• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.12
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• pp.3797-3803
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• 2009

Innovative capacities and performance are essential for the growth of the IT industry and the development of the Korean economy. Global R&D centers are important sources of innovation in the IT industry. In order to identify the structure of the innovation environment of global R&D centers in IT industry, we conducted a field survey of 50 global R&D centers and 50 global R&D policy experts in IT industry. According to the empirical results obtained using the Linear Structure Model, it is suggested that, first, with regard to a short-term IT global policy, the direction of the Korean government's policy should act as a trigger to connect the research domain and the market domain; second, the government policy should act as a facilitator to connect the development domain and the research domain in the mid-term period; and, finally, the government's R&D policy should serve as a disseminator to connect technological capability and the market space domain in the long-term perspective. For an effective way of internationalizing innovation, IT policy planners should regard global IT R&D centers as the important components of national innovation system and encourage the effective involvements by them in the process of IT industrial innovation.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.33 no.6
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• pp.2529-2539
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• 2013

The Korean construction industry has led the miraculous economic boost of Korea by providing solid domestic infrastructures such as highway, roads, and airports. It also played a critical role in global construction market and eaned more than 500 billions dollars in terms of their accumulated international orders. However, domestic construction market has significantly decreased in recent years due to the domestic political environments and global economic crisis. Therefore, the importance of international construction market cannot be more emphasized to the Korean construction market in order for the sustainable growth. There has been, however, little research in the area of identifying required competency elements for the Korean construction industry to stay successful in the global market. The main purpose of this study is to identify elements of core competency to increase global competitiveness for Korean construction industry. Core global construction competency elements were derived from the internal and external environmental analyses along with the extensive literature review, expert interviews and a survey. This study utilized the Importance-Performance Analysis (IPA) and a gap analysis in providing insights on the status competitiveness of the Korean construction industry in terms of required global core competency elements. The analysis shows that project management and financial management are the main areas for improvements required to engineering contractors while construction contractors need to take a more balanced approach among technical, project management, and financial management in order to increase their global competencies.

• Journal of Distribution Science
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• v.11 no.12
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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.

• 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.

• The monthly packaging world
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• s.295
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• pp.90-95
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• 2017

• The monthly packaging world
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• s.303
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• pp.85-91
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• 2018

• The monthly packaging world
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• s.293
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• pp.94-96
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• 2017

• The monthly packaging world
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• s.298
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• pp.96-100
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• 2018

• The monthly packaging world
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• s.291
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• pp.92-96
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• 2017

• The monthly packaging world
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• s.307
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• pp.104-107
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• 2018