• 한국항해항만학회지
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• 제35권3호
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• pp.271-279
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• 2011

국제적으로 기업활동의 수직적 분화와 현지경영이 가속화 됨에 따라 국제특송시장규모가 확대되고 있다. 글로벌 특송기업들은 확대되고 있는 국제물류시장에서 점유율을 증대시키고자 M&A를 통해 대형화하고 글로벌화하고 있는 데 반하여 우리나라 특송업체들은 규모의 영세성으로 국제물류시장에서 경쟁에 밀리고 있다. 본 연구에서는 우리나라 국제특송업체의 현황을 진단하고 경쟁력을 제고할 수 있는 방안을 탐색하고자 하였다. 연구결과에 의하면 국제특송산업의 특성요인과 이러한 시장에서의 경쟁적 특성요인이 특송업체의 두 유형의 글로벌 전략에 중요한 영향을 미치고 있는 것으로 나타나고 있다. 첫 번째 유형의 전략은 특성화전략(SCM전략, 3자물류전략, 토탈물류전략 및 차별화전략)이며 두 번째 유형의 전략은 M&A와 종하물류기업화에 의한 규모확대와 단계별 시장진출전략이다. 이러한 두 유형의 전략이 제대로 실행되어야만 국제특송업체의 경쟁력을 증대시킬 수가 있으며 이를 위한 정부의 체계적인 지원이 필요한 것으로 나타나고 있다.

• World Technopolis Review
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• 제8권1호
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• pp.21-42
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• 2019

The purpose of this research was to investigate the factors influencing global expansion/scalability of Kenyan Small and Medium Enterprises (SMEs). Factor analysis and multiple/multivariate regression analysis to determine the functional relationship between independent variables (factors) and the dependent variable was used. The independent variables were: innovation & technology, fitness/appropriateness of management, global marketing strategy; and support environment and the dependent variable, global expansion/scalability. Data was collected from a survey of randomly selected firms of 205, drawn from a population of 440 firms from Kenya Manufacturers Directory, with 175 firms responding. The key findings from the research in relation to Kenyan SMEs were that: there is a functional relationship between global market strategy and global expansion; there is a functional relationship between innovation and technology orientation and global expansion, there is no significant functional relationship between supportive environment of firms and their global expansion; and there is no significant functional relationship between fitness/appropriateness of management and global expansion/scalability. The implications for practice is that the ranking of the factors in order of priority supports focusing concern on the orientation of business strategy toward global market strategy, market research geared at obtaining foreign market intelligence, innovation and technology, product adaptation, service orientation, collaborative ventures, and long-range vision as key factors in making Kenyan firms successful in the international market. The implication for policy and practice is that there is need for collaboration between industry and government in pursuing policies for global expansion/scalability and among SMEs and large enterprises particularly in areas of rapid technological change.

• 패션비즈니스
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• 제14권3호
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• pp.35-51
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• 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.

• 유통과학연구
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• 제11권12호
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• 동아시아경상학회지
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• 제9권3호
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• pp.115-124
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• 2021

Purpose - An empirical analysis of various opinions of experts to build Busan's global city image. Based on this, we provide strategy establishment metrics using opportunities, strengths, and threats to build Busan's global city image. Research design, data and methodology - SWOT-AHP analysis are used in terms of methodology, and this study is based on experts' reviews and answers. In addition, AHP analysis is performed based on SWOT analysis to derive the result values for important priority factors. Result - As a result of the prioritization of SWOT-AHP results, a matrix of strategic development directions for Busan city brand building can be presented. As a result of the composite weighting, the factors related to opportunity were ranked as important. In addition, matrices on SO strategy, ST strategy, WO strategy, and WT strategy were derived. Conclusion - This study is an interdisciplinary study from the economic aspect, international management and international marketing aspect, administrative aspect, and architectural engineering aspect. Through this, the image of a global city of Busan that can overcome COVID-19 and cope with the 4th industry in the future will be built, and Busan will be able to build a global international city image by commercially attracting the 2030 World Expo.

• 스마트미디어저널
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• 제12권1호
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• pp.92-101
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• 2023

현재 실감 콘텐츠에 대한 소비자 욕구가 증대하여 고화질 영상에 대한 중요성이 높아지므로, 본 연구는 지상파 방송사의 UHD 전략을 글로벌 경쟁력 확보를 위한 차원에서 제시하였다. 첫째, 실무적 전략으로, 견고한 내수시장 확보를 위해 각 부서간 협력을 통한 생태계 확보에 주력, 시너지를 창출하고, 글로벌 경쟁력을 갖추기 위한 UHD 분야에 우선순위를 두고 해당 분야의 강국과 긴밀한 협조체제의 필요, 우리나라 사회 문화적 실정을 고려한 가성비에 주목한 UHDTV 개발로 내수시장 확보 후 이를 통한 재정, 기술력 등으로 글로벌 시장 개발을 추진해야 함을 제시했다. 둘째, 정부는 글로벌 콘텐츠 강화를 위한 컨트롤타워 역할, 장기적 로드맵 구성, 관련 자료 지원과 우리나라만의 UHDTV 성과 모델을 만들어 해외에 적극 수출함으로써 글로벌 경쟁력 증대를 지원해야 함을 강조했다.

• 통상정보연구
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• 제8권1호
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• pp.325-336
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• 2006

This paper examines the global supply chain management strategy and business performance of Doolee Vision Co. Ltd.. Based on the analysis of eighty-seven cases, the following results were found. First, it was found that just-in-time of GSCM strategy of firm have a positive influences on the business performance in transformation sector. Second, just-in-time of GSCM strategy of firm have a positive influences on the business performance in custody sector. Third, just-in-time of GSCM strategy of firm have a positive influences on the business performance in order response and support sector. Forth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customs sector. Fifth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customer service sector. However, several limitations, such as measurement for intra-industry homogeneity, measurement for flexibility of global supply chain management strategy, and measurement for business performance of global supply chain management, that make the preceding conclusions be considered preliminary.

• 디지털융복합연구
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• 제18권11호
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• pp.195-205
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• 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 Marketing Journal
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• 제16권4호
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• pp.75-87
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• 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

• 한국항만경제학회지
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• 제21권3호
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• pp.115-148
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• 2005

In the liner market, a strategy is hard to sustain as competitors can easily imitate the strategy. For examples, when a number of shipping companies pursue this space exchange strategy in a liner market, their competitors are likely to build a cooperative alliance, following similar strategic pattern without any difficulty. Such strategic imitations are universal in international liner market. Therefore, the success of global alliance requires following critical considerations. First, the strategy of global alliance should be designed the way it gives the liner operators an economy of scale, which could be a key advantage in the competitive market. Second, thorough global alliance the lines should be able to improve their transport service through the reduction of operating costs and the business rationalization. The international alliance today is characterized by a strategic cooperation among a limited number of 'mega-carriers'. Such cooperation between the large-sized operators has come in many different forms. However, the trend has been towards the space exchange agreement, where a carrier on a route offers to another carrier a fixed number of spaces for a fixed period of time. the major carriers have been entered into groupings by integrating their services structures to increase market power. With reference to the above, this study has the following primary objectives: (1) to explore the present status of global alliance in liner shipping industry, (2) to prospect the future trend of the global alliance.