• The Journal of Information Technology
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• v.4 no.2
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• pp.51-68
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• 2001

This study integrates personality trait theory to empirically Investigate the corporate strategy in Korean venture firms. This study predicts that type A/B, locus of control(internal/external), and risk-taking/avoiding will be positively associated with corporate strategy selection. Corporate strategy selection consists of aggressive entry strategy and defensive niche market strategy. Data obtained from a survey of 87 venture business firms is used to construct final variable measures and test the hypothesized relationships. The statistical result shows that type A, internal, and risk-taking CEOs positively associated with aggressive entry strategy, and type B, external, and risk-avoiding CEOs positively associated with defensive niche market strategy. Additional analysis(multiple regression model) to test relatively importance of independents is used.

• The Journal of Industrial Distribution & Business
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• v.9 no.9
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• pp.45-52
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• 2018

Purpose - This case study is dedicated to the study of the presence of KIA Motors in the Kingdom of Saudi Arabia (KSA) and its market and entry strategies for strategic globalization that allowed the company to establish itself within a conservative and clustered marketplace dominated by American and Japanese international brands. Research Design, data, and methodology - The main information for the case was gathered through an interview and questionnaire from the executives of the KIA Al Jabr, which got the exclusive dealership in Saudi Arabia. Moreover, secondary data were obtained from reliable and authoritative sources such as the Saudi government agency publications, newspapers, international business journals. Other related periodicals based on the results from previous and current studies on similar topics were critically reviewed as well. Results - The findings of this paper show the different business environments of the Saudi market and the importance of various points regarding the company's global entry strategy even if the host market culture is quite different in many ways from other international markets. Conclusions - This case can provide Korean companies interested in the Middle East with insight into market penetration and global strategy, and present various perspectives and implications for global market access as well.

• 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.

• Journal of Korea Game Society
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• v.11 no.1
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• pp.159-168
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• 2011

Online game industry has achieved remarkable development not only in Korea, but also in the world with support from huge progress in information technology. By the way, there was calm period that top tier MMORPGs had held their ranks in oligopoly situation before Aion's appearance. At that time, NHNgames succeeded to penetrate into the market and settle down as a major player. In this context, this study will identify the factors of successful market entry strategy and draw helpful ideas by analyzing case of NHNgames which succeeded to enter the market of MMORPG through the basic strategic framework of Kalyanaram and Gurumurthy. This discussion will provide several implications for the solution of online game market penetration problem which might be never ended and for the way of industry's development.

• International Commerce and Information Review
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• v.12 no.4
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• pp.363-382
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• 2010

It should be unthinkable to not provide water at survival of any living things. Water is too a basic element for development for a country. Currently, the global market of mineral water is growing rapidly. This study, I conceptualized mineral water as bottled water. In particularly, bottled water has seen huge global growth for the last few years. The annual growth rate of the market in the period 2005-2009 was 5.9%. Following a surge in obesity and subsequent health and wellness trends, many consumers are switching from sugary soft drinks to healthier alternatives. Therefore, the global bottled water market is one area which has big potential for growth, but price competition is getting intensified among multi-national and domestic firms. Korean providers too are faced with strong competition in growing domestic market. The bottled water market has presence of multinational provider like Nestle, Danone and Coca-Cola, which collectively account for 35.1% of the world market share in 2009. On the basis of a market orientation approach, this article looks at changing environments in the world mineral water industry and attempts to describe foreign market entry strategy of the Korean mineral water industry. The market orientation provides strong norms for learning from customers and competitors, is instrumental in creating a superior value for buyers, innovating successfully, and generating excellent firm performance. So firms should consider a strategic planning in basis on market orientation before they enter foreign markets. Some discussions were made about managerial implications for Korean bottled water providers.

