• The Research Journal of the Costume Culture
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• v.15 no.4
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• pp.593-603
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• 2007

The purpose of this study is to study the Central Asian costumes($1{\sim}7C$) and develop new design items and suggest new brand launching. Korean apparel industry has been suffering from imbalance of supply and demand caused by the sagging economy and too many apparel companies. Due to the several years of recession, clothing consumption decreased and foreign brand's market share got bigger. As a result, managing a company became difficult and it is time for Korean apparel industry to enter the global market. We need a brand with new image and design that has big potential of purchasing power not only in Korea but also in China, and furthermore in global market. But even nearby Chinese market already became very competitive. One way of approaching Chinese fashion market is to find something special, for example, their historical background. Central Asian culture and costumes, a part of China, has both Eastern and Western culture. No other apparel industry had interest in the Central Asian costumes yet. Therefore, through their costume, a fresh design idea can be suggested.

• Journal of Service Research and Studies
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• v.9 no.3
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• pp.61-72
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• 2019

Design is a knowledge service industry that is undervalued in Korea despite its large impact on the development of high - tech industries such as national industrial policy and the fourth industrial revolution. In the design industry, the strategic outsourcing system collapses. This phenomenon is not confined to the domestic market, and the design service companies of design-developed countries such as Europe and the US are also struggling with the classic. Accordingly, some implications were found through the case study of domestic design projects, including overseas, that private companies are more concerned with design cost reduction and cost structure to secure liquidity rather than improving design quality level and pursuing innovation through design outsourcing. It is big. As design is a core competency of a company, internalizing core design tasks, and as products and services become platforms, regional design countermeasures have been reduced, which has led to a decline in the cost standard for large companies' design service outsourcing. In design service industry, design outsourcing is performed at the request of the client, and the service value of the outsourcing is received. In the early 2000s, the importance of design management led global consulting companies to pursue M & A rather than cooperate with design service companies, and Samsung Electronics and other large corporations acquired a large number of excellent design personnel and developed their own design management research institute. This study investigated the design service outsourcing cases of public and private companies (large corporations, midsize companies) widely in relation to the design service price criterion, and grasped the indicators of the actual size and level of the design industry. I will make suggestions about the value and direction of the global design industry through interviews with experts and literature on the changes and influences of these cost criteria.

• Journal of the Ergonomics Society of Korea
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• v.29 no.4
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• pp.693-699
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• 2010

Korea has been took the top ranking in the global shipbuilding industry in terms of new orders, order backlogs and the volume of vessels for several years. However, the domestic small- and medium-scale shipbuilders currently face imminent threat from China and new challenge to focus on development of high value-added ships. So far, the marine leisure industry of Korea has been showed weak global competitiveness and there were few attempts to design and develop leisure boats and yachts. We describe the digital design process of leisure boat exterior that could reflect user's sensibilities and feelings of entire forms of the products. This design process contains stepwise sensibility evaluation via web and provides designers with various and fast feedbacks about their design outputs in each design stage.

• Asia Marketing Journal
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• v.16 no.1
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• pp.215-228
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• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• The International Journal of Costume Culture
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• v.4 no.1
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• pp.61-70
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• 2001

This study discuses the strategies for the reestabisgment of Korean textile industry by emphasizing the area of textile design which plays an important role in developing textile materials. The textile industry in Korea has been in stagnancy for a long period of time and appears to find no answer to the problem. The big part of the problem is that the industry itself does not realize the importance of textile design and its management does not understand its critical role in contributing the growth of the industry. To develop textile design, first, we need to foster textile designers who have the creativity, an understanding of international trend and a mind f management. This can be achieved through an education system with a close tie to the textile industry. Second, we need to globalize our textile design in three aspects : design, technology and marketing. A balanced and harmonized progression of these three aspects will guarantee a successful globalization of textile design. This progression, however, demands creativity, identity, and interaction on the design side, digital and networking on the technology side, and culture marketing, brand value, and global agent networking on the marketing side.

• Asia Marketing Journal
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• v.15 no.1
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• pp.57-81
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• 2013

