• International Area Studies Review
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• v.14 no.2
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• pp.229-248
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• 2010

This study is intended to empirically investigate determinants of the degree of standardization vs. adaptation in global marketing programs for Korea firms. Our study has two main focuses. First, our study takes a global perspective instead of a binational, i. e., home vs. foreign perspective. Second, we accommodated two conflicting veiws - contingency and resource-based views in explaining determinants of global marketing strategy. As such determinants, we considered global market dynamism and complexity from a contingency view and global marketing assets from a resource-based view. Surveys were conducted with 128 Korean firms engaged in global marketing. Our study found that Korean firms with global assets tend to engage in highly standardized global marketing programs. On the other hand, global market dynamism and complexity did not show statistically significant relationships with the degree of standardization vs. adaptation. The findings suggest that a resource-based view may be more powerful than a contingency view in explaining global marketing strategies of Korean firms.

• Asia Marketing Journal
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• v.14 no.3
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• pp.137-151
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• 2012

Established in May 2005, INNOCEAN Worldwide started as an affiliate marketing and communications company of the Hyundai Motor Group and grew into a top agency ranked no. 2 in the South Korean market within seven years. Currently, INNOCEAN Worldwide has become a global company, operating in sixteen countries through four regional headquarters, fifteen overseas subsidiaries, and seven branch offices with more than 1,100 employees. The company holds top clients from finance, electronics, telecommunications, food, retail, education and other various industries. The accomplishment of INNOCEAN Worldwide can be summarized by the following five key factors. The first factor is INNOCEAN Worldwide's strong and enduring passion and commitment to enter the global market and to build and strengthen its global network. The second factor is achieving successful localization through recruiting talented employees for its overseas branches directly from the local workforce, which enables the company to overcome language barriers, cultural differences, and creative gaps among different regional markets. Third is the company's effective implementation of the 'Global Resource Remix' strategy, which incorporates the distinctive competencies of each overseas operation as a global company standard. Fourth is the creation of the 'Discover System,' a global knowledge management system enabling overseas offices worldwide to share each other's accumulated knowledge and experiences. The fifth factor is the successful establishment of INNOCEAN Worldwide's unique Total Marketing Solution Service. Through this service, the company has offered integrated consulting services for strategic brand management to solve various marketing problems. In summary, the passion and commitment of INNOCEAN Worldwide's top management for the company's globalization and the supporting system that enables such commitment have made it possible for the company to take a global leap and become not merely a company with global operations but a truly global company.

• Asia pacific journal of information systems
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• v.8 no.2
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• pp.161-172
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• 1998

Marketing information systems become a competitive weapon that supports firms in making decisions on the operation of marketing-related activities. However, little research regarding the operating strategy of marketing information systems has been conducted in Korea. Considering that this issue has been studied in the United States, this paper conducted a global benchmarking on the operating strategy of marketing information systems between Korean and the United States firms. The result of this global benchmarking suggests recommendations on supports from three management levels, the mix of 4P, the management of marketing, data from environment, and information sources.

• 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.

• 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."

• Asia Marketing Journal
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• v.11 no.2
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• pp.193-215
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• 2009

This paper reports the country of origin and brand trust perceptions of 102 Nepali consumers living in Kathmandu. The paper also explores these Nepali consumers' perceptions of global brands. Three major findings are reported: (1) For these Nepali consumers, the importance of buying a global brand is exceptionally important in their purchase decisions. (2) Nepali women consistently rate the importance of buying a global brand higher than Nepali men. (3) The set of global brands most trusted by these Nepali consumers show strong regional, Asian preferences. The paper also discusses the challenges of market research in Nepal.

