• Journal of Information Technology Services
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• v.11 no.3
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• pp.67-87
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• 2012

These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain, which is open system. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain integration, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on business integration in IT capacity perspectives in competetive environments. We analyzed 163 domestic companies to find out many significant suggestive points. First, IT management capacity, process innovation capacity are adopted as determinants of differentiation and competetive edges against competing firms. Second, it is analyzed that the more the companies are in intensified competetive environment, the more likley that the innovation capacity and partner management capacity become the determinants of the business integration of the companies and that they pursue new market development strategy. Third, it is analyzed that the more the companies are in high demand fluctuation, the more likley that the innovation capacity becomes the determinants of the business integration of the companies, and that they pursue new market development strategy and operation efficiency strategy. Last, it is analyzed that the more the companies are Technology dependent, the more likely that IT management capacity and process innovation capacity become the determinants of business integration, and that they pursue new market development strategy and operation efficiency strategy. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competetive environments.

• 한국벤처창업학회:학술대회논문집
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• 2021.04a
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• pp.33-42
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• 2021

Based on the findings of Lee et al.(2020) and Lee & Oh(2021), this paper aims to fill the gap in our knowledge regarding the relationship between strategic choices and corporate growth by utilizing a novel dataset of 'Unicorn' and 'Hyper-growing' companies. Two previous studies provide coherent findings that the relationship between firms' strategies and their performance should be explored under a more comprehensive framework with consideration of both internal and external factors. Therefore, in this study, we apply a single conceptual framework to two different datasets, which considers the strategy factors as independent variables, and the industry(market) and the firm age as moderating variables. For our dependent variables, valuations for unicorn companies and revenue CAGR for hyper-growing companies are used after categorizing them into three uniform groups. The strategy variables include 'Generic (Cost-leadership, Differentiation, focus) strategies', 'Growth(Organic, M&A) strategies', 'Leading(Pioneer, Fast-follower) strategies', 'Target market(B2B, B2C, B2G, C2C) strategies', 'Global(Global, Local) strategies', 'Digital(Online, Offline) strategies.' For industry(market) factors, it consists of historical growth rate for industries and economic, demographic, and regulatory aspects of states and countries. To overcome the differences in their units, they are also uniformly categorized into multiple groups. Before we conduct a regression analysis, we analyze the industry distribution of the 'Unicorn' and the 'Hyper-growing' companies with descriptive statistics at the integrated and individual levels. Next, we employ hierarchical regression models on Study A('Unicorn' companies in 2019) and Study B('Hyper-growing' companies in 2019) under the same comprehensive framework. We then analyze the relationship between the 'strategy' and the 'performance' factors with two different approaches: 1) an integrated regression model with both the sample of Study A and B and 2) respective regression models on Study A and B. This empirical study aims to provide a complete understanding and a reference to which strategy factors should be considered to promote firms' scale-up and growth.

• Journal of the Korean Society of Costume
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• v.58 no.4
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• pp.139-154
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• 2008

The purpose of this study was to investigate distribution structure system in the Italian Fashion market through the buying office and trade show. The role of trade show in Italian fashion market is facilitate interactions between the producers and buyers. Milano Unica is an example of Italian fashion trade show that successfully create the right image and attract the right audience through the differentiation policy of management strategy for the show organization. The role of buying office is to offer satisfactions for their customers through giving right informations about the product that they request to buy and confidence of quality and price.

• Proceedings of the Safety Management and Science Conference
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• 2000.05a
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• pp.393-410
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• 2000

For the development of chinaware having korea culture, using marketing survey and questionnaire to analysis of the preference and attitude of customer, and expends marketing share by market segmentation and price differentiation. This study is present to marketing strategy by making the plan of sales promotion for the development of industry chinaware of Yeoju and Icheon area.

• Korean Institute of Interior Design Journal
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• v.27 no.1
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• pp.88-96
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• 2018

The income level of people in South Korea has risen as the gross national income per capita reached the milestone of 30,000 dollars. More and more consumers try to change their houses according to their tastes just like they express themselves through clothes, bags, and other fashion items, thus pursuing value-based consumption. The changes to the housing culture including the greater percentage of one- or two-person households and the growing trend of lease and monthly rent have made consumers increase their demands for products to express their lifestyles. As a result, global lifestyle shops with characteristic and diverse concepts entered the South Korean market and were joined by South Korean fashion brands, large-sized stores, department stores, and fancy stationery manufacturers, which launched their own brands, in the expansion of lifestyle shops across the nation. Lifestyle shops have a couple of unique attributes including the relatively clear selection of target consumers and a clear set of VMD strategies accordingly. Based on a judgment that there was cost differentiation among brands, the investigator categorized the comparison and analysis criteria into high, middle, and low prices to apply case analysis. This study set out to analyze VMD strategies for spatial composition through cost differentiation among lifestyle shops, take the results into total consideration, and propose an effective and competitive VMD strategy for lifestyle shops through spatial composition elements.

