• 한국의류학회지
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• 제35권7호
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• pp.816-827
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• 2011

There is an increasingly fierce competition in the current fashion industry due to equalized technology, a shortened fashion cycle and changing lifestyle; however, it is not easy to map out successful marketing strategies that influence the outcome of business administration. This study discussed the importance of changing environments for the fashion industry and of CSR activities. The findings of the study were as follows. First, consumers who found the fashion company to perform more appropriate CSR activities rated its CSR activities more favorably. Second, consumers who considered the company's CSR activities more suitable for themselves viewed the CSR activities more favorably. Third, consumers who rated a fashion company's CSR activities more favorably showed a more favorable attitude to the company. Fourth, consumers who viewed a fashion company's CSR activities more favorably had a greater intention to recommend the company. Fifth, consumers who viewed a fashion company's CSR activities more favorably had a more buying intention for the company. Sixth, the consumers who took a more favorable attitude to a fashion company had a stronger recommendation intention for that fashion company. Seventh, the consumers who showed a more favorable attitude to a fashion company had a bigger buying intention. Eighth, the consumers who had a greater recommendation intention for a fashion company had an increased buying intention as well.

• 한국IT서비스학회지
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• 제8권4호
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• pp.141-150
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• 2009

There are no objective standards for selection and improvement of SLA evaluation metrics for IT service. In this study, we analyze the current IT maturity models for selection and improvement of the metrics and then we derive them according to the maturity levels and propose the redesigned maturity model. To verify whether the model is applicable, we execute a case study based on the D company. We apply the proposed evaluation metrics of the maturity models to the D company and evaluate the metrics. We select a proper level of the D company and an improvement line after measuring evaluation metrics in the maturity level 2. We propose improvement guidelines of evaluation metrics which score is less than the improvement line's and derive SLA evaluation metrics. By using the SLA evaluation metrics for a year, we prove that the way of selection and improvement is useful.

• 지능정보연구
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• 제24권3호
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• pp.157-176
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• 2018

관리종목은 상장폐지 가능성이 높은 기업들을 즉시 퇴출하기 보다는 시장 안에서 일정한 제약을 부여하고, 그러한 기업들에게 상장폐지 사유를 극복할 수 있는 시간적 기회를 주는 제도이다. 뿐만 아니라 이를 투자자 및 시장참여자들에게 공시하여 투자의사결정에 주의를 환기시키는 역할을 한다. 기업의 부실화로 인한 부도 예측에 관한 연구는 많이 있으나, 부실화 가능성이 높은 기업에 대한 사회, 경제적 경보체계라 할 수 있는 관리종목에 관한 연구는 상대적으로 매우 부족하다. 이에 본 연구는 코스닥 기업들 가운데 관리종목 지정 기업과 비관리종목 기업을 표본으로 삼아 로지스틱 회귀분석과 의사결정나무 분석을 이용하여 관리종목 지정 예측 모형을 개발하고 검증하였다. 분석결과에 따르면 로지스틱 회귀분석 모형은 ROE(세전계속사업이익), 자기자본현금흐름률, 총자산회전율을 사용하여 관리종목 지정을 예측하였으며, 전체 평균 예측 정확도는 검증용 데이터셋에 대해 86%의 높은 성능을 보여주었다. 의사결정나무 모형은 현금흐름/총자산과 ROA(당기순이익)를 통한 분류규칙을 적용하여 약 87%의 예측 정확도를 보여주었다. 로지스틱 회귀분석 기반의 관리종목 탐지 모형의 경우 ROE(세전계속사업이익)와 같은 구체적인 관리종목 지정 사유를 반영하면서 기업의 활동성에 초점을 맞추어 관리종목 지정 경향성을 설명하는 반면, 의사결정 관리종목 탐지 모형은 기업의 현금흐름을 중심으로 하여 관리종목 지정을 예측하는 것으로 나타났다.

• 한국콘텐츠학회논문지
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• 제16권4호
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• pp.466-476
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• 2016

한국에 기술지주회사가 도입된 시기는 2008년이며, 2014년 기준으로 대학의 기술지주회사는 39개가 설립되어 운영 중이고 연구소 기술지주회사로는 에트리홀딩스(주)가 유일하다. 기술지주회사는 대학이나 연구소의 기술을 이전하고 창업을 지원하기 위해 설립되었는데, 기술지주회사가 도입된 지 7년이 경과하고 있지만 아직 본격적인 수익을 거두고 있지 않은 실정이다. 지주회사는 기본적으로 투자 회사이고 투자한 기업을 통하여 수익을 거두는 기업이며, 창업투자회사도 창업기업에 투자하여 수익을 거두는 기업으로 기본적으로 지주회사 수익 모델과 유사하다. 본 연구는 국내 2개 창업투자회사에 대한 사례 연구를 통해 기술지주회사의 수익 모델에 대한 바람직한 방향을 제시하고자 하였다. 즉, 재무제표 중심의 정량적 분석 결과, 기술지주회사의 바람직한 사업 모델로는 순수지주회사 보다는 사업도 같이 병행하는 사업지주회사 성격이 보다 적절하다는 것을 제시하였으며, 구체적 사업모델로 인큐베이팅이나 경영자문 등을 추가할 것을 제안하였다.

• 한국실내디자인학회:학술대회논문집
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• 한국실내디자인학회 2007년도 추계학술발표대회 논문집
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• pp.193-194
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• 2007

The Japanese 'H' motor company is the one of a few engine makers for F1 racing machine in the world. And it has a tradition and ability to make a humanoid walking robot 'Asimo'. But 'H' motor company is known as a motorcycle maker not a car in Korea. It wanted to reinforce the brand image and identity to Korean consumer. And it needed a powerful marketing tool for the brand image distinguished from other global motor companies. It demanded a stand design to show their powerful and unique identity for surpass other rivals in 2007 Seoul Motor Show. This stand for 'H' motor company in 2007 SMS has an area of 1,250m2 and located between huge domestic motor companies, K and SR. The design was planed to show its unique identity and image, overcoming its relatively small size. I designed a round-shape ceiling structures covered whole booth space for enclosure and vortical space sense. That made a strong brand image by light and sharp structures completely distinguished from other stands. And it has a main logo sign for recognizing the stand from a distance.

• 한국IT서비스학회지
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• 제1권1호
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• pp.67-80
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• 2002

This study aims to explore the ways of reinforcing the competitive edge and substance of company through e-business in furniture industry by presenting the e-business model of furniture industry which faces the opportunity of challenge in the course of industrial restructuring. e-business model can take various types depending on the environment, feature and competitive edge that each company faces. For example, it is general in the fields of manufacturing company to study the model by dividing into Sell Side for sales to the customers, and Buy Side for purchase of raw materials, Integrating both sides. In furniture industry, Sell Side has the feature of giving a priority in the quality and price rather than brand image in the purchase type of consumer. Especially, it shall not be overlooked that majority of furniture is delivered to the consumer indirectly through the construction company. As such, e-business should be promoted in a way to expand the point of contact for consumers, rather than to construct its own point of contact for consumers. The percentage of importation of raw lumber is high and the standardization was insufficient in Buy Side.

• 한국IT서비스학회지
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• 제5권1호
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• pp.17-34
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• 2006

