• Journal of Information Technology Services
• /
• v.12 no.2
• /
• pp.185-193
• /
• 2013

This paper analyzes the effects of i-PIN focusing on the positive value creation rather than the negative loss reduction from the viewpoint of internet company. Empirical tests are run to examine what determines the use of i-PIN and whether i-PIN users participate in e-commerce, communication, and SNS activity. Our findings are as follows. First, the reason for using i-PIN lies in the experience of privacy infringement rather than a high value on privacy protection. Second, i-PIN users tend to participate in the online activity such as e-commerce, communication, SNS. Third, the marginal effect of i-PIN adoption amounts to 2~9% of increase in the online activity. With the results, we expect that i-PIN adoption leads to sales increase and new customer acquisition as well as privacy leakage decrease and it provides logic to solve social underinvestment problem in privacy protection.

• Fashion & Textile Research Journal
• /
• v.17 no.6
• /
• pp.907-918
• /
• 2015

With the pervasiveness of digital environment and expansion of new media, ICT (Information and Communication Technology) leads the role of consumer to change from a passive customer into an active co-producer. As customer participation in the fashion industry increases, this study attempts to explore the cases of customer participation as a co-producer in fashion industry through analyzing business models of companies, including Threadless, Blank label, Cut on Your Bias, Acustom Apparel, Thinkgivers. The results show that customer participation is mainly facilitated through design participation in fashion industry, with different level of participation and IT as well as different contribution target. Compared to the past, consumer’s preference is reflected through participation before the stage of production. Results indicate three main characteristics of customer participation in fashion industry. First, value co-creations using customer experiences and understanding customer needs are important. Second, active online communication among customers are critical. Third, it is important to ensure customer’s own item. From a customer perspective, participation enables them to purchase their own distinctive product and offers exciting experience and satisfaction over the production processes, and compensation can be used to increase customer participation. On the other hand, companies using customer participation can take advantage of cost reduction in product development, inventory, and marketing. Customer participation, as a win-win strategy for business and consumer, is expected to expand further in the future with the development of ICT.

• The Journal of Asian Finance, Economics and Business
• /
• v.5 no.2
• /
• pp.139-149
• /
• 2018

In the contemporary era of smart tourism, travelers face more accommodation options than ever before. The rapid expansions of alternative accommodation sector are partially owing to the growth of electronic commerce and the rise of online intermediary platforms. Online travel agencies serve as a critical distribution channel for tourism sectors, and the significance is further increased for small and micro entrepreneurs whose direct communication channels are scarce. Considering the holistic process of customer experience started with a third-party online intermediary, this study explores basic and extended attributes of small and medium-sized alternative accommodation where the comparative value is created. In order to achieve the objective, a research design was developed to synthesize the qualitative evidence. The synthesis encompasses both theoretical and practical perspectives, from a systematic review and opinions of academic professionals to an in-depth interview with an industry expert and the current practices of online travel agencies. This study suggests that the sources of value creation for alternative accommodation are not always consistent with those of the traditional. Accounting for the temporal and spatial dynamics in customer experience, the findings of this study provide insights on the comparative value of alternative accommodation, to both academic and industry audiences.

• Journal of Korea Technology Innovation Society
• /
• v.16 no.3
• /
• pp.784-808
• /
• 2013

The importance of the creation, diffusion and utilization of the knowledge and information has been magnified at the 21st century of knowledge and information society. If the utilization level of the web site of the national-level R&D information system is enhanced, the duplication of the researches as well as overlapped R&D investment could be greatly reduced. In this regards, this study aims to identify the factors which affect customer value and intention of continued usage for the national science & technology information services (NTIS & NDSL). The empirical research results show that information service quality have a significant influence on the continuous usage intention of science & technology information service. Customer value, as well, influence the continued usage intention as a mediating variable. In addition, the situational factors of information use by itself shows a significant effect on customer value, but it does not moderating the relationship between information service quality and customer value. After a description of research result, we discussed implications and limit of the study as well as future study direction.

• Korean Journal of Construction Engineering and Management
• /
• v.10 no.3
• /
• pp.111-121
• /
• 2009

Value Engineering(VE) at design phase(so-called Design-VE) becomes quite a compulsory solution for better customer satisfaction, cost reduction, higher product performance, and, eventually, insured predominance in the competition. Unlike intended, however, the customer requirement on Design-VE has not been fully reflected in reality. Furthermore, the Design-VE occasionally does not progress in regular sequence; Preparation for measuring customer requirement - Function analysis - Idea creation. Therefore, this study suggests Axiomatic Design Theory to be adopted in Design-VE process expecting that the functions required by the customer could systematically reflected in VE process. Post-occupancy Evaluation(POE) is also represented as a method to measure and arrange the customer requirements. The customer satisfaction Design-VE process creates ideas defining functions in more detailed, to reflect the concrete user requirement. This approach helps function analysis and idea creation linked closely because function and idea are developed zigzag (i.e. function - idea - function...) in being decomposed into level down. The application of the process proposed by this study will be helpful to improve the customer requirement measurement and clarify a link between functions and ideas.

