart's technology demonstrates the underlying cooperative relationship between two leading firms in smart-phone industry. However, the previous studies have mostly concentrated on one aspect in inter-firm relationship, providing only a partial aspect of technological management issues often faced by high-tech companies today. We also have a limited understanding on the technological trajectory or how the core technology evolve over time in high-tech industry where technological knowledge is the main source of competitive advantage. To overcome the drawbacks in the previous studies, we examine the coopetitive nature of inter-organizational relationship with simultaneous perspectives of competition and cooperation in smart-phone industry. To this end, this study analyzes patent-litigation for revealing the competitive nature and patent-citation network for the cooperative nature by utilizing patent citation data. By doing so, we identify the specific patterns of technological knowledge flows and the direction of technological strategy and the relevant policy under the circumstance of coopetition ecosystem.

• The Journal of the Korea Contents Association
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• v.13 no.11
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• pp.636-643
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• 2013

The current media and content situation is increasingly more competitive and under the radical environment changes, the social & financial position of regional broadcasting companies has been threatened. The internet & mobile based platforms and smart media, however, bring a new opportunity of content distribution. This study analyzes the current status of MBCNET which is the superstation of regional MBC stations and specialists interviews to develop the content distribution strategies of regional broadcasting companies. According to the following: finance, ratings, and new media distribution analysis, the MBCNET outcome is deemed successful based on the content library and regional power. MBCNET utilized opportunity to develop strong content resources and distribution power. In order to maintain its competitive edge, MBCNET needs to adopt the following strategies: content and platform marketing power, research & development of competitive content based on user behavior analysis, and reorganization that is able to counteract N-screen circumstances.

• The Journal of Korean Institute of Communications and Information Sciences
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• v.36 no.6B
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• pp.650-662
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• 2011

The competition among companies in converged market of broadcasting and telecommunications has become severe. Companies in this market have vertically integrated critical resources by acquiring or strategically allying with relevant companies. However, the expansion of business territory accompanies financial, organizational, and technological risks. As such, it is important to identify critical success factors that highly affect the company's competency. This study is aimed at delivering strategic implications for firms playing in the converged market of broadcasting and telecommunications by drawing the priorities of competitive resources to acquire. To do this, we selected four teen specific core resources on CPNT (content- platform - network - terminal) value chain. Then, we conducted an Analytic Hierarchical Process (AHP) using data from experts in this industry. As a result, the priority for acquisition of competitive resources is presented as follows: broadcasting programs, implementation of TV application store, multi-platform, investment on wireless network, and diffusion of mobile devices. In addition, the result shows that the platform-centric vertical integration is the most promising strategy for competition.

• The Korean Journal of Franchise Management
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• v.8 no.3
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• pp.7-16
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• 2017

Purpose - Recently, as the franchise market has grown rapidly and competition has intensified, the creation of competitive advantage by companies has become important as a corporate survival strategy. Based on previous studies, this study proposed a theoretical framework for the structural relationship between psychological ownership (organization and job), job performance, and customer orientation. Research design, data, and methodology - This research examines the structural relationship between psychological ownership, job performance, and customer orientation in terms of employees. More specifically, in this model, psychological ownership consists of two sub-dimensions of organization and function. Research models and hypotheses have been developed for this purpose. A total of 409 respondents responded via surveys. 2 out of 409 respondents have been removed and a total of 407 were used for this study. The data were analyzed using frequency analysis, confirmatory factor analysis, correlation analysis, and structural equation modeling with SPSS 21.0 and Amos 21.0 statistical program. Result - The results of the study are as follows. First, psychological ownership (organization and job) has a statistically significant positive effect on job performance. Second, psychological ownership of the job has a statistically significant positive effect on customer orientation. On the other hand, psychological ownership did not have a significant effect on customer orientation. Conclusions - The implications of this study are following as: From the theoretical point of view, this study distinguishes the psychological ownership of employees of a franchise corporate into two dimensions, organization and job, rather than a single dimension. Based on this, we examined the effect of psychological proprieties on job performance and customer orientation. This study also provides several implications. In a fiercely competitive franchise market, it is very important to analyze your employees to gain a competitive advantage over other competitors. It is meaningful to study the employees who work in the franchise. In addition, psychological ownership is an important variable that enhances job performance and leads to customer orientation, so the company needs to pay attention. Therefore, it needs to develop an internal marketing strategy that promotes psychological ownership.

