• Journal of Information Technology Services
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• v.12 no.3
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• pp.195-205
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• 2013

Global media companies like Sony, Fox, Vivendi, and Disney expand their activities aggressively to foreign markets. This paper seeks to find out their precise strategies to succeed in the global market. Our study focus on two companies Fox and Sony who manage successively in Korean market. Particularly, these two media companies launched in Korean market several channels, joint venture companies with Korean partners and have expanded.Korean channel in East asian countries.

• The Research Journal of the Costume Culture
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• v.16 no.4
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• pp.595-608
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• 2008

Although Korean apparel companies have transformed dramatically from contractors to sourcing companies thanks to the rapid growth of local market, relatively little work has been done identifying the determinants and the patterns of global sourcing activities of Korean companies. The purpose of this study was to outline a conceptual model that may be used to organize and guide global sourcing activities of Korean apparel manufacturers and retailers. The conceptual model identified four important factors, cost factor, strategic non-cost factor, firm's internal factor, and global factor, which affect global sourcing strategies and help predict how companies conduct various sourcing activities. The model also identified two sourcing patterns, outsourcing and intra-firm sourcing. In developing the model, literature review on how manufacturers and retailers in diverse areas including global apparel sourcing was conducted. Managerial implications and directions far future study were offered as well.

• Korean Management Science Review
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• v.28 no.3
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• pp.125-141
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• 2011

We have recently witnessed many of global companies did not successfully adapt themselves to local markets, and finally exited the markets experiencing failures. The purpose of this study is to suggest practical glocalization strategies for global e-service companies to run their respective businesses in local markets with success. Glocalization is a terminology blending globalization and localization, meaning that global companies adapt themselves to local cultures, environment, languages, laws and regulations so as to survive and prosper in those markets while maintaining high quality of standards and processes they originally have for global competitive edge. Examining success stories as well as failure ones of global e-service companies having entered Asian markets, we provide marketing mix strategy for successful glocalization, and suggest some guidelines for prospective e-service companies wishing to enter local markets with different cultures and languages to fit themselves to new environments.

• The Korean Journal of Health Service Management
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• v.14 no.1
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• pp.55-65
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• 2020

Objectives: To provide guidance for agency planning by identifying barriers faced by Korean pharmaceutical companies in global regulatory affairs. Methods: A questionnaire survey on global regulatory affairs was administered by email to personnel at Korean pharmaceutical companies. From a total of 60, 28 responses were collected. Respondents' companies were classified as small-sized or large-sized, based on whether their annual sales amounted to KRW 100 billion. Results: Small-sized companies were experiencing greater difficulties in receiving drug approvals from advanced countries, particularly during the Investigational New Drug (IND) and Good Manufacturing Practice (GMP) processes. Conclusions: Support measures to specifically help small-sized companies enter more advanced markets and further improved global regulatory guidelines that can meet large-sized companies' expectations are needed. Moreover, domestic and global regulatory standards should be harmonized to benefit both groups.

• Journal of Distribution Research
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• v.1 no.2
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• pp.141-172
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• 1996

This study is to investigate global logistics strategies of Korean electronics companies. in terms of service parts. According to the survey, Korean electronics companies were pursuing multi-level global logistics network such as global, continental, national, regional and service center echelon for improving the efficiency of service parts global logistics. Especially there was a tendency of developing new continental distribution centers. And the companies were exploiting efficiency through inventory control by multi-level echelon, demand forecasting by the product life cycle and supply and service lead time management. But there were some insufficient factors for the efficiency of global logistics operation at the construction of worldwide real time logistics information system and pursuit of the efficiency on the whole network including subcontractors. For the future competitive advantage of the Korean electronics companies, the following are suggested: 1) the establishment of arranged logistics channel adjusting each company's global strategy, 2) the construction of worldwide real time logistics information system, 3) the reengineering of all logistics procedures such as order processing, shipping, inventory control, etc., 4) the enhancement of the ratio of the supply from the external companies and the internal manufacturing subsidiaries at each continent, 5) and the pursuit of operational internalization of external subcontractors.

• Journal of Korea Trade
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• v.26 no.3
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• pp.63-78
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• 2022

Purpose - This study's purpose is to analyze which factors are more important to strengthening the competitiveness of global innovative companies by firstly sampling global 40 enterprises, secondly investigating of study models empirically, thirdly finding out significant implications through research, and finally using this result to help improve global companies' competitive edges. Design/methodology - Developing three research models of hypothesis and using 5 variables such as technology innovation, knowledge management, human resource development, sustainable management, and corporate life, this study was empirically carried out by reliability and validity testing, correlation analysis of variables, and multiple regression analysis of three research models. Findings - Through proceeding empirical analysis study, we found out that technology innovation and sustainable management had a significant impact on strengthening competitiveness through the hypothesis test. Those two factors had positive results and a synergy effect through correlation analysis along with process change and human resource development, which are also important areas in global innovative companies. Originality/value - In line with the fourth industrial revolution era's acceleration and COVID-19's large impact on all industries, global companies are newly developing their business models to cope with external environment change. This study's results would be meaningful for global enterprises and domestic companies to improve their overall competitive edge by reinforcing their innovation strategy, preparing next growth engines, diversifying business portfolios, and setting business milestones.

