• 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.

• Knowledge Management Research
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• v.13 no.5
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• pp.113-137
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• 2012

Since service innovation is considered as a new way to gain an advantage in a highly competitive environment, it is imperative for companies to align their service innovation strategy with their business strategy in order to achieve better firm performance. Accordingly, a critical challenge facing firms is how to effectively organize and manage a well-planned service innovation strategy in accordance with the direction of their business strategy. Firms with a good fit between business strategy (i.e., cost leadership, innovative differentiation, and marketing differentiation strategies) and service innovation strategy (service creation-focused, service delivery-focused, and client interface-focused strategies) are expected to have better firm performance than those without such a fit. Based on empirical data from 209 service firms in South Korea, this study aims first to investigate whether a certain service innovation strategy is more effective than others within a particular business strategy. We then examine whether their effective alignment positively affects firm performance. The empirical evidence indicates that the alignment of service innovation strategy with business strategy significantly influences firm performance. The adoption of service innovation strategy was found to have positive effects on firm performance with innovative differentiation and marketing differentiation strategies and negative effects with cost leadership strategy. Lastly, we discuss our study's implications for further research and practice.

• International journal of advanced smart convergence
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• v.13 no.2
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• pp.88-93
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• 2024

The main problem with existing edge detection techniques is that they have many limitations in detecting edges for complex and diverse images that exist in the real world. This is because only edges of a defined shape are discovered based on an accurate definition of the edge. One of the methods to solve this problem is the cost minimization method. In the cost minimization method, cost elements and cost functions are defined and used. The cost function calculates the cost for the candidate edge model generated according to the candidate edge generation strategy, and if the cost is found to be satisfactory, the candidate edge model becomes the edge for the image. In this study, we proposed an enhanced candidate edge generation strategy to discover edges for more diverse types of images in order to improve the shortcoming of the cost minimization method, which is that it only discovers edges of a defined type. As a result, improved edge detection results were confirmed.

• Asian Pacific Journal of Cancer Prevention
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• v.13 no.5
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• pp.1761-1766
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• 2012

Background: The appropriate interval between negative colonoscopy screenings is uncertain, but the numbers of advanced neoplasms 10 years after a negative result are generally low. We aimed to evaluate the cost-effectiveness of colorectal neoplasm screening and management based on repeat screening colonoscopy every 10 years or single colonoscopy, compared with no screening in the general population. Methods and materials: A state-transition Markov model simulated 100,000 individuals aged 50-80 years accepting repeat screening colonoscopy every 10 years or single colonoscopy, offered to every subject. Colorectal adenomas found during colonoscopy were removed by polypectomy, and the subjects were followed with surveillance every three years. For subjects with a normal result, colonoscopy was resumed within ten years in the repeat screening strategy. In single screening strategy, screening process was terminated. Direct costs such as screening tests, cancer treatment and costs of complications were included. Indirect costs were excluded from the model. The incremental cost-effectiveness ratio was used to evaluate the cost-effectiveness of the different screening strategies. Results: Assuming a first-time compliance rate of 90%, repeat screening colonoscopy and single colonoscopy can reduce the incidence of colorectal cancer by 65.8% and 67.2% respectively. The incremental cost-effectiveness ratio for single colonoscopy (49 Renminbi Yuan [RMB]) was much lower than that for repeat screening colonoscopy (474 RMB). Single colonoscopy was a more cost-effective strategy, which was not sensitive to the compliance rate of colonoscopy and the cost of advanced colorectal cancer. Conclusion: Single colonoscopy is suggested to be the more cost-effective strategy for screening and management of colorectal neoplasms and may be recommended in China clinical practice.

• Journal of Preventive Veterinary Medicine
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• v.42 no.4
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• pp.163-170
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• 2018

The cost-effectiveness of foot-and-mouth disease (FMD) control strategies was evaluated using a simulation model fitted to the 2010/11 FMD epidemic in the city of Andong, Republic of Korea. Seven FMD-control strategies were evaluated with respect to the direct cost of a FMD-control strategy, such as slaughtering, movement restriction, and vaccination. All the strategies included pre-emptive slaughtering, movement restriction, and vaccination, but the levels of each control option were different. The simulated median cost of the baseline FMD-control strategy (three kilometers of pre-emptive slaughtering area, 100 days of movement restriction and vaccination of all FMD-susceptible animals in the study area) was estimated to be USD 99.7 million. When a five kilometer vaccination area was applied (with the other control measures being the same as the baseline strategy), the simulated median cost was reduced to USD 81.1 million from USD 99.7. The simulated median costs were USD 107.6 million for a five kilometer radius slaughtering area and USD 168.8 million for 60 days of movement restriction. The FMD-control strategy cost decreased with increasing number of farms depopulated per day. The probability of passive surveillance being effective or the probability of the successful implementation of movement restrictions were increased. Cost-effectiveness analysis is a suitable tool for evaluating the financial consequences of FMD-control strategies by comparing the cost of control strategies for a specific area.

• The Journal of the Korea Contents Association
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• v.14 no.10
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• pp.218-226
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• 2014

In order to improve manufacturing performance by flexibilities, type of strategies, types of information with manufacturing companies in Korea. This study is based on the situation theory. The variables of flexibility were applied with 'product flexibility' and 'mix flexibility'. 'low-cost strategy' and 'differentiation strategy' were applied at strategy types. Financial information and non-financial information, information attributes are applied at. At this study, product flexibility is significantly influenced the differentiation strategy. Mix flexibility is significantly influenced the low cost strategy. Only the low-cost strategy significantly affected on financial information and non-financial information. financial information and non-financial information were significantly influenced on Productive performance. To achieve the purpose of this study, Structural Equation Model (SEM) has been applied.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.2
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• pp.162-169
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• 2010

This paper analyzes the difference between theoretical cost of quality and real world cost. Examined are the theoretical cost structure of quality, it's measurement styles, a process based improvement strategy of quality cost, and possible adaptation of decision making concepts in enhancing the cost structure. This study will contribute to the literature in delineating an improvement process of quality cost by adjusting service policy.

• Journal of Electrical Engineering and Technology
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• v.10 no.4
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• pp.1610-1620
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• 2015

A major problem in conventional multilevel inverter is that an increase in power semiconductor switches causes an increase in cost and switching losses of the inverter. The multicarrier strategy adopted for the multilevel inverters has become more popular due to reduced cost, lower harmonic distortion, and higher voltage capability than the conventional switching strategy applied to inverters. Various topologies and modulation strategies have been reported for utility and drive applications. Level shifted based pulse width modulation techniques are proposed to investigate the performance of the multilevel inverter. The proposed work focuses on reducing the utilized switches so that the cost and the switching losses of the inverter do not go up and the consistent efficiency could be achieved. This paper presents the detailed analysis of these topologies. The analysis is based on the number of switches, DC sources, output level, maximum voltage, and the efficiency. As an illustration, single phase cascaded multilevel inverter topologies are simulated using MATLAB/SIMULINK and the experimental results demonstrate the viability of these inverters.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• The Journal of Industrial Distribution & Business
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• v.9 no.4
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.