• International Journal of Internet, Broadcasting and Communication
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• v.12 no.4
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• pp.122-127
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• 2020

After the THAAD crisis, Goyang city's Global Medical Service performance is showing a sharp decline compared to other cities and provinces. In particular, the contraction of participants who can create policy outcomes such as Medical Institutions and Attracting companies has emerged as the biggest problem. Therefore, Goyang City wanted to derive effective marketing policies and establish marketing policies according to their priorities in order to prevent the deaths of the future patient visitor market as well as performance. In order to examine such policy needs more closely, this paper reviewed the Global Medical Service policies of Goyang City based on AHP analysis, and derived a ranking of 28 major policies and preferred policies for each participant. In the future, Goyang City is expected to derive major policy effects by applying the results of this study to the establishment of marketing policies through customized policies for each medical institution type and Patient attraction company.

• Journal of Korea Trade
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• v.25 no.1
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• pp.112-132
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• 2021

Purpose - This study aims to analyze the international marketing strategies of domestic medical institutions in the international medical market, and to determine whether such strategies increase international market share. With this approach, this study examines the impact of international marketing and social capital on international management performance through global competency and national image. It is hoped that this study can provide some insight on international marketing strategies. Design/methodology - In order to verify the research hypotheses, this study investigates medical institutions based in Incheon, Seoul, Gyeonggi Province, which provides medical services for foreigners. The target population is medical staff and interpreters in charge of administrative work, and a total of 194 copies were collected for 30 days. Of the collected questionnaires, a total of 171 copies were chosen for final analysis, excluding questionnaires with lack of information. Structural equations were used for analyzing the data by employing the R program. Findings - Our analysis suggests that international marketing and global competency performance have an effect on management performance. However, social capital appears to have no effect on global competency and management performance. Originality/value - Given the lack of research on international medical institutions, this study can be useful in the sense that it can help companies improve international marketing performance. Further, global competency was empirically proved to have a strong mediating effect that enhances total effect, while playing a mediating role between international marketing activities and management performance. This study is of great academic value in that it has comprehensively reviewed and systematized existing studies, and conducted empirical studies in the absence of domestic studies.

• Journal of Korea Society of Industrial Information Systems
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• v.12 no.5
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• pp.183-200
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• 2007

This study examines the relationships between typical anticipated benefit factors of introducing online business activities by traditional brick-and-mortar shipping and port logistics companies and their performance in marketing mix and global competitiveness. Three major benefit factors were derived including improved trust, information acquiring and limitation of offline business activities. The three empirically derived critical synergy factors were then used to examine how they improve the firms performance in marketing mix and global competitiveness. The results of structural equation modeling method show that the anticipated benefit factors significantly influence the firms' performance in marketing mix. Subsequently, marketing mix significantly influence the firms' global competitiveness. The results provide useful guidelines for the shipping and port logistics firms to develop appropriate marketing mix strategies to improve their global competitiveness.

• Asia Marketing Journal
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• v.13 no.4
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• pp.253-264
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• 2012

A growing number of Korean companies are trying to expand their business area into global market due to saturation in the Korean domestic market. Home shopping industry arriving on mature stage is faced with less growth recently. CJ O Shopping which is a top ranked home shopping company in Korea, has been showing meaningful performances by earlier moving to global market with thorough preparations. CJ O Shopping's global marketing strategy focused on asian countries including China, India, Vietnam, and Japan is going successfully, which enables top ranked on-line retailing company in asia as well as in Korea. CJ O Shopping effectively penetrated into overseas market with both core competence based on Korean home shopping model and rigorous preliminary study on target market. Especially shoppertainment (Shopping+Entertainment) that is unique feature of globally competitive Korean home shopping created huge differentiations in target market. Also choosing the influential local partner, sharing the business goals, and building the joint venture could make stable operations, thereby easily earning of well-established awareness from target consumers. A step ahead entry of competitors and intensive localization of CJ O Shopping's core competence for arriving safe in target market were additional key factors for global marketing success. We can extract above key factors for success as implications of case study on CJ O Shopping's global marketing, and expect those factors to be spread into lots of Korean companies and utilized as successful strategies for global marketing.