• Asia Marketing Journal
• /
• v.10 no.3
• /
• pp.127-146
• /
• 2008

The objective of the present case study is to analyze how effectively Samsung Petrochemical, which is a representative business-to-business corporation, has created customer value through total marketing strategy. Many business-to-business companies often underestimate or even denigrate the roles played by marketing within organizations and consider marketing investments as costs. However, the current case illustrates that total marketing strategy including brand marketing and others can be effectively employed to maximize customer value even in business-to-business sectors. The case summarizes that total marketing strategy of Samsung Petrochemical is comprised of two primary pillars: brand marketing and the SPC model as an implementation tool that consists of services, product, and customers. The present study is expected to provide valuable insights and implications for many other companies that are operating in the business-to-business sectors.

• Journal of Digital Convergence
• /
• v.11 no.4
• /
• pp.153-164
• /
• 2013

Business model innovation creates differentiated value to customers by transforming various elements of doing business. Rather than focusing singularly on either the external or internal environment, the business model innovation aims to identify the optimal combination of internal resources, competence, and the external factors, such as customer's needs and new opportunity. However, due to lack of clear definition of business model innovation, and inability to generate company's core business model, business model innovation has been difficult for companies to lead next growth. This paper reviews existing definitions of business model innovation and explore existing types of business model innovation and timing of business model innovation through two case studies. Concept of business model innovation which we identify, is composed of value proposition, value creation through value chains and networks, and profit model innovation. Finally, we demonstrates that already successful businesses can also create new values through business model innovation and adaptive advantage, even in a rapidly changing market environment.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.15 no.2
• /
• pp.183-192
• /
• 2020

This study conducted an exploratory study to derive the success factors of entrepreneurial marketing for startups. Through Delphi analysis, we derived the items of proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity, value creation, price setting, marketing communication, channel management, product development, sales and marketing information management. The importance and execution of success factors were measured through IPA analysis. The first quadrant(keep up the good work) has proactive orientation, risk management, resource leveraging, customer intensity. The second quadrant(concentrate here) has innovation. The third quadrant(low priority) has channel management, sales, marketing information management. The fourth quadrant(possible overkill) has prices setting, product development. These results showed that the success factors of startup's entrepreneurial marketing were proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity and value creation.

• Journal of Information Technology Applications and Management
• /
• v.12 no.4
• /
• pp.105-121
• /
• 2005

Ubiquitous computing(UC) is an emerging paradigm. Its arrival as a mainstream is expected to trigger innovative UC-driven business models (UCBMs). Currently, there is no Parsimonious methodology to analyze and provide diagnostics for UCBMs. With this research, we propose a analytical architecture that enables the assessment of an UCBM in its structural strengths and weaknesses. With value logic as the cornerstone, the architecture is composed of value actors, value assets, value context, business value Propositions, customer value propositions, value creation logics, and value assumptions. Dimensional variables are initially Identified based on the review of business model literature. Then, their significance is empirically examined through 14 UCBM scenarios, and variables that are expected to Play an important role in the UCBM assessment are decided. Finally, by analyzing the scenarios in terms of the dimensional variables, we attempted to summarize general characteristics of emerging UCBMs.

• Asia pacific journal of information systems
• /
• v.22 no.4
• /
• pp.51-73
• /
• 2012

Social network services based on openness, connectedness, and mass participation are reshaping many aspects of how companies conduct business and create value for their customers. For instance, Facebook and Twitter are expected to play a pivotal role as a new communication channel through which companies-forge close relationships with their customers for co-creation of value for mutual benefits. Given the potential of social network services, it is not surprising that many companies have strategically invested in social network services to reach out to customers. Despite the growing interest in social network services as a platform to connect companies and their customers, few guidelines exist about how managers can effectively utilize social network services in forging relationships with their customers. As such, scholars should pay greater attention to how firms can successfully develop relationships with their customers on social network services. In particular, this study employs the S-O-R (stimulus-organism-response) framework as a theoretical lens to develop a research model that explains customers' participation in the value co-creation platform that companies opened on Twitter. According to the S-O-R framework, certain types of individuals' behaviors can be best understood based on a causal link from environmental stimulus to organism, and response. We apply the S-O-R framework to understand how ubiquitous connectivity (stimuli) can influence customers' experience (organism) with companies on Twitter, which in turn influence their participation behavior (response). Two steps have been undertaken to empirically test the research model. First, we conducted a content analysis of tweets written by customers who follow companies on Twitter. As a result, we found event/promotion participation, company support, and giving feedback as three specific types of customer participation behavior. Second, we conducted a web-based survey to test research hypotheses in the research model. Participations in the survey were solicited to customers who followed companies on Twitter. As a result, a total of 115 respondents have completed the survey. Data were analyzed using the partial least square (PLS) technique. The results of data analysis suggest that ubiquitous connectivity (stimuli) had strong positive effects on perceive usefulness, perceived enjoyment, and perceived intimacy (organism). Perceived intimacy showed positive effects on customer participation behavior (response), such as event participation, company support, and giving feedback. Perceived enjoyment was found to have strong positive effects on company support and giving feedback. On the other hand, perceived usefulness did not have significant impacts on the three types of customer participation behavior.