• IE interfaces
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• v.16 no.3
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• pp.291-299
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• 2003

The managerial environment of automobile industry has been rapidly changing, mainly with the tighter standard of legal and environmental regulations, the pressure of cost reduction from the end-user, the various functional improvements of vehicles, and the globalization management. In order to survive in this complicate circumstances, the automakers have strongly pursued the mutual collaboration with the suppliers, especially tier-1, for the optimal selection of parts/materials and the assembly manufacturing processes of the new model development. They prepare the early involvement program for the suppliers during the conceptual design stage, and implement the win-win strategy of technology development activity, in order to improve the value creation. This study considers the strategic technology management of automotive steel sheets makers on the aspects of strategy, processes, human & physical resources, and organization structure. It also suggests the corporate strategies of steel mills, in order to obtain the technology competence.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.21 no.48
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• pp.311-322
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• 1998

Today, as a globalization continues and international trading blocks are formed, world markets are intensely competitive and abound in product variety, volume, complexity and environment. An environmental management system comprises the environmental elements of the overall management system. The basic input to a management system is information from stake holders, the operational system and the environment, the outputs are decisions and informations. Specifically, green comsumer's needs and expectations are changing and diversifying, resulting in a changed global environment for industry. Due to these changes, many companies are striving to achieve the ISO 14000 environmental management system certification. In this paper, I will present the strategy of environmental management, system strategy and continue to build a unique environmental management system by analyzing companies that will be achieved the ISO 14000 certification. After companies establish an ISO 9000 quality system these companies should focus on improve toward their own quality systems and continue to build ISO 14000.

• International Journal of Advanced Culture Technology
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• v.8 no.3
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• pp.101-105
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• 2020

In this study, the aim is to understand the strategy of video content production with the case of the baby shark development process of Pink Fong Company, the content is described about the successful planning and strategy of baby shark which has become a global content, and the main point describes the planning of the production process and marketing strategies for each country. The findings of the conclusions resulted in the application of the standards of globalization and the local understanding of culture as the main factors for content success. If the Pink Pong Company's method is applied through this, it is possible to apply what is the main issue of creative content production Reproduction in the future.

• Archives of design research
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• v.13 no.4
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• pp.85-93
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• 2000

Design becomes a source of new competitive power in the boundless global market so-called globalization. The competitive power in business was lied in the technology in 70's and the design was understood as a styling or graphic means. However, the design has become more important means to get the competitive power in business since 1980. World businesses have found the fact that it has a super competitive power to make the product's performance as well as its dignity rather than it is to determine the product's external view or color. The change of design policy in Phillips, one of the world's leading producers of electronic products, is not much different. Design manager's power was limited until 70's. However, Phillips has focused its business strategy on the higher competitive power since 1980 and they welcomed Robert Blaich, vice president of design and development at Herman Miller Inc., to be a member of the company, expanding the importance of design along with restructure while working on the globalization. Meanwhile, Stefano Marzano, a Senior Director in 90's, established a high design concept, working on the strategic futures to get customer-oriented and for successful commercialization. The vision of the future developed over 3 years until 1996 was to forecast 10 years coming up and create a new value while achieving the business target through the design as an innovative design in bracing for the information network era.

• Journal of Navigation and Port Research
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• v.35 no.3
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• pp.271-279
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• 2011

This study aims at searching the global strategy which can raise the competitive power of IEC(International Express Companies) in Korea analyzing and coping with the international express companies and global factor of promotion. The global strategy varialbe for IEC- invigorating in korea is composed with nine variables which is M&A strategy, Intergrated logistics enterprise strategy, Globalized alliance strategy, SCM stratege, the third party operating strategy, Total logistic operating system strategy, Differentiated service providing strategy, Phased market entry strategy, Core capability strengthen strategy. According to the result of study, the global strategy influence for the nature of international express company's and increasing competitiveness is depend on specialization strategy and using scale of economy for globalization strategy.

• Asia Marketing Journal
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• v.14 no.4
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• pp.35-56
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• 2013

The era of globalization provides us with both opportunities and threats. The success of a multinational corporation depends largely on its ability to adapt itself to new market environment. We believe that understanding and implementing multicultural PR strategy can be a key to the multinational corporations' success in foreign markets. We argue in this paper that even a global iconic company such as Google needs to focus on how to understand local consumers' needs and preferences before formulating and implementing PR strategy. Having a global hit product or service is not sufficient enough to be successful in some foreign markets. It is especially more evident in the industries where companies deal with individual consumers, and perceptions and sentiments play a large role in their purchase decisions. The objective of this research is to find out the relationship between multicultural PR strategy and business performance. Therefore, our main hypothesis is; better implementation of multicultural PR strategy by a multinational corporation will result in higher performance in the foreign markets. To prove the relationship between multicultural PR strategy and performance, we designed a framework that uses Rudan's (2004) five rules for multicultural PR strategy. It is a contribution to the business academics as there are very few studies that directly focus on and analyze the multicultural aspects of a multinational company's PR strategy. Through our research, we found strong evidence that there is a positive relationship between the level and effectiveness of a company's multicultural PR strategy and its performance in the foreign markets. This offers some meaningful implications to the managers of the multinational corporations and those who are considering going into a foreign market for the first time. We also suggested a way of measuring the implementation of multicultural PR strategy. By applying five rules for multicultural PR strategy to Google's PR activities, it allowed us to convert qualitative information into quantitative data. This kind of tool can be helpful for multinational corporations that want to evaluate their own PR activities.

