• Journal of Korea Society of Industrial Information Systems
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• v.27 no.1
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• pp.93-109
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• 2022

Today, digital transformation in providing service value to companies that combine service and technology is becoming a necessity. In the transition period of digital transformation, various factors such as data, artificial intelligence technology, and partnerships can become competitive factors. In particular, digital transformation, which combines information and services with customers, creates a new business model that changes the entire industry and is presented as core competitiveness that creates customer value. From these aspects, the purpose of this case study is to derive competitive advantages on digital transformation using the case of company S. First, the study analyzes the same type of industry based on the case of app service. Second, this study presents preference factors in the operational process to enhance competitiveness by expanding user participation in accommodation reservation services. In addition, the customer service value model provides through the analysis of the five competitive factors in the operational process. This study elaborates the implications of the customer service value creation model in terms of new opportunities and challenges in digital transformation as a new customer service strategy.

• Journal of Information Technology Applications and Management
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• v.21 no.1
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• pp.137-150
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• 2014

The following study specially aims to market platform in the mobile circumstance. The characteristics of customers and infrastructure are handled by market platform under the new media. These characteristics will be revealed based on the unification of organizational structure and interaction of information structure in the relationship marketing. This study investigates what characteristics and impact of infrastructure of Market Platform will affect the cognitive impact on both buyers and sellers to clarify the impact on Perceived integratedness and Interactive Accessibility of the shopping process. Through this investigation, modeling for the impact that new media environment will attract Market Platform will be developed from the investigation of attractiveness of mobile market platform environment. Changes in the technical media environment gave the characteristics of the customer in the market platform, so consumers could involve not only consumed, but also manufactured. Thus, it is possible to increase the attractiveness if market must be able to not only for the convenience of shopping, but also make people to enjoy the experience of value co-creation. In other words, the new media, as a result of affecting the marketing system, mobile market platform is organized on the base of the market communication. Perceived integratedness and Interactive Accessibility, 2 properties of new media increase the co-creation experience and perceived convenience in the market platform of their customers. Therefore, the structure of market platform that enhance the co-creation experience and perceived convenience has higher attractiveness. They create beneficial experience to the customers and productive values to the producers as well.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.227-236
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• 2016

Co-creation is an important approach to innovation that uses internal and external sources for value creation. This study identified the effects of intrinsic motivation, extrinsic motivation, and the moderating effects of activation factors using multiple regression and moderated multiple regression. To this end, 181 usable questionnaires were collected and analyzed. The result of analysis showed that intrinsic motivation had the significant meaning and the moderating effects of activation factors on the relationship between extrinsic motivation and co-creation participation exist. Companies may use this result to activate the co-creation participation of the customer. The future study analyzed by survey responses in multiple layers will improve the generalization of the study.

• Journal of Distribution Science
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• v.12 no.12
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• International Commerce and Information Review
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• v.16 no.5
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• pp.151-178
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• 2014

The objective of the present case study is to analysis how effectively Hilti, which is a former family firm owned and managed by a family in Liechtenstein as a tiny european country, a land sandwiched between Switzerland and Austria, has made a global market success. Liechtenstein has $160km^2$ land and about 36,000 residents. Despite its small size of country, however, Hilti Corporation doesn't view its location as a liability in its business strategy. Hilti is a global leading provider of professional power tools in building, mining, civil engineering etc. Also, Hilti is a firm with a clear vision to become the leading industry partner for construction professionals and building installations through customer focus, high quality equipment, and tools and systems specially designed for specific jobs. This study considered Hilti as a good case, which verifies that born-conditions, endogenous factors according to Michael Porters diamond model does not decisive role more for international competitiveness of firms. Lessons from Hilti are that in order to obtain and sustain the global competitiveness of small and medium-sized firms in Korean manufacturing sector under high production cost, they have to do actively innovative. Also they can give to customers newer and higher customer-values than competitors in abroad give. The case summarizes that the strategy of Hilti for the global market success is comprised of several factors: Technological and organizational innovation, and a clear customer-value oriented business strategy and its implementation. Innovation and its integration into marketing for the customers value creation is central to Hilti's Success. The present case study is expected to provide insights and implication for many firms in Korea that are seeking to secure global presence and market success.