• Journal of the Korean Society of Clothing and Textiles
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• v.29 no.2
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• pp.286-297
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• 2005

Recently, due to the gloalization of the industry environment and the consequent multi-national companies led by industrialized countries, fashion companies of newly industrialized countries are pursuing to globalize their businesses. This study conducted to review the global configuration of activities of the added value chain, the strategies to enhance global competitiveness, and global performance of value activities of Korean fashion companies. The data were collected from the survey by questionnaire on Korean fashion companies. The methods of analysis used in this study were regression, and descriptive statistics of the data. the results werw as follows. First, Korean fashion companies were undergoing diverse value activities through their foreign subsidiaries and overseas out-sourced companies in a wide spectrum of business activities ranging from design/planning o products to marketing/logistics. Second, the global competitive strategies that the Korean fashion companies were most focused on were the cost/productivity aspects. The efforts to differentiate the products from competitors, the efforts for innovation, an the efforts of growth were the next strategies. The strategy that was least emphasized was on seeking alliance with other business partners. Third, the result of the globalization efforts showed an overseas market growth of and average of 9%, and an average overseas market profit of 7.8%. The overall satisfaction on the result of the overseas market activities, and the rate of accomplishment of market targets were generally low.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.399-409
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• 2021

This study examines whether oil and gas companies comply with the requirements of the International Financial Reporting Standards (IFRS) 6 on Exploration and Evaluation (E&E) of Mineral Resources. For this purpose, a comprehensive checklist divided into eight different parameters was prepared by including every requirement of IFRS 6. While building on the previous studies, the annual reports of the top five Indian and top five Global companies engaged in this business have been investigated in detail against the checklist using content analysis as the research method. Results show that a majority of the companies (both Indian as well as global companies) have not been complying with the requirements of IFRS 6. In five out of eight parameters the companies have not complied with even half of the requirements. The overall compliance ratio is as low as 41.54 percent and 43.68 percent for Indian and Global companies respectively. While analyzing the non-compliance, it has been observed that despite having distinct accounting standards, different kinds of companies are reporting differently. Thus, it is not in line or consistent with the goal of IFRS i.e., to establish a universal language for the companies to prepare the accounting statements. The research findings identify the exact area of non-compliance while citing the relevant paragraph number of IFRS 6.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.39
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• pp.367-389
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• 2008

On the stage of an international trade with well-developed transportation, communication system and proliferation of free trade, global companies who are eager to sustain business growth by cutting cost and pioneering new market are facing a new challenge named "Global Compliance" of business transparency, export and import regulations, and potential international business environment. The purpose of a global compliance is to monitor and regulate a company's trade activities to reduce the risk of transactions that might violate relevant countries' laws, regulations, or standards. After the 911, for strengthening the non-proliferation of the export control goods, UNSCR1540(United Nations Security Council Resolution 1540(2004)) was declared in order to enforce the members to adopt the rules in the resolution into their national laws and regulations. Companies does not realized that they need to get rid of the risks because they underestimate the importance of international security, caused by their careless management. That is why currently the export control program is not fully observed by the most. Lack of awareness for the export control and the poor system of each members could be the reason for this unstable operating status. With this background, this thesis will study on the meaning of export control, schemes for companies to recognize its importance and governmental guideline to support global companies.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.35
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• pp.179-219
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• 2007

Cross-border supply chains undergone complexity in the global trade process, unpredictability and continually evolving regulations and information requirements. Under these circumstances, longer lead time inhibiting quick response to market demands, unanticipated supply chain costs eroding product cost savings, compliance and documentation errors causing delays and fines are challenging global trade companies when they execute global business. These problems are mainly caused by unautomated, unintegrated process which lead to longer and more unpredictable lead times, slower cash flow, cost overruns, and ultimately lower profits and less satisfied customers. Complex and unpredictable global trade environment requires global trade companies of global trade management functions to automate and control this complex environment for driving out cost, time and risk from their business. Global trade management allows cost savings, supply chain efficiencies and improved compliance through improving global supply chain visibility, facilitating cash flow by supply chain financing, enhancing supply chain security and risk management.