• Journal of Industrial Convergence
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• v.13 no.1
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• pp.75-79
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• 2015

This paper investigates two important relationships relating to firm behaviour and performance using econometric methods. First, the relationship between product market competition and innovation is examined, and then the association between innovation and productivity is separately investigated. Data from the Australian Bureau of Statistics' Business Longitudinal Database are used in the analysis. For every measure of competition considered except one, the results of the modelling are consistent with an anti-Schumpeterian relationship between competition and innovation - that is, firms appear more likely to innovate if they face stronger competition. The results examining the relationship between innovation and productivity, although weaker than those between competition and innovation, suggest that innovation is associated with better productivity outcomes.

• International Commerce and Information Review
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• v.8 no.1
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• pp.15-31
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• 2006

There is no overdoing of enforcement of the importance of strategical mind which indicates future direction when management environment around organizations are variously changing. This document describers preceding and comparison research about competition strategy, competitive advantage and IT centered on organizations' common issue "Guarantee of Continuous Competitive Advantage" and researched various factors to determined if Information Technology is functioning properly through the cases of excellent organizations operating continuous competitive advantage Continuous competitive advantage's source is evaluating positively about resource based view which is described by innovation of business process. However, reality of operating continuous competitive advantage with difficult imitation of business process' "Time" "Complexity" is insufficient. Confirm how continuous competitive advantage is operated in reality by accepting easy application of "Simple Concise" business process. Confirm existence of information technology capability creating difficult imitation is functioning as a source of continuous competitive advantage, not Information Technology resource supporting business process.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.9
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• pp.187-222
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• 1996

• Journal of Korea Fair Competition Federation
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• no.105
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• pp.38-40
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• 2004

지난 4월 21일부터 22일까지 이틀 간 세계 공정거래위원장간 회의인 ICN(International Competition Network) 제3차 연차총회가 서울 롯데호텔에서 개최되었다. ICN은 2001년에 미국, EU, 한국 등 14개국의 주도로 창설된 세계 공정거래위원장간 협의체로서 현재 76개국의 86개 경쟁당국이 회원으로 가입한 경쟁정책 분야 최대규모의 국제기구이다. ICN 회원국들의 경제규모는 전세계 GDP의 $91\%$를 차지하고 있다.

• International Commerce and Information Review
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• v.7 no.4
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• pp.351-365
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• 2005

Korean auto mobile industry has been contributed to development on national economy for last 30 years. Especially, The fact is that latest increasement of Korean automobile selling is worthy of notice in U.S. market which is the biggest automobile market of the world. But development of automobile industry unattainable nothing of helping of auto parts industry. So, when we discuss about growth of automobile industry, we also have to consider role of auto parts industry at the same time. The purpose of this study was to analyze exporting competition of Korean auto parts in U.S. market by using Index of Export Bias and Market Comparative Advantage Index. For attaining the purpose of study, we classified the Korean auto parts which exported to U.S. market and the world by using the six units classification of the Harmonized System(HS). Also we measured Index of Export Bias and Market Comparative Advantage Index. Analyzing period was 1998-2004. The results of Index of Export Bias indicated that HS Code No. 8708.50, 8708.91 represented over 3 numerical value and 8708.92, 8708.60, 8708.39, 8708.29 represented over 2 numerical value. Additional results indicated that the Korean auto parts which gained exporting competition in the U.S. market were HS Code No. 8708.70, 8708.93, 8708.92. The products which will have exporting competition in the U.S. market would be HS Code No. 8708.99,

• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.69-75
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• 2019

In recent years, with the development of IT technology and mobile communication, the powerful communication function of the Internet will gradually eliminate the information asymmetry between supply and demand, and the third-party review website emerges as The Times require. Dianping.com was founded in 2003. After a few years of development, it has become an independent third-party consumer review website worldwide. One of the reasons for such great success is corporate culture, which plays an important role in human resource management. The competition of enterprises is not only the competition of products and cost advantages, but also the superior enterprise culture presented to customers in the international environment. The competition between third-party review sites has been very fierce. In just a few years, many foreign third-party review websites went public and made profits, but some domestic start-ups went bankrupt due to the lack of a good business model and corporate culture. A good business model is particularly important. Taking dianping.com as the research object and combining with the business model of the company, this paper studies the unique corporate culture of dianping.com, hoping to help the company through the investigation and research of this paper, so as to improve the company in the future. And put forward a certain practical significance and value.