• Journal of Distribution Science
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• v.17 no.1
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• pp.47-56
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• 2019

Purpose - This case study illustrates the story of eBay Korea, which owns two most leading Korean open market companies, AUCTION and Gmarket. The main concerns are to take over the Korean top domestic companies one by one, then, emerge these two giants through its well-developed post-merger Integration by eBay, an American multinational corporation. Research design, data, and methodology - This case explores various secondary resources such as periodicals, annual reviews, magazine, news articles, commentaries, even some interview materials related to 'eBay Korea' and industry source on condition of anonymity based on the critical reviewing of existing studies on these topics as well. Results - The findings of this study show the merger and acquisition of two market leaders in Korea is the only successful case in Asian Markets. The eBay's choice of entry mode is appropriate considering the timing, synergy and efficiency by sharing their resources. Conclusions - This study examines the successful entry and settlement process of foreign, multinational company through mergers and acquisitions in the Korean market. This would be a valuable in the studies of International Business and Global entry or distribution strategy in the e-commerce and open market dealing with M&A and its post-merger integration.

• International Area Studies Review
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• v.15 no.2
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• pp.3-23
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• 2011

Existing studies have argued that, compared to the 1990s, the Japanese foreign direct investment (FDI) in the 2000s became multi-faceted in terms of investment motivation, ownership structure and entry mode, and diversification strategy. We have conducted a cross-sectional analysis and compared our results with the recent findings. We have found that the Japanese FDI in the mid 2000s became globally focused and regionally diversified. Ownership strategy and entry mode of the Japanese FDI in the Asian countries shows a remarkable shift from joint venture to wholly-owned subsidiary. In contrast, the preference of greenfield investments was observed consistently across regions. It seems that, after the Asian financial crisis, the Japanese firms began to re-optimize global FDI strategy and to regionally differentiate investments.

• Journal of Korean Society of Environmental Engineers
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• v.32 no.6
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• pp.531-538
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• 2010

• Journal of Mushroom
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• v.22 no.3
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• pp.122-127
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• 2024

This study was conducted to evaluate the market potential of 'Hwanggeumsantari', a new oyster mushroom variety developed in Gyeonggi Province in 2019, and to derive effective market entry strategies. To objectively assess the marketability of 'Hwanggeumsantari' from various perspectives, a panel of 50 consumers was formed, and surveys and interviews were conducted. Additionally, two Focus Group Interviews were held with distributors in the agri-food sector. The results showed that potential consumers were positive about the color and texture of 'Hwanggeumsantari', but expressed relatively less satisfaction with its shelf life and aroma. Distributors, through tow Focus Group Interviews, evaluated that the product had sufficient market competitiveness, but called for efforts to improve cultivation techniques and enhance price competitiveness. Based on the results of market evaluations by consumers and distributors, a SWOT analysis was conducted. The main strengths identified were its outstanding color and texture, while the main weakness was its freshness issue. Meanwhile, the growing demand for healthy foods and various online sales channels could provide market entry opportunities for 'Hwanggeumsantari', but high sensitivity to price in the case of premium pricing could pose a threat. Consequently, a market entry strategy for 'Hwanggeumsantari' was proposed using a 4P mix approach based on the SWOT analysis results. The product strategy emphasized premium positioning, small packaging, and the development of packaging technology to maintain freshness. The price strategy proposed premium pricing and the operation of incentive programs. The distribution strategy suggested channel diversification, direct stores, or direct sales, while the promotion strategy emphasized storytelling and collaboration with influencers.

• Journal of Distribution Science
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• v.12 no.7
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• pp.45-51
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• 2014

Purpose - This study aims to explore the success of Lotte Mart in the global market, as well as examining the factors related to its entry methods. Research design, data, and methodology - This study analyzed the differences between Lotte Mart and E-mart in terms of their market entry methods, based on references and secondary data. This study is based on qualitative research that analyzes actual cases. Based on the results, this study analyzed and discussed actual cases based on references and secondary data, including newspaper interviews on Lotte Mart. Results - Lotte Mart succeeded in adapting to local markets it did this by ensuring the use of both mergers and acquisitions (M&As) and greenfield methods. In contrast, E-mart utilized only greenfield methods. Conclusions - The findings of this study may not be generalized to all industries, as only Lotte Mart was examined using the case analysis method. Therefore, the successful market entry modes of various companies should be explored in terms of FDI.