• The Journal of the Convergence on Culture Technology
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• v.10 no.3
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• pp.451-459
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• 2024

Recently, the size of the online education service market has been growing, but the B2C platform education service market, where companies take the lead in creating content and consumers consume the content, has become widespread. This makes content creation rigid and may have limitations in creating at various levels. This Study newly establishes the concept and type of customer needs, wants, innovation, and platform business, and presents new start-up success factors in all fields of platform business start-up and a standard diagnostic process for the possibility of platform start-up success. Through the presented process, customers, core activities, and value proposition factors can be derived. Finally, a business model for starting a C2C platform for elementary, middle, and high school education is built centered on the business model canvas.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.1
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• pp.99-109
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• 2014

This study illustrates and compares the platform strategy of Apple and Samsung, which have been operating their own App stores, by using the $IISI^n$ model. Apple, the first mover of the platform, has employed closed strategy for quality control of the platform and customer loyalty. On the other hand, Samsung has employed open strategy for increasing the platform network effects. The result of this study showed that the platform strategy "Openness", which is a free entry of participants, and "Sharing" of created value, are important along with the excellent platform environment. As a pioneering study of the platform strategy for the co-creation, this research contributes to both theory and practice.

• Asia Marketing Journal
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• v.20 no.1
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• pp.23-48
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• 2018

SK group has been a pioneer in overall brand management and, more recently, in CSR-imbedded brand management. SK vision of "improving itself to give greater happiness to all of its customers" and the symbol mark of "Wings of Happiness" are some good examples of integrating distinct brand identities of various member companies. After impressive growth and expansions into diverse business areas, SK group is ranked as the third largest company based on asset amounts according to the Fair Trade Commission of Korea, only after Samsung and Hyundai Motor groups. SK brand management can be analyzed, using the framework of 4 stages - 'infrastructure', 'planning', 'doing', and 'seeing' stages. In order to secure 'infrastructure' of brand management system, SK has invested huge resources to the 'SK BMS' (SK Brand Management System). At the 'planning' stage, the most important task of SK like other Korean business groups is perhaps to adopt a well-organized 'brand identity (BI) system' which may consolidate brand values of individual member companies. In actuality, SK BI consists of Customer Happiness located at the center and 3 other elements of Pride, Professionalism, and Customer-orientation. At the 'doing' stage, the slogan of 'OK! SK' and the logo of 'Wings of Happiness' have been placed at the core of the SK group brand building programs. SK adopts the principle of 'independent yet united', pinpointing that each member company independently works for its business performance but it is, at the same time, encouraged to integrate its capabilities for the SK group brand. In addition, SK has sought 'shared growth' with business partners for happiness for all the members in the society. 'Social Contribution Philosophy' based on SK value of 'creation of greater happiness' is again one of the most important guidelines for CSR (corporate social responsibility) at the doing stage. At the seeing stage, SK regularly evaluates its branding programs. SK has shown some very impressive achievements in brand management: (1) a core identity of 'Customer Happiness' participating member companies may share, (2) harmonious relationships between the group brand management office and brand management divisions of member companies, and (3) consistency-keeping in brand management over time. However, there remain two major challenges: (1) globalization of SK and (2) reinforcing sustainable superiority over not only Korean rivals but also global ones.

• Journal of Digital Convergence
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• v.10 no.5
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• pp.327-331
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• 2012

Although crafts industry in Chungcheongbuk-do where Cheongju International Craft Biennale is held has an excellent infrastructure, it is backward comparing with other regions. So we face up to the reality and desire to contribute to the creation of added value and the development of local crafts culture through study on the here and the hereafter of Chungbuk crafts industry. We figure out the customer satisfaction and the potential customer preference for cultural products on sale currently. Then, we establish a detailed marketing strategy and study the way how we can solve the current difficulties including design, technique and marketing.

• The Research Journal of the Costume Culture
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• v.25 no.2
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• pp.206-223
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• 2017

This study examines the role of visual merchandising (VMD) in creating effective interior displays for fashion "select shops"(shops that carry a wide selection of brands) amid the recent changes in consumption trends, with consumer needs becoming increasingly individualized and diversified. Fashion select shop interior displays can be categorized as self-service, showcase, counter, and environmental display spaces. Regarding the VMD elements that contribute to effective interior displays, we reached the following conclusions. First, in self-service displays, in order to heighten sales efficacy, display elements should be presented in such a way as to enable customers to select products with ease by themselves. Second, the mere presence of showcase displays was found to be insufficient; if, however, select shops use showcase displays to arrange products according to the flow of customer traffic, enabling the creation of a gentrified atmosphere for products, this may contribute to a differentiated image of brands, heightening perceived product value. Third, in counter displays, having a harmonious arrangement of display and presentation elements promotes sales by inspiring customer confidence. Fourth, regarding environmental displays, it is important for stores to have attractive interior designs and decorations in order to reproduce settings in which products are actually used, as this can inspire interest in products and promote customers' purchasing intention.