• Journal of Distribution Science
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• v.14 no.10
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• pp.81-91
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• 2016

Purpose - This study proposes a strategic model for the late mover to effectively penetrate an industry that is dominated by a leading company. Thus, this study presents strategic implications for several late movers in overcoming the advantages of the leading company. Research design, data, and methodology - This study begins with a literature review followed by the formation of a strategic model that consists of: Repositioning, Utilization of Competence, Strategic Leadership, and Innovation. Specifically, this research analyzes LG Electronics (LG) as an example and investigates how LG infiltrates and grows in the water purifier market, overcoming the advantages of the powerful leading company. Results - The major steps taken by LG are summarized into four. First, LG studied the market, which had been conventionally treated as a single market. To penetrate the market, LG founded a new, special market segment. Subsequently, LG further segmented the market, executing a marketing strategy for each segment. Second, the unbending will of top managers was a key factor that addressed the challenge persistently. Third, even though LG was the late mover in the water purifier market, it had several technology competences such as compressor, refrigeration cycles, and algorithms. LG had profound knowledge in technology and used it effectively. Fourth, LG created a premium market through three innovative and distinguished factors such as the stainless water tank, sterilization service, and luxury design. Conclusions - This research draws four key findings from the example of the late mover in the water purifier industry: the reestablishment of a strategic position based on environmental change is an effective strategy for the late mover; strategic leadership is an important motive to generate late mover performance; and the late mover can utilize its existing knowledge and resources to overcome the first mover, such as presenting new added value compared to existing products as an effective catch-up strategy. Consequentially, through the study of performance determinants and the market penetration strategy of the late mover, this research has significance in providing basic material for companies trying to penetrate the market.

• Journal of Global Scholars of Marketing Science
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• v.7
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• pp.209-238
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• 2001

Objectives of this study were: First, to review the effect of buyer position in power retailer on job performance and store performance. Second, to set up research model specifying relationships between the PAQ dimensions of retailer's buyer, job performance and store performance. Third, to test hypotheses derived from the research model of this study and to establish strategy for managing discount store and department store. Marketing Implications of this study were: First, buyers of power retailers should respond more actively to rapidly changing purchasing situation. Second, job content of buyers in power retailers can be redesigned based upon results of this study. Third, as the size and the length of operation of retailers increase, an innovative system should be invented to enhance the effectiveness of power retailers. Limitations of this study were: First, validity and reliability of data collection methods used in this study were questionable for the lack of past researches in Korea. Second, static research method was employed in this study. Generalization over different time interval was almost impossible from results of this study.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.28-36
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• 2009