• Strategy21
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• s.39
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• pp.140-162
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• 2016

The construction of Jeju Naval Base was finally completed and donated to the Republic of Korea Navy on February 26th this year. There is no doubt that the new base will contribute to the substantial augmentation of Korea's naval power and maritime security. However, we should note that the new naval base took a long and hard twenty-three years to be completed. In the 21st century, Korea should adopt a new strategy that can fulfill the security requirements of Korea for the new age of international relations. The 21st century is characterized by globalization, and in the world of globalization, a national boarder has become meaningless. In the late 20th century, after the Cold War, trade between countries have greatly increased and so did the importance of the seas. Having transformed from an agricultural country into a commercial country, Korea went from a continental state to a maritime state. Korea has become the 9th largest trading state, and obviously, the importance of the sea has become significant. Korea's national strategic focus needs to be on the sea for national survival. Thus, since the 1990s, the Korean Navy has planned to build the Jeju Naval Base. Jeju, due to its geopolitical characteristics, is extremely important to the 21st century Korea's economy and national security. Jeju is the starting point of the sea route that reaches out to the world, and at the same time, the ending point of the sea route that heads towards Korea. Jeju is located in the center of Northeast Asia and thus, Jeju Naval Base is extremely important for the area's security and order. Jeju Naval Base will be very useful not only for the maritime security of Korea, but also for keeping peace and order in Northeast Asia. Jeju Naval Base was the minimal effort against the six sea route security threats towards Korea. The six sea route threats are: 1) Threat from North Korea; 2) China's Threat towards Korea's sovereignty; 3) China's treat towards Korea's fishery; 4) Threat from Japan; 5) Threat towards Korea's sea routes; 6) Threat from recent phenomena of isolationism of the United States. Jeju Naval Base is built for both warships and civilian ships--such as cruise ships--to use. Just like the United States' Pearl Harbor, Jeju Naval Base will become not only the largest military base, but a beautiful tourist site.

• Journal of Forest and Environmental Science
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• v.24 no.1
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• pp.15-25
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• 2008

Social and scientific changes, i.e., global warming, desertification, pollution, biodiversity, bioenergy, plant variety protection, biotechnology, timber demand, reforestation in North Korea, and etc., were reviewed for new strategy of forest tree breeding in Korea. Diversified breeding goals, globalization of breeding target species, multidisciplinary research approaches, manpower networking, establishment of new administrative and research units in KFS and KFRI were proposed. Principles suggested for new tree breeding strategy are: 1) multi-disciplinary approach in settlement of objectives, breeding methods, and etc., 2) expansion of target trees including foreign species, 3) fulfillment of both domestic and international demands for forest tree breeding, 4) establishment of breeding program well-grounded on genetic resources conservation, 5) acknowledgement of breeding products (i.e., variety, technique, gene, and etc.) as goods, and 6) provision of more research opportunities for young scientists. Lastly, ongoing tree breeding project in Indonesia and NTFP R&D Center at the College of Forest and Environmental Sciences, Kangwon National University were introduced as examples of desirable breeding projects based on target species diversification, multidisciplinary approach, and manpower networking.

• Korean Management Science Review
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• v.28 no.3
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• pp.125-141
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• 2011

We have recently witnessed many of global companies did not successfully adapt themselves to local markets, and finally exited the markets experiencing failures. The purpose of this study is to suggest practical glocalization strategies for global e-service companies to run their respective businesses in local markets with success. Glocalization is a terminology blending globalization and localization, meaning that global companies adapt themselves to local cultures, environment, languages, laws and regulations so as to survive and prosper in those markets while maintaining high quality of standards and processes they originally have for global competitive edge. Examining success stories as well as failure ones of global e-service companies having entered Asian markets, we provide marketing mix strategy for successful glocalization, and suggest some guidelines for prospective e-service companies wishing to enter local markets with different cultures and languages to fit themselves to new environments.

• Knowledge Management Research
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• v.13 no.3
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• pp.17-36
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• 2012

With wide recognition of significant roles of venture companies in economic and industrial developments, substantial academic attention has been paid to understanding venture success and numerous policy measures have been made to help them. A serious problem, however, is that only a few limited number of venture could successfully grow to be large firm. The goal of this paper is to identify critical factors to drive 'leapfrogging' growth of venture companies by analyzing the success cases in Daejeon area. The theoretical analysis and case study suggest 1) founders' entrepreneurship continuity as a significant internal organization factor for growth and highlight importance of 2) exploring foreign markets and globalization of business operation in the early stage of growth. Furthermore, the research results identify two critical innovation strategies, 3) ambidextrous R&D strategy and 4) open innovation strategy, for entrepreneurial founders to effectively catch the business chances brought by environment change.