As insurers have undergone changing customer expectations, increased cross-industry competition and restructured distribution channels, they need to enhance customer relationships, cut costs, increase agility and streamline operations while differentiating the core competency. As such, the importance of e-business transformation has increased where organizational core processes are restructured around customers and interned-based technology is adopted for flexible and adaptive information systems. This paper presents a case study of process innovation for e-business transformation in a Korea-based leading property & casualty insurance company. The company initiated three years-long e-business transformation program to remain competitive and to keep sustainable growth under risky and down economy. The program, which covered enterprise-wide business processes such as product, marketing & sales, customer, claim, investment & loan, accountings, etc., included redesigning processes from customers' viewpoint and then implementing process-aligned information systems. Leadership, sponsorship, change management, performance measurement, business and IT alignment, empowerment, and customized methodology, were emphasized throughout the program. As a result, the company could expect not only improvements in customer-centricity, sales productivity, and operational excellence but also increased revenues and profits in the next three years. The presented case addresses a feasible approach for enterprise-wide e-business transformation. Although the strategies, actions, and business and IT models are not described in detail due to confidentiality, the methodology and the success factors would be applicable to other insurers and possibly organizations in different industries.

• 한국병원경영학회지
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• 제11권3호
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• pp.1-18
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• 2006

The purpose of this study is to analyze the relationship between intangible asset items and company value by empirical research in the medical industry, which may enhance usefulness of the results of other empirical research on intangible asset and company value. In order to attain the purpose of this study, the stock price is taken as the independent variable and all of intangible asset items reported to a balance sheet except the development expenditures and other development expenditures, and advertisement expenses, ordinary research & development expenditures reported on the income statement are taken as the dependent variables. In the following, I carried out four meaningful results from the analysis. First, research hypothesis 1; Book value of intangible asset reported in balance sheet bears positive relationship with company value shows that development expenditures 1 variable gives positive association in a significant level while a group of \10,000-above-company shows no relationship with company value, the other group of below-\10,000-company supports a consistently significant association. All this considering, we have to keep in mind that lack of prudence may leads to wrong results when we try to analyze. Second, research hypothesis 2; Intangible asset and other intangible asset expenditures reported on the income statement gives positive effect on company value shows that R&D accounts variables give insignificance in a statistical level to all company, including entire group, \10,000-above and below consistently. These results testify that current accounting system is valid. Third, in the case of other intangible asset, it requires further examination of current KAS because statistical results show negatively significant value or insignificant value in a statistical level. That means the more intangible assets, the less company value or nothing. Last, in the case of advertisement expenditure variables of above-\10,000 and entire company shows insignificances in a statistical level consistently while below-\10,000-company shows significant result coherently. We should regard accounting information on the advertisement expenditures of \10,000-below-company with caution. The results of this study provide controversial points whether intangible asset items reported on B/S, excluding development expenditures, should be regarded as asset. To facilitate the utility of accounting information on intangible asset, it seems necessary to regard advertisement expenditures reported on I/S as asset accounts. There are further arguments on the way of dealing with intangible asset under KAS that might be considered.

• 복식문화연구
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• 제24권2호
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• pp.248-262
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• 2016

Most Korean companies in the fashion industry are SMEs, and the role of the CEO and management ownership is important for enhancing the firm's competence and developing strategies. The study aims to examine the effect of management ownership on company financial growth. In particular, the study focuses on the moderating effect of company age and size on Korean fashion SMEs' financial outcomes. Financial data based on company financial statements from 2012 to 2014 was collected by the Data Analysis, Retrieval and Transfer System of Korea's Financial Supervisory Service. A total of 295 companies' (domestic fashion businesses) data was analyzed by the bootstrap method. The median sales value in the financial year 2014 was 47,492,403,958 KRW, and the company size was divided by it. The companies were in business for an average of 20 years. According to the results, the management ownership had a negative effect on Compound Annual Growth Rate (CAGR) for the three-years, and the relationship between the two variables was moderated by company age. Additionally, the interaction effect of management ownership and company age on 3-CAGR was also moderated by company size. When the companies had spent only a few years in business, a negative effect of management ownership for small firms and a positive effect of management ownership on financial growth for medium firms were found. These results suggest that small companies starting business need to manage their company governance structure to make flexible decisions, and after retaining financial growth, the companies can expand their businesses based on strong ownership.

• Asia Marketing Journal
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• 제14권3호
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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.