While existing literature has focused extensively on the strengths and weaknesses of the Chaebol and their ownership and governance, there have been few studies of Korean non-Chaebol firms. However, Lee, Lee and Pennings (2001) did not specifically investigate the competitive strategies that non-Chaebol firms use to survive against the Chaebol in the domestic Korean market. The motivation of this paper is to document, through four exploratory case studies, the successful competitive strategies of non-Chaebol Korean companies against the Chaebol and then offer some propositions that may be useful to other entrepreneurial firms as well as public policy makers. Competition and cooperation as conceptualized by product similarity and cooperative inter.firm relationship respectively, are major dimensions of firm.level marketing strategy. From these two dimensions, we develop the following $2{\times}2$ matrix, with 4 types of competitive strategies for non-Chaebol companies against the Chaebol (Fig. 1.). The non-Chaebol firm in Cell 1 has a "me-too" product for the low-end market while conceding the high-end market to a Chaebol. In Cell 2, the non-Chaebol firm partners with a Chaebol company, either as a supplier or complementor. In Cell 3, the non-Chaebol firm engages in direct competition with a Chaebol. In Cell 4, the non-Chaebol firm targets an unserved part of the market with an innovative product or service. The four selected cases such as E.Rae Electronics Industry Company (Co-exister), Intops (Supplier), Pantech (Competitor) and Humax (Niche Player) are analyzed to provide each strategy with richer insights. Following propositions are generated based upon our conceptual framework: Proposition 1: Non-Chaebol firms that have a cooperative relationship with a Chaebol will perform better than firms that do not. Proposition 1a; Co-existers will perform better than Competitors. Proposition 1b: Partners (suppliers or complementors) will perform better than Niche players. Proposition 2: Firms that have no product similarity with a Chaebol will perform better than firms that have product similarity. Proposition 2a: Partners (suppliers or complementors) will perform better than Co.existers. Proposition 2b: Niche players will perform better than Competitors. Proposition 3: Niche players should perform better than Co-existers. Proposition 4: Performance can be rank.ordered in descending order as Partners, Niche Players, Co.existers, Competitors. A team of experts was constituted to categorize each of these 216 non-Chaebol companies into one of the 4 cells in our typology. Simple Analysis of Variance (ANOVA) in SPSS statistical software was used to test our propositions. Overall findings are that it is better to have a cooperative relationship with a Chaebol and to offer products or services differentiated from a Chaebol. It is clear that the only profitable strategy, on average, to compete against the Chaebol is to be a partner (supplier or complementor). Competing head on with a Chaebol company is a costly strategy not likely to pay off for a non-Chaebol firm. Strategies to avoid head on competition with the Chaebol by serving niche markets with differentiated products or by serving the low-end of the market ignored by the Chaebol are better survival strategies. This paper illustrates that there are ways in which small and medium Korean non-Chaebol firms can thrive in a Chaebol environment, though not without risks. Using different combinations of competition and cooperation firms may choose particular positions along the product similarity and cooperative relationship dimensions to develop their competitive strategies-co-exister, competitor, partner, niche player. Based on our exploratory case-study analysis, partner seems to be the best strategy for non-Chaebol firms while competitor appears to be the most risky one. Niche players and co-existers have intermediate performance, though the former do better than the latter. It is often the case with managers of small and medium size companies that they tend to view market leaders, typically the Chaebol, with rather simplistic assumptions of either competition or collaboration. Consequently, many non-Chaebol firms turn out to be either passive collaborators or overwhelmed competitors of the Chaebol. In fact, competition and collaboration are not mutually exclusive, and can be pursued at the same time. As suggested in this paper, non-Chaebol firms can actively choose to compete and collaborate, depending on their environment, internal resources and capabilities.

• Journal of Korean Society of Rural Planning
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• v.13 no.3
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• pp.13-21
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• 2007

This study focus on the pilot case of a scenic landscape agriculture in Go-Chang county for the innovative rural development strategy related the green tourism in Korea. The Go-Chang county in Jeon-Buk province has been progressed the diversified agricultural crops production region. The Go-Chang county is known as the famous cultural tour place that has the many historical and cultural resources (provincial natural park, traditional music, great stone cluster area, military castle walls, good tasted eel food and wine). But, today, the circumstances of global agricultural free trading situations is rapidly proliferated, it invited the depression of the agricultural incomes in rural regions in Korea. So, the Go-Chang county seeks trying to alternative development methods. The new frontier like scenic landscape agriculture is the one of the innovative strategies in this processes. The Go-Chang county selects and supports the scenic landscape agriculture for the new income production policy in connection with the green tourism. This study finds out the important components of the success of a scenic landscape agriculture for the introduction to the new frontier of peen tourism in Go-Chang county. First the scenic landscape agriculture development must be related the 4 season-ecological cultivation methods connected well-being trends. Second, it will be increased the income level of rural people by the competitive the rural green products and diversified green tourism programs which produced by the efforts of the rural people. Third, the success of scenic landscape agriculture and place marketing of rural green tourism depend on the creative community leaders.

• Proceedings of the Technology Innovation Conference
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• 2002.02a
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• pp.133-149
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• 2002

This study aims to investigate the impact of wide use of digital technology, in particular, the Internet, on innovation process and corporate strategy in electronics industry. The introduction of digital technology has changed innovation process, business model and organizational structure of the electronics companies. With the introduction of digital technology, the entire value chain of electronics industry from procurement, sales, and marketing to R&D and manufacturing has been restructured. E-commerce has been a major agenda for e-business. Recently, collaboration among electronics companies through e-marketplace has emerged as an important issue. A web-based e-commerce standard, so called RosettaNet, has been developed for facilitating e-transactions of electronics firms. The development of digital technology has dramatically increased the processing speed and sophisticated the virtual reality technology. As simulation becomes easier and more effective, the uncertainty and risk involved in R&D has decreased significantly. Another positive impact is closer cooperation between R&D and manufacturing functions. Taking advantage of automated and flexible production technology, has a new type of firm, so called, EMS (Electronics Manufacturing Services) emerged, whose strategic focus is on manufacturing only. The EMS can be seen as a kind of innovative organization, that is, a modular organization for production function. Digital technology has made convergence of computer and communication possible at early years but right now the convergence has been accelerated in extensive areas of communication, broadcasting, information appliances, software, contents, and services. Firms' effort for an innovative product and service has been intensified and the competition for a new standard product and service has become severe in electronics industry. Business activities are always realized in a specific organizational context. Accordingly building up innovation-friendly organization has emerged as a critical concern. Due to the striking decrease of transaction cost, a network type of organization has proliferated, and a business function turns into a modular organization. As a whole, digital technology has pushed electronics firms into developing their own business model, which takes consideration of standardization of business platform and their core competency.

• Journal of Distribution Science
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• v.13 no.7
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• pp.85-90
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• 2015

Purpose - Global trends play a part to change the structure of the fashion industry. In particular, companies attempting to conduct innovative marketing centering on such products as SPA brands are growing into global companies. SPA stands for "Specialty Store Retailer of Private Label Apparel", meaning its activities are fully integrated from manufacturing through sales, including material procurement design, product, distribution, inventory management, and final sales. For this reason, more understanding of individual corporate profitability is very sensitive to consumer's attitudinal changes. The effects that corporate marketing activities on customer lifetime value through brand attitude were analyzed based on a structural equation model. Rust suggested value equity, brand equity, and relationship equity as customer equity driver. The study examines Chinese consumer because China is the fastest growing fashion market in the world. Research design, data, and methodology - The survey targeted Chinese college student age 20s. Only respondents who had purchased SPA brands in the past year were included for this research. A total of 303, except for 47 missing data of 350 distributed questionnaires were included in this research. The questionnaire is consists of six part to measure value, brand, relationship equity, attitude toward brand, purchase intention and demographic characteristics. This research conducted exploratory factor analysis and reliability test. To verify research hypotheses, structural equation model test was conducted. As for customer equity, diversified models in consideration of the scope of acquisition data, a method of collection of data, influencing factor, and predictability were suggested based on a net present value model. However, the history of customer equity study is relatively short, and sufficient empirical analyses have not been conducted, so more integrated analysis is required. In this study, the concept of driver suggested by Rust was applied to figure out the effects that consumer's attitude has on customer equity. The customer equity driver suggested by them consists of brand equity, value equity, and relationship equity. Results - This study reveals that value equity and brand equity have a positive influence on relationship equity. And, relationship equity has a positive influence on purchase intention through brand attitude. However, value equity and brand equity do not influence on brand attitude. Conclusion - The results of this research generated following implications. First, SPA brands need to take advantage of their value equity such as perceived low price and up-to-date fashion style to attract Chinese young consumer. Second, strong brand equity promises dominants position in the competitive market. As Chinese fashion market grows rapidly, SPA brands can consider branding strategy such as flagship store and celebrity marketing enhancing brand image. Third, the core concept of customer equity strategy is to maintain a relationship with their expecting and existing customers. The relationship equity is built by brand equity and value equity. When SPA brands serves product and service meet with individual customers, customers have intimacy to the brands.

• Journal of Korea Technology Innovation Society
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• v.8 no.spc1
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• pp.476-498
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• 2005

The purpose of this study is to development of venture business curriculum by FGI interview to venture CEO and related field employer and suggest to venture related structure of liberal art, major part of undergraduate and graduate school. Research methods are 2 step interview with 325 venture business CEO and related employer. They selected practical course to motivate venture entrepreneurship among 3 subsidiary (entrepreneurial condition, psychology of entrepreneur, competency of entrepreneurial technology, competency of entrepreneurial knowledge, competency of managing growing business). Major findings are as follows; the selected course category of entrepreneurial condition of liberal art are venture mind and entrepreneurship, venture biz and spearhed industry. The selected course category of psychology of entrepreneur are leadership, personal relationship, and creativity, negotiation skill, etc. The selected course category of competency of entrepreneurial technology are venture technology, introduction to technology trends. The selected course category of competency of entrepreneurial knowledge are biz validity, entrepreneurship, the discovery of business opportunity, utilization of monetary resource etc. The selected course category of competency of managing growing business are operating strategy of venture business, service marketing and technical innovation and technology management.

• International Commerce and Information Review
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• v.9 no.2
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• pp.327-350
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• 2007

A single window platform must be successfully established by implementing CDM/UCR in WCO and UNeDocs in UN/CEFACT, which is part of the framework of standards for secure and facilitate global trade. Core success factors in single window platform for international trade depend on political innovative capacity, advanced leadership of high ranking officials and departments in charge, effective collaborations between the ministries and offices concerned which are supported by supreme executives, self-controlled coordinations between users, convenience and access availability to users, promotion and marketing, identification on predictive impediments, financial raising and revenue model payable, communication's strategy, valid legal basis etc. To settle a stable ubiquitous e-trade platform, firstly, procedures and practices of customs clearance which different from one another mutually must be standardized globally. Secondly, the international standard electronic data exchanges must be introduced to facilitate and simplify customs clearing procedures by holding administrative informations in common between public institutions. thirdly, cooperative work model must be accepted with enhancing outsourcing business between reference groups (export-import firms and IT service providers).

• The Korean Journal of Food & Health Convergence
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• v.9 no.6
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• pp.21-26
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• 2023

Purpose: This study aims to explore how the modern foodservice industry reflects consumers' rapidly changing taste preferences and health consciousness. In particular, it looks at how companies such as Yakult Korea are expanding their business to meet diverse consumer demands and how traditional and exotic tastes are driving the growth of the sauce market. Research methods: this study was conducted through market analysis, consumer behavior research and case studies. Sales data, consumer purchasing patterns and product development strategy case studies of sauce products in domestic and global markets were investigated to analyze the impact of taste and health harmony and storytelling on brand value. Conclusion: The foodservice industry is meeting consumer expectations for health and taste harmony by developing innovative products that satisfy the senses and adopting marketing strategies through strong storytelling. The success of exotic sauce products in particular reflects consumers' desire for diversity. Implications: the findings suggest that the foodservice industry must continue to innovate to meet consumers' health and taste expectations. They also reveal that product storytelling plays an important role in enhancing brand value. This requires a strategic approach to long-term brand growth and market differentiation. Companies need to reflect these changes in consumer buying behavior.

• International journal of advanced smart convergence
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• v.13 no.1
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• pp.140-151
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• 2024

This study explores an innovative advertising technique on Bilibili, where product links are embedded as bullet comments visible only to mobile app users. The research involved 140 participants, divided equally between followers and non-followers of a popular influencer, 'Gourmet WanggangR.' These groups were further split, with half viewing a video containing the product link on the app and the other half via PC. The study revealed that influencer attachment significantly increased viewer immersion (transportation) and positively influenced attitudes towards the content, which in turn elevated purchase intentions. Importantly, the influencer's followers showed a stronger attachment and more favorable attitudes towards the content, alongside a heightened likelihood to purchase the advertised product. The presence of the product link further accentuated these effects among the influencer's followers. Conversely, in the absence of the link, the correlation between influencer attachment and content attitude was less pronounced. These findings highlight the effectiveness of embedding product links in video content as a marketing strategy, particularly when targeting an influencer's followers through mobile platforms.