• International Commerce and Information Review
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• v.10 no.3
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• pp.391-406
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• 2008

Recently, U.S. beef completely is opened and a point of present time, beef import market is increased, the high branding and high quality of Korea's beef cattle is urgent for a brand-name of Korea's Meat got competitive superiority in world market. Also, for that situation, Producers and Distributors request successful marketing strategy establishment and in the concrete, I present a counterplan strategy based on 4P(price, product differentiation, sales promotion, distribution) strategy.

• Knowledge Management Research
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• v.11 no.2
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• pp.111-131
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• 2010

The purpose of this study is to categorize group of firms by using characteristics of technical innovation in telecommunication industry and to identify relationships between types of technical innovation and such contingency factors of technical innovation. The major findings of this study are summarized as follows; First, Type 1 Group (Innovative Industry Leading Group) tends to use innovative and market differentiation strategy and has more innovative C.E.O's management style and innovative culture. Second, Type 2 Group (Dependent Group on Market Change) tends to use market differentiation or cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture. Third, Type 3 Group (Small Technology Intensive Group) tends to use focused innovative strategy and has a more innovative C.E.O's management style and innovative culture. Fourth, Type 4 Group (Non-Innovative Group) tends to use focused cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture.

• Knowledge Management Research
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• v.12 no.3
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• pp.1-25
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• 2011

This research empirically examined the determinants of competitive advantages and performance of Korean film industry from 1996 to 2003 over a sample of 396 movies. Especially, the effects of knowledge-based resources, social capital, product differentiation strategy, and market entry strategy on a film performance were hypothesized and empirically tested. Findings of this study are as follows; First, confirming the importance of knowledge-based resources in film industry, both the superior business track records of producers and the superior artistic track records of directors and actors had positive effects on film performance. Second, supporting social capital hypotheses, while the strong ties between directors and producers had positive effects, the strong ties between directors and actors had negative effects on film performance. Third, confirming the importance of product differentiation strategy, genre differentiation against competing films had positive effects on film performance. Finally, confirming the importance of market entry timing, the number of competing films released following a film opening within a week had negative effects on film performance. The findings of this research suggest that producers, directors, and actors are not only the critical knowledge-based resources to create competitive advantages indeed, but the pattern of relationships among them also systematically influences the film performance. Moreover, it is suggested that film performance may be improved by the proper genre differentiation and opening day selection.

• Korean Institute of Interior Design Journal
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• v.20 no.5
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• pp.105-113
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• 2011

Brand is a useful tool for modem people living under the age of the brand, to explain the information of their products by differentiating themselves from others. It also represents the value of company and plays a major role convincing customers. Even living space brands are no exception. According to the development of marketing management ability, living space brands require the new sales strategy to dominate the market over the business competition, and plan differently for a changing market environment. On such account, companies are commercializing the living space via establishing its brands. Thus the study will cover the living space differentiation strategies for promoting the brand images of respective construction companies and will strive to compare and analyze the differentiation strategy factors that construction firms are pursuing through case analysis framework. Moreover, it's objective focuses on materializing the strategies of living space in accordance to the brand application elements.

• Journal of Distribution Science
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• v.13 no.3
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• pp.61-67
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• 2015

Purpose - Exports have long been regarded as significant drivers of sustainable competitive advantage and growth among small and medium enterprises (SMEs). The export activities of SMEs are particularly important in the context of export-oriented economies such as Korea. Although many studies have examined the determinants of exports, it is difficult to find empirical studies about the determinants of the export performance of regional SMEs. This study investigates the determinants of export performance in the regional SME context based on an integrated approach that combines the environment factor of industrial organization theory, competitive strategy theory, and the competences of the resource-based view. Research design, data, and methodology - To empirically analyze the determinants of export performance in the regional SMEs, data were collected from firms in the Daegu metropolitan area. Data were collected directly through questionnaire surveys; in addition, secondary financial data were also taken from the KIS-VALUE database. Out of the 175 responses that were received, 143 were considered to be worth examining. After testing the reliability and validity of the variables through multiple items such as environmental turbulence and competitive strategy, hypotheses were verified by using five multi-regression models. These models were: a control model with organizational size and age, an environmental model with technology and market turbulence, a competency model with R&D and foreign distribution channels, a strategy model with product and market differentiation, and an integrated model including all of these variables. Results - First, as a control variable, the organization size has significant positive effects on export performance. Second, technology turbulence based on industrial organization theory has significant positive effects on export performance, but market turbulence does not affect export performance. Third, the foreign market distribution competency of the resource-based view has strong positive effects on export performance, but the R&D competency does not affect export performance. Fourth, the product differentiation strategy from competitive strategy theory positively impacts export performance, but market differentiation does not affect export performance. Finally, in the integrated model, only the foreign distribution competency of the resource-based view has a significant effect on export performance. Conclusions - The empirical results of this study verified the usefulness of the rationales behind the three theories to explain the export performance of the regional SMEs, especially the importance of the foreign market distribution competency from the resource-based view. With regard to practical considerations, this study's implications suggest that the use of technological environmental changes by industries is better than the use of market changes. Further, the use of the product differentiation strategy is more effective than the use of the market-driving strategy, and the distribution channel competency plays a stronger role than the technology-oriented competency with regard to the export performance position of regional SMEs. Future studies should examine relational perspectives, such as trust among channel partners. Therefore, the configuration approach is more useful in enhancing pragmatism by comparing high- and low-export companies.

• Asia pacific journal of information systems
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• v.12 no.4
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• pp.173-192
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• 2002

Internet-based on-line firms have focused on the development of new business models with an assumption that this new model would create their competitiveness. At the same time, off-line firms have opened new marketing channels on the internet in order to defend their position against on-line firms. Based on Porter's well-known generic strategy, this study compares between on-line firms and on-offline firms i) whether these two types of firms take different strategies among cost reduction, marketing differentiation, innovation differentiation, and focus and ii) how the performance of these two types of firms is affected by different strategy types. The result shows that on-offline firms prefer the strategy of marketing differentiation and innovative differentiation while the strategy of cost reduction and focus are taken without significant difference between online firms and on-offline firms. Also it is found that even though the strategy of marketing differentiation and innovation differentiation are more preferred by on-offline firms than on-line firms, these two strategy types have a significant influence on the on-line firms' performance while the focus strategy has a significant influence on the on-offline firms' performance. Other managerial implications are discussed.

• The International Journal of Costume Culture
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• v.12 no.1
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• pp.101-105
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• 2009

With the acceleration of globalization, China accounts for a larger part in the world economy. The Korea fashion brands that have entered into China are becoming more diverse and various and China has become a major market of Korea fashion brands. More than 100 Korea fashion brands rushed into Shanghai, gaining a lot of attention. Korea fashion brands have market strategies such as differentiation strategy, high price and diversification. Korea fashion brands have gained a large market share in China owing to their diversity of products and successful marketing strategy. In order to get more profit, they should make more efforts to increase their brands' awareness, getting more potential consumers.

• Fashion & Textile Research Journal
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• v.5 no.4
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• pp.351-362
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• 2003

To study marketing strategy changes caused by Korea fashion industry development process, the fashion marketing strategy changes of Japan, considered as the most similar one of Korea, was compared. At each period, p! roper cost efficiency strategies, product differentiation strategies, and market segment strategies has been selected and applied. The fashion industry foundation period namely practical usage clothing period of Korea follows 10 years after one of Japan. 90's highly sensitive fashion period namely fashion industry growth period follows 5 years after one of Japan. As entering to fashion industry maturity period with global competition, the time difference falls to less than 5 years. With hosting of 2002's World-Cup, Korea's global competitiveness has increased, and it appears to be possible of being fashion market leader in East Asia and Japan's rival on an equal footing.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• Journal of Fashion Business
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• v.22 no.5
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• pp.64-82
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• 2018

As sustainability of fashion brands is becoming more important in the prolonged depression, the fashion market is also seeking ways to create new value through convergence with various fields. In the fashion market, convergence marketing is engaged with diverse technologies combined with advanced technologies and strategies. This study established the conceptual characteristics of convergence and divergence from a market perspective. Convergence can be summarized as Borderless, Compounding, Diversification, Recombination and Affiliation. The conceptual characteristics of the divergence can be summarized as de-fusion, individualization, differentiation, specialization, and segmentation. The characteristics of convergence revealed through the case of fashion market include the expandability of the new category, the expandability of the consumer, the brand experience, and the expandability of time and space. Divergence is the differentiation of brand value, target customer, and product nature. Through this study, we could understand the differentiation of the fashion market and the direction of the marketing strategy by looking at the characteristic of the convergence marketing - oriented research that has the contrary conceptual characteristics from the extended viewpoint. Based on this, it is possible to see the changes and patterns of brand marketing strategies and techniques in recent fashion market. In the future, it is expected that the systematic study of the marketing strategy of the domestic fashion brand based on the convergence and change characteristics of the fashion market proposed in this study will continue.