• Journal of Korea Port Economic Association
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• v.32 no.1
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• pp.151-163
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• 2016

This research analyzes the effect of the competitive edge in Information Communication Technology (ICT) on supply chain integration in business processes through a comparative analysis by industry that suggests a way of achieving competitive edge in ICT for effective supply chain integration. Based on the theoretical background, there are two research hypotheses. The first hypothesis is about the effect of a competitive edge in ICT on the supply chain. The second is that the effect of the competitive edge on supply chain integration varies from industry to industry. ICT infrastructure must be acquired in advance in order to attain a competitive edge in ICT to secure corporate competitiveness. Building a competitive edge in ICT itself by methods such as introduction, integration, and application, can directly improve company results. Therefore, it must be utilized strategically for improvement in standards of supply chain integration like information integration, organization integration, and strategy integration. If supply chain integration is accomplished effectively by gaining competitive edge in ICT, company results can be improved. By analyzing the effect of a company's competitive edge in ICT on supply chain integration, and comparing differences in features of each category of businesses, measures for developing a competitive edge in ICT and therefore supply chain integration are presented.

• Culinary science and hospitality research
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• v.12 no.1 s.28
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• pp.51-67
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• 2006

The purpose of this study is to examine the correlation between differentiation strategy of customer’s satisfaction and the effects on performance in family restaurants. Above all, looking into a device to take an internal competitive domination factor of family restaurants is the core purpose of this study. To achieve the purpose, a survey was conducted to 278 customers of family restaurants in Seoul. The result of this survey is as follows. First, the interior of family restaurants and responsibility of their employees had an effect on customer’s satisfaction. Secondly, menu/atmosphere satisfaction and employee’s appearance influenced quality performance of restaurants. In searching information on restaurants, reference group and visiting experience were highly recommended, leading to the importance of word of mouth.

• Journal of Information Technology Services
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• v.11 no.2
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• pp.307-317
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• 2012

We investigate the long-term effect of servitization strategy on firm value. Manufacturing companies recognize servitization as their competitive strategies. While most of existing literature have focused on developing theory, presenting framework, or cases, only a few papers examine effects of servitization strategy empirically. We aims to empirically test the long-term relationship between servitization strategy and firm value. Service ratio and Tobin's q are used to measure the degree of servitization and firm performance, respectively. Data set covers 130 manufacturing companies for 12 years from 1998 to 2009.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.88-95
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• 2003

A firm's business composition and the sales volume of each business segment are subject to change depending, to a considerable extent, on the firm's business strategy. These changes were weighted and represented as a single index, referred to by scholars in strategic management and industrial organization research fields as 'firm entropy' then its impact on firms' profitability was assessed over twelve years. The performance differences between contractor and non-contractor firms, as well as focused and diversified firms, were compared through a Longitudinal Data Analysis Technique within a Hierarchical Linear Modeling framework. Hypothesis was formulated based on firm diversification theories and previous research findings. The hypothesis was tested according to the modeling outcomes, and implications are presented. The research findings indicate that the level of firms' long-term profitability supports the argument that the construction industry is highly competitive and mature.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.21 no.48
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• pp.311-322
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• 1998

Today, as a globalization continues and international trading blocks are formed, world markets are intensely competitive and abound in product variety, volume, complexity and environment. An environmental management system comprises the environmental elements of the overall management system. The basic input to a management system is information from stake holders, the operational system and the environment, the outputs are decisions and informations. Specifically, green comsumer's needs and expectations are changing and diversifying, resulting in a changed global environment for industry. Due to these changes, many companies are striving to achieve the ISO 14000 environmental management system certification. In this paper, I will present the strategy of environmental management, system strategy and continue to build a unique environmental management system by analyzing companies that will be achieved the ISO 14000 certification. After companies establish an ISO 9000 quality system these companies should focus on improve toward their own quality systems and continue to build ISO 14000.