• Proceedings of the IEEK Conference
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• 2007.07a
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• pp.163-164
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• 2007

Consumer needs becomes various in a mature mobile telecommunication market, while service differentiation is hard to achieve. The competition among telecommunication service providers is getting fierce in order to maintain and obtain customers. Moreover, HSDPA caused the intense marketing activity for the move to the next generation customers. Under these circumstances, brand equity can be a key to a long-term competitive edge for mobile phone service providers. In this study, we identified the factors influencing mobile telecommunication brand equity, and its influence on the HSDPA service subscription behavior.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.1-17
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• 2022

Purpose - This exploratory study analyzes the performance of the business from the HRM point of view. Analyzed the influence of HRM and organization effectiveness on business performance. Also moderating effect of the strategy is analyzed. Research design, data, and methodology - Two outcome variables are measured, non-financial performance and financial performance. Two organizational effectiveness variables are measured, job satisfaction and organizational commitment. And two HRM areas are measured, HRM practice and organizational culture. Finally, two strategies are measured as moderators, market strategy and product/service strategy. This study analyzed employees of 554 from the 7th HCCP. This study used SEM and MCFA. Result - The results of turnover intention, growth rate, and profit rate verified the influence of HRM and organizational effectiveness. Overall results showed a contrary effect of education & training system implement and participation on job satisfaction and organizational commitment. Among organizational culture, innovation and relation positively affect job satisfaction and organizational commitment. However, antecedents influencing turnover intention, growth rate, and profit rate bear no resemblance. And the MCFA result shows that strategy's group differentiation analysis is meaningful in turnover intention not in financial performance. Conclusion - Based on this study result, management suggestions for turnover intention, growth rate, profit rate, and organizational effectiveness are made. Especially, due to the company's strategy.

• Journal of Korea Entertainment Industry Association
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• v.15 no.2
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• pp.169-178
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• 2021

The Korean girl group "Kara" has suffered the trilemma of its de facto failure to debut, the crisis of team breakup, and the CEO crisis of the agency. But the group has made an outstanding achievement in the history of Korean pop music after overcoming all odds. Their success strategy has never been disclosed by insiders involved in Kara's total music projects. This study has been carried out in the analysis of the strategy to provide academic implications and to honor the contribution of the late CEO Ho-yeon Lee and Kara's key member Ha-ra Gu. Therefore, between Nov. and Dec. 2020, we conducted in-depth interviews with managers, composers, stylists and Ha-ra Gu(Only in 2019, before her death) who took part in the project. The research model is set up by combining Porter's Competitive Advantage Strategy and the music value chain model into categories of "Product Innovation Differentiation (PD)" (producing, album production, performance activities) and "Marketing Differentiation (MD)" (market targeting, image specialization, promotion and communication). The analysis showed that the PD focused on complete rediscovered harmonization and revalued members' personality and sincerity with peppy songs and dainty dances as well as emission of "bright energy" which caused healing effects instead of mimicking other star singers recklessly. In terms of MD, they selected Japan's 10-20s as their main market, increasing intimacy with fans and media with the image of cute+pretty+classy+sexy. The result suggests that Poter's differentiation can function as a meaningful strategy frame in the fostering, hit, and revival of idol groups. In addition, it reaffirmed that spontaneous and passionate activities of early-stage or celebrity fan may serve as a valid catalyst for realizing differentiation, as Kara's caller of Japanese actor Gekidan Hitori caused a strong "priming effect" that drove Kara's unexpected wonderful success in Japan.

• Proceedings of the Korean Society of Postharvest Science and Technology of Agricultural Products Conference
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• 2003.10a
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• pp.51-70
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• 2003

In recent years, Korean rice must compete with the rice of advanced countries under Doha Development Agenda(DDA) and free Trade Agreement(FTA). Therefore we should find more active and positive solution in rice industry according to the inncreasing power of international pressure. Increasing rice production was the most important policy during the past food-deficient days, but recently, with overproduction of rice, various circulation system by the brand(price)-differentiation should be settled in a recent market of Korea. Nowadays, some advanced rice farmers and Rice Processing Complex(RPC) managers developed new brands of rice with high-quality, adding healthy materials and environment-friendly farming methods. Therefore, the future strategy of making a new brand rice should be planned including selection of rice variety, cultural and post-harvest techniques, circulation and processing methods to compete against foreign rice. And environment-friendly farming is also recommendable for food safety and differentiate from imported rice. For the purpose of successful brand-rice, the following points might be considered. Firstly, selection of good quality rice and continual development of good variety must be conducted for the differentiation of Korean rice from foreign rice. Secondly, a special contract between producer and consumer with functional-rice, organic filming-rice, specific-rice will be recommendable. Thirdly, improvement of post-harvest management and milling system are necessary for the production of differentiated-rice. Fortunately, standard of inspection, rules of description for brand-rice must be developed by a more scientific examination in order to settlement of trust for consumer. Finally, provincial or regional-representative brand rice must be settled and conducted for the development of agreement market system between producer and consumer.

• Asia Marketing Journal
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• v.20 no.4
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• pp.1-19
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• 2019

This paper reports a case study of SevenBräu, the first company to acquire a license for small and medium scale beer manufacturing in Korea. This study explores how SevenBräu analyzed its consumers, competition, and environment to set its target market and successfully positioned itself to explore new markets in Korea. The company accomplished this through a mixture of marketing strategies with differentiated products and consumer benefits. SevenBräu has been growing fast and establishing its image as a "high-quality craft beer locally produced in a traditional way" and a "beer with regional characteristics," with young consumers (aged 20 to 35) as the main target. Such remarkable growth of SevenBräu can be attributed to factors such as: (1) product differentiation to satisfy the needs of consumers for taste, flavor, diversity, and freshness, (2) developing brands with regional characteristics and actively communicating its strategy through earned and owned media, and (3) sustainable management, considering both social value creation and environmental performance. Lastly, this case study presents challenges in the areas of brand management, value delivery network, and communication that SevenBräu needs to address in the beer market that faces increasing competition.