• Journal of Korea Trade
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• v.23 no.3
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• pp.105-117
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• 2019

Purpose - Underdog positioning is often used to evoke a positive attitude when interacting with consumers. However, little research has been conducted on the market competition structure and innovation contexts in which underdog positioning produces the most impact. This research aims to investigate unexplored boundary conditions of underdog positioning and addresses two issues: market structures (oligopoly vs monopolistic competition) and perceived firm innovativeness (PFI). Design/methodology - Two one-way ANOVA designs (market structures: monopolistic competitions vs. oligopoly; perceived frim innovativeness: strong vs. weak) were randomly assigned to 297 graduate and undergraduate students (52 % female) majoring in business. Study 1 examined the effect of underdog positioning on consumer attitudes in the different market structures. Study 2 investigated the relationship between underdog effect and consumer attitudes through viewing conditions that varied in PFI. Findings - Drawing on the results of the study, the authors conclude that underdog positioning is effective to generate more positive consumer attitudes when employed in the market structure of monopolistic competition rather than oligopoly. Moreover, both underdog and top dog positioning are likely to generate more positive consumer attitudes when accompanied with strong PFI than weak PFI. Originality/value -This is the first study to distinguish between monopolistic competition and oligopoly market structures with underdog positioning as well as to demonstrate a positive effect of PFI, regardless of the type of brand narratives.

• International Journal of Advanced Culture Technology
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• v.12 no.1
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• pp.202-208
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• 2024

Objective: The purpose of this study is to examine the competitive environment of 7-Eleven using Porter's 5 Force model to analyze the specific competitiveness of 7-Eleven that has maintained continuous growth as a competitive company. Methods: This study is a case study of 7-Eleven. Results: As a result of the analysis, 7-Eleven has reinforced its competitiveness with existing competitors by raising entry barriers by expanding domestic stores and developing overseas convenience store business, focusing on North America, based on economy of scale. In addition, 7-Eleven seeks to differentiate itself from other convenience stores by developing a "private brand" and strengthens its bargaining power with suppliers through the development of new products by gathering information and know-how of experts in product development based on customer needs. The bargaining power with customers has been strengthened by building loyalty and trust in the brand by allowing consumers to purchase the same products at the same price no matter which store they visit. As a threat to potential competitors, 7-Eleven has secured a competition advantage by raising the barrier to entry by concentrating stores in specific areas through a dominant franchise development strategy and increasing awareness of 7-Eleven among consumers. In the case of threats from substitute products, it was confirmed that 7-Eleven has overcome the threat from substitute products by opening 24 hours a day and providing various services such as ATMs and copiers.

• Journal of Korea Port Economic Association
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• v.17 no.2
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• pp.29-59
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• 2001

This paper aims to describe port competition in East Asia and the Korean government's port strategy. In doing so, the paper provides an overview of global changes in international trade, the shipping industry and the port business. It also delineates the status of port competition in the region. Particular examples are taken from the competition among the ports of Hong Kong, Singapore, and Malaysia, as well as those of Pusan and Kwangyang, Kaohsiung, Kobe, and Shanghai and Yantian. The port competition in East Asia is reviewed and classified in two groups: north-tier competition among traditional major players, such as Kobe and Pusan, and dark horses such as Shanghai, Kwangyang and perhaps Yokohama; and south-tier competition among the three traditionally big players Kaohsiung, Hong Kong and Singapore, and the relative newcomers of Yantian in China, and Tanjung Pelepas In Malaysia. Due to the enlarging of ships and expansion of port activities, the boundary between the two tier frontiers breakdown, or they may even merge, into one grand frontier, in the foreseeable future. Although it appears that Asian ports are not being very aggressive in preparing for the future of mega-carrier in their plans, it is true that China, Korea and Taiwan are moving full steam ahead in comprehensively developing their container ports on a large scale. It therefore seems to be the perfect time for rival ports to explore a port alliance strategy to fight against the trend toward alliances between of many shipping lines.

• Environmental and Resource Economics Review
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• v.23 no.4
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• pp.553-581
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• 2014

This paper analyzes competition among service stations in the Korean gasoline market. We consider spatial differentiation as a source of product differentiation as well as the characteristics of the stations and vertical contracts between refiners and retailers as factors causing changes in equilibrium prices in the Korean gasoline retail market. The effect of the government's price disclosure policy on the retail market competition is also analyzed. Moran's I test indicates that the prