• 디지털융복합연구
• /
• 제18권11호
• /
• pp.195-205
• /
• 2020

전세계적으로 인터넷사용이 보편화 되면서 디지털마케팅이 광고매체로서 커다란 비중을 가지게되었다. 적은 비용으로 효과가 큰 디지털마케팅 도구로는 웹사이트, 눈, 블로그, 검색광고, 온라인 배너, 메일링, 유트브 등이 있으며 이는 전세계의 대부분 기업들이 이들중 하나 이상을 디지털마케팅에 활용하고 있디. 이러한 환경에서 하나 이상의 해외 법인을 가지고 있는 글로벌 기업들은 디지털 마케팅 추진전략수립 및 이행방법에 대해 많은 관심을 갖게되었다. 그러나 디지털 마케팅의 필요성과 추진전략에 대한 연구는 다수가 이루어지고 있으나 실제 적용할 수 있는 구체적인 이행방법 모델에 대한 연구는 전무한 상황이다. 따라서, 본연구에서는 글로벌 중소기업에 적합한 디지털 마케팅을 정의하고 추진전략수립 모델 및 구체적인실행방안을 제시하고자 한다. 이를 통해 범용적인 중소기업 글로벌 디지털 마케팅전략 수립방안에 기여하고자 한다.

• Asia pacific journal of information systems
• /
• 제8권2호
• /
• pp.161-172
• /
• 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.

• 패션비즈니스
• /
• 제14권3호
• /
• pp.35-51
• /
• 2010

This study aims at providing data for establishing a marketing strategy which can enhance the competitiveness of Korea domestic SPA(Specialty Store Retailer of Private Label Apparel) Brands by suggesting countermeasure strategy through the observation and analysis for SPA Brands, under the current circumstance in which the systematic and scholastic discussion for the matter, is lack, despite the diastrophism in fashion industry is prospected according to the rapid growth of Global SPA Brands. For this purpose, the characteristic and current status of Global SPA Brands is examined, and the main cause of growth is analyzed by approaching to their marketing characteristic, in this study. In relation with this situation, this study suggests the provisions as below, which are drawn from the analysis on Global SPA Brands' marketing strategy, so that Korea domestic SPA Brands could achieve successive performance under fierce competition. First, to be a competitive SPA Brands a business should be able to supply products with frequent product turnover by an interval level of one week or so, the existent product planning by seasons, as a business obtains various swift informations on consumers' demand with R&D center foundation. Secondly, SPA Brands should establish a strategy that a business can create high net profit by inventory management which enables lowering inventory ratio remarkably, and a strategy for innovative product supply by small quantity batch production, along with founding a high technological logistics system. Third, SPA Brands should establish a strategy for primary cost reduction by overseas dispersed outsourcing in order to enable diverse product development and rational price setting. Fourth, fashion marketers should establish also a strategy for communication by which brand image can be delivered effectively, by firming the brand identity and by informing product characteristic and customer service totally, with the method of VMD and flagship store. Additionary, fashion marketers also should establish a strategy by developing mobile application which can provide brand image and diverse other fashion related information.

• Asia Marketing Journal
• /
• 제16권1호
• /
• pp.215-228
• /
• 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."

• 한국의류산업학회지
• /
• 제5권4호
• /
• pp.351-362
• /
• 2003

To study marketing strategy changes caused by Korea fashion industry development process, the fashion marketing strategy changes of Japan, considered as the most similar one of Korea, was compared. At each period, p! roper cost efficiency strategies, product differentiation strategies, and market segment strategies has been selected and applied. The fashion industry foundation period namely practical usage clothing period of Korea follows 10 years after one of Japan. 90's highly sensitive fashion period namely fashion industry growth period follows 5 years after one of Japan. As entering to fashion industry maturity period with global competition, the time difference falls to less than 5 years. With hosting of 2002's World-Cup, Korea's global competitiveness has increased, and it appears to be possible of being fashion market leader in East Asia and Japan's rival on an equal footing.

• 한국의류산업학회지
• /
• 제16권3호
• /
• pp.386-395
• /
• 2014

This study was to identify underlying dimension of marketing strategy, and to examine effect of the marketing strategic factors on store affect, brand attitude, and brand loyalty in global and domestic SPA brands. Based on pilot study, four SPA brands of which consumers were most aware were selected: Korean SPAs (e.g., Codes-Combine, Basic House) and global brands (e.g., Zara and Uniqlo). A self-administered questionnaire was developed based on literatures. By using intercept survey, 421 respondents were obtained from consumers shopping at the selected SPA retail stores located in cities (Seoul, Daejon, Chongju) in Korea. Result showed that SPA brand marketing strategy consisted of four factors: Product differentiation, store location, in-store VMD, and price value. The marketing strategic factors had partially significant effects on brand attitude, store affect and store loyalty. However, there was significant differences in those effects between global and Korean SPA brands. Specifically, the effect of in-store VMD on brand attitude was higher in Korean SPA brands, whereas the effect of price value was higher in global SPA brand. Also, the price value was significant predictor of store affects in global SPAs, while in-store VMD was significant predictor of store loyalty in Korean SPA brands. This study discussed a managerial implication for creating brand attitude and emotional responses, which obtains comparative advantages in the competing marketplace.

• 국제지역연구
• /
• 제14권2호
• /
• pp.229-248
• /
• 2010

본 연구는 한국 기업의 글로벌마케팅 프로그램의 표준화-현지화 정도를 결정하는 요인에 관한 실증적 연구이다. 특히 본 연구는 2가지 관점에서 기존 연구와 차별화하고자 하였다. 첫째는 모국-현지국의 환경 차이에 초점을 두는 기존 실증연구와는 달리 글로벌 관점에서 분석하고자 하였다. 두 번째는 본 연구는 상황접근론 관점과 자원기반 관점에서 결정요인을 설정하고 이들 요인의 효과를 검증하고자 하였다. 구체적인 결정요인으로 상황적응론적 관점에서 외부환경 요인인 글로벌 시장의 역동성과 복잡성을, 그리고 자원기반 관점에서 글로벌 마케팅자산을 설정하고 검증하였다. 이를 위해 국제마케팅을 수행하는 국내 기업 128개 업체를 대상으로 설문조사를 실시하였다. 연구 결과, 기업의 글로벌 마케팅자산은 글로벌마케팅 프로그램 표준화 정도와의 정(正)의 관계를 나타는 것으로 나타난 반면에, 글로벌 시장환경 요인은 통계적으로 유의한 관계가 없는 것으로 나타났다. 이는 기업의 글로벌마케팅 프로그램은 상황적응론적 관점보다는 자원기반 관점에서 결정되는 경향이 있음을 사사하는 결과이다.

• Asia Marketing Journal
• /
• 제14권3호
• /
• pp.137-151
• /
• 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 Marketing Journal
• /
• 제16권4호
• /
• pp.75-87
• /
• 2015

As more companies become interested in global markets, it has become crucial for firms to create globalized brands whose positioning, advertising strategy, personality, looks, and feel are consistent across nations. The purpose of this study is to investigate the global branding strategy of the Hyundai Motor Company (hereafter HMC) in order to show how the company processes its branding strategy. HMC, one of the leading global companies in the automobile industry, set up its brand identity as "Modern premium", in alignment with their new slogan "New Thinking New Possibilities", in 2011. The aim of the "Modern premium" concept was to provide consumers with new experiences and values beyond their expectations. HMC wanted their consumers to think of their cars as not only a medium of transportation but as a life space, where they can share experiences alongside HMC. In an effort to conduct consumer research in 5 different nations, HMC selected "brilliant" as a key communication concept. The word "brilliant" expresses the functional, experiential, and emotional dimensions of HMC. HMC furthermore chose "live brilliant" as a key campaign message in order to reinforce their communication concept. After this decision, the "live brilliant" campaign was exhibited through major broadcast channels around the world. The campaign was the company's first worldwide brand campaign, where a single message was applied to all major markets, with the goal of building up a consistent image as a global brand. This global branding strategy is worth examining due to its significant contribution to growth generation in the global market. Overall, the 'live brilliant' global brand campaign not only improved HMC's reputation image-wise, with the 'Modern Premium' conceptualization of the brand as 'simple', 'creative' and 'caring', but also improved the consumer's familiarity, preference and purchase intention of HMC. In fact, the "live brilliant" campaign was a successful campaign which increased HMC's brand value. Notably, HMC's brand value increased continuously and reached 9 billion US dollars in 2013, leading it to reach 43rd place in the Global Brand Rankings according to the brand consulting group Interbrand. Its brand value largely surpassed that of Nissan (65th) and Chevrolet (89th) in 2013. While it is true that the global branding strategy of HMC involved higher risks, it was highly successful according to cross-nation consumer research. Therefore, this paper concludes that the global branding strategy of HMC made a positive impact on its performance. We further suggest HMC to combine its successful marketing with social media such as Facebook, Twitter, and Instagram and embrace digital media by extending its brand communication horizon to the mobile internet

• Asia Marketing Journal
• /
• 제20권3호
• /
• pp.1-15
• /
• 2018

Dongwon Systems established in 1977 to exclusively supply Dongwon tuna cans, the parent company. Instead of its stable management and profits by relying on the parent company, the company was not complacent and started innovating and challenging new markets. Dongwon Systems decided to expand the business area and pioneer new markets so that it becomes the first domestic company to successfully expand into independent businesses other than parent company products. Such success of Dongwon Systems was driven by its differentiated B2B strategies. Unlike the characteristics of usual B2B companies, Dongwon Systems has been thinking both of its client companies and end-consumers. In this case-study, we will explore how Dongwon Systems became the No.1 packaging solution company in Korea through technology innovation in the aspects of unique B2B marketing strategy. The key success factor can be summarized in three ways; product and technology development with customer centric mind-set, systematically extending new markets through business diversification, and marking Southeast Asia as a bridgehead for its global strategy. It is expected that the current case study of Dongwon Systems will be able to provide implications for B2C companies as well as B2B companies that try to expand their business portfolio and global business areas through B2B marketing case analysis.