The purpose of this paper is to seek ways to improve the competitiveness of Korea's fashion industry by utilizing the source of competitiveness of Japan's fashion industry, which represents the world's leading countries in terms of fashion, so that Korea can better enter the global fashion market. The study shall first compare the competitiveness of the Japanese and Korean fashion industries by utilizing the generalized double diamond model; second, provide an understanding of what the Japanese fashion industry can offer to Korean fashion industry and companies - that is, understand what the Japanese fashion industry's competitive edge is; and third, study the kind of global competitiveness that Korea's fashion industry must achieve. To adopt a generalized double diamond model to compare the competitiveness of the Korean and Japanese fashion industries, we selected 31 sub-variables to act as determinants of the model. That is, we extracted 31sub-variables by doing research of literature to analyze national competitiveness of the fashion industries. To measure these 31 sub-variables, secondary data was gathered. We collected data related to each sub-variable from various sources of Korea and Japan. And to calculate the competitiveness index, we took three steps with reference to previous studies. We found that status of the fashion industry of the two countries as it stands. That is, Japan is an advanced country of which fashion industry is domestic market-oriented while Korea is a small open economy that mainly focuses on the foreign market. Out of 31 proxy variables, Korea's fashion industry shows higher measurements relating to production and export than Japan, but Japan's fashion industry reports higher measurements than Korea in the fields of R&D, design and brand power, the rate of value added, the efficiency of companies and globalization. In order for Korea's fashion industry to achieve competitiveness in the global market, it should pursue the following development direction. First, it is very difficult for Korea to follow the footsteps of the U.S. and Japanese fashion industries that are able to take advantage of economies of scale, because Korea is smaller than those countries. Therefore, in the case of small economies such as Singapore, strengthening of international activities will practically improve domestic determinants that Korea should improve its domestic diamond by enhancing the current competitiveness of its international diamond. In other words, Korea needs to further endeavor to develop and expand global resources and markets as well as improve its competitiveness in terms of R&D, design and brand power, the rate of value-added, and the efficiency of companies. As the Korean fashion industry shows relatively advanced level of information technology and the fashion education system, it has considerable potential to grow. Korea is expected to have a huge growth potential since it has relatively higher level of information technology, fashion education system and activities than those of Japan in both the domestic diamond and international diamond. In particular, a better environment is laid out before Korea to gain competitiveness in the fashion industry due to the recently growing influence of the Korean Wave that Korea is expected to grow as a leader in the Asian market as well as in the global market.

• Journal of Distribution Science
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• v.13 no.5
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• pp.33-44
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• 2015

Purpose - This study examined the Italian eyeglass industry and the status of the franchise market. Luxottica's global growth strategy was analyzed to provide insight into the strategy and development of the Italian eyeglass industry and its franchise business. Research design, data, methodology - Luxottica's annual report, public media material, and website were examined, in addition to data from professional institutions. For the domestic eyeglass industry and franchise business, data from professional organizations, franchise information disclosure documents of the Fair Trading Commission, media materials, and related papers were investigated. Results - The success factor turned out to be securing a global wholesaler with retailers in overseas markets. This successful strategy was based on the strong entrepreneurial spirit of the founder, innovative craftsmanship, and an excellent corporate culture including corporate social responsibility (CSR). Conclusions - Considering the current environment, for Luxottica to be a leading global company, it had to review and adopt a successful vertical integration strategy, from R&D to distribution, M&A of overseas wholesalers and retailers, creative design and technical development, and sustainable cultural development

• Asian Journal of Innovation and Policy
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• v.6 no.3
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• pp.332-353
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• 2017

This paper highlights how Thailand upgrades its positions in global value chains in high-tech, mid-tech and low-tech industries represented by electronics, automotive and frozen seafood, respectively. In the electronics industry, there are not many capable firms in the upstream segment like semiconductors. Nevertheless, transnational corporations in segment like hard disk drive began to invest in process R&D and collaborate more with local suppliers, universities and public research institutes in human resource and technological development. In the automotive industry, several Japanese car manufacturers such as Toyota, Honda, Nissan, and Isuzu set up R&D/Technical centres in Thailand since 2000s. This prompted Japanese and local part suppliers to also invest more in engineering, design and development activities. Some local universities offer as well engineering programmes specifically targeting the automotive industry. In the frozen seafood industry, several Thai firms have developed new ready-to-eat products, own brands and international distribution networks. They started to become transnational corporations investing in both developing and developed countries.

• Fashion & Textile Research Journal
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• v.22 no.4
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• pp.446-455
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• 2020

In order to develop high value fashion culture products capable of reaching the global market, this study developed the original traditional clothing design of Northeast Asian countries according to a global perspective. This study applied the structural formality of traditional clothing to fashion cultural products. This study developed designs using Deel of Mongolia, Makap of China Korean Dang-ui / Dan-ryung, and Haori of Japan. The research methods are theoretically examined using literature on traditional clothing in Northeast Asia. First, it designed a shirt design using Adobe Illustrator CS6 and created a pattern with the Yuka program as well as applied CLO 5.0 (a 3D virtual dressing system from CLO Virtual Fashion Co.). A survey was also conducted on individual interest for the developed fashion cultural products. The design method obtained various design effects by applying the method of adding point detail parts of the clothes to the shirt that represented each country among their traditional clothes. This research can be used as basic data for the global fashion cultural products market that can contribute to maintaining the originality of each country in the global era, expanding tourism income to succeed and develop culture and tradition.

• Journal of the Korean Society of Clothing and Textiles
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• v.43 no.4
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• pp.491-505
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• 2019

This study analyzes global fashion clusters to provide insight for the domestic fashion market to form a competitive fashion cluster. We examine formation factors and operation types of the global fashion clusters to understand their characteristics. We also explore the effectiveness of each global fashion cluster by investigating the stage of development in fashion clusters. Fourteen cases of global fashion clusters are collected and analyzed. First, global fashion clusters show three types of formation and operation: self-formation, self-formation & government based development, and government, institute, and enterprise based formation & development. Second, the characteristics of global fashion clusters are based on functions related to space, learning, innovation, network, and knowledge. Third, there are four steps in the development stage of global fashion clusters: professional clusters, industrial clusters, learning clusters and innovative industrial clusters. In particular, innovative industrial clusters, the final stage of development, have high levels of effectiveness in terms of co-growth and collaboration among fashion-related businesses in fashion clusters. The results of this study can help guide the development of local fashion cluster in Korea.