• International Journal of Internet, Broadcasting and Communication
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• v.8 no.3
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• pp.58-62
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• 2016

Due to the rapidly changing global business environment and global management environment, companies must actively act for competitiveness. By examining the development process of Enterprise Resource Planning (ERP), there is a chance to optimize the organization and find measures to improve the company competitiveness. It seems examining task process, and studying the influence of ERP introduction to management performance by considering whether the excessive maintenance cost or repetitive investment toward ERP is quiet significant. The companies which instituted ERP uses "business process model" provided by "Best Practice" compare own task to choose much efficient method. This allows simultaneous realization of ERP institution and Business Reengineering (BR).

• Korean Journal of Clinical Pharmacy
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• v.23 no.2
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• pp.106-113
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• 2013

Background: For Korean pharmaceutical industry to continue to grow, it is requisite to enter the global markets of developed countries. However, the export volume has fallen short of 10% of the gross sales and the industry has only recently warming up to prepare the globalization along with suchlike the Columbus Project. Purpose: This research was conducted to identify the difficulties Korean pharmaceutical companies perceived and to discover the gap in the needs for the government aid the companies have been seeking in the purpose of entering the developed pharmaceutical markets. Method: A survey method was used for this research. Six experts were surveyed and provided comments for the pre-questionnaire. Then, a final questionnaire was developed consisting of 10 items on regulatory-related and another 10 items on non-regulatory-related factors in drug exportation using the Likert scale (1 to 5). The survey sample was 30 Korean companies which have participated in the Columbus Project since 2010. Results: Nineteen (63%) companies responded to the survey. Most companies perceived difficulty (mean = 4.19) over the entire pathway of the regulatory process of global markets. Clinical trials and post-marketing surveillance were remarked as the most difficult barrier to follow the regulatory globalization. Among non-regulatory related factors, marketing, arranging a distribution network, obtaining experts, and projecting a timeline in exportation were brought up as the most difficulty. Conclusion: Especially, cost and language barrier were considered as the main cause producing these difficulties across regulatory and non-regulatory processes and accordingly, securing both long term budget and experts at governmental level was suggested by the domestic pharmaceutical companies.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.12
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• pp.8378-8385
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• 2015

The interest of global competitiveness for national defense industry. This study analyzes the efficiency and productivity of 45 defense companies in each continent(North America, Europe and Northeast Asia, etc.), including Korea defense companies. It is analyzed by Data Envelopment Analysis(DEA) and Malmquist Productivity Analysis over the period 2009-2013(5 years). The sample companies has been selected on the data avilability among the SIPRI Top 100 arms-producing and military services companies in the world(excluding China) in 2013. It extracts the relative efficiency and Malmquist productivity index of companies and each continent. Based on the DEA and MPI results, this paper estimates the global competitiveness and position of national defense industry and extracts implication. This study can be utilized for improvement of national defense industry and policy planning for cultivating the national defense companies.

• Asia Marketing Journal
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• v.14 no.4
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• pp.95-116
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• 2013

AMOREPACIFIC has rapidly grown to become a successful global brand by persistently seeking and achieving success in foreign markets. In 2011, AMOREPACIFIC was ranked as one of the global top 20 cosmetics companies. What makes AMOREPACIFIC's global success noteworthy is that AMOREPACIFIC challenged the France and the US market, where competition level is the toughest. Lolita Lempicka, AMOREPACIFIC's perfume brand, was chosen as one of the top seven most popular brands in the women's perfume market in France. In addition, Amorepacific, AMOREPACIFIC's namesake skincare brand, is currently recognized as a top prestige brand in the USA. Their success played a significant role as a bridgehead for AMOREPACIFIC in becoming a global cosmetics company. The main object of this case study is to analyze how AMOREPACIFIC became a global cosmetic company through building key brands such as Lolita Lempicka and Amorepafic, among others. Therefore, this study reviewed AMOREPACIFIC's unconventional approach in launching Lolita Lempicka in France, and Amorepacific in the US by focusing on how they foresaw the future opportunities and employed innovative marketing strategies. Specifically, we focused on Amorepacific's marketing strategy under the critical period when AMOREPACIFIC achieved great success in France with Lolita Lempicka (between 1997 and 2004) and in US with the brand, Amorepacific (2003-2008). The case of AMOREPACIFIC's success in the global markets can give valuable lessons to companies that want to extend their businesses to foreign countries and ultimately become global. One such lesson is the importance of building a successful pioneer brand in a powerful bridgehead market. While domestic competitors first entered into less competitive markets such as those in South-East Asia, AMOREPACIFIC challenged the toughest markets such as the French and US markets where the incumbent companies waged the most intensive and severe battles against Lolita Lempick and Amorepacific. Through the success in France and US market, however, AMOREPACIFIC built a powerful base for its successful global expansion. Another valuable lesson is the importance of foresight in uncovering great opportunities hidden behind the trends without losing focus on the brand's core character and values. Lolita Lempicka and Amorepacific showed excellence in foresight competition, which led them to succeed against the intense competition from Goliath companies. If Lolita Lempicka and Amorepacific had just followed the popular market trend at the time, they would have never succeeded.

• Journal of Digital Convergence
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• v.18 no.11
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• pp.195-205
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• 2020

As the use of the Internet has become more common worldwide, digital marketing has gained a great weight as an advertising medium. Low cost and effective digital marketing tools include websites, eyes, blogs, search advertisements, online banners, mailings, YouTube, etc., which most companies around the world use one or more of them for digital marketing. I have. In this environment, global companies with more than one overseas subsidiary have become very interested in how to establish and implement digital marketing strategies. However, many studies have been conducted on the necessity of digital marketing and its implementation strategy, but there are no studies on specific implementation methods that can be applied in practice. Therefore, in this study, we intend to define digital marketing suitable for global SMEs, establish a promotion strategy model, and present a specific implementation strategy establishment planl. Through this, we intend to contribute to establishing a general-purpose SME global digital marketing strategy.

• Journal of the Korean Society for Industrial and Applied Mathematics
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• v.26 no.4
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• pp.280-295
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• 2022

This paper contains an introduction to industrial problems, solutions, and results conducted with the Korea Association of Machinery Industry. The client company commissioned the problem of upgrading the method of identifying global supply risky items. Accordingly, the factors affecting the supply and demand of imported items in the global supply chain were identified and the method of selecting risky items was studied and delivered. Through research and discussions with the client companies, it is confirmed that the most suitable factors for identifying global supply risky items are 'import size', 'import dependence', and 'trend abnormality'. The meaning of each indicator is introduced, and risky items are selected using export/import data until October 2022. Through this paper, it is expected that countries and companies will be able to identify global supply risky items in advance and prepare for risks in the new normal situation: the economic situation caused by infectious diseases such as the COVID-19 pandemic; and the export/import regulation due to geopolitical problems. The client company will include in his report, the method presented in this paper and the risky items selected by the method.

• The Magazine for Energy Service Companies
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• s.47
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• pp.26-29
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• 2007

• The Magazine for Energy Service Companies
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• s.80
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• pp.74-75
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• 2013

• The Magazine for Energy Service Companies
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• s.72
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• pp.74-75
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• 2011

• The Magazine for Energy Service Companies
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• s.79
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• pp.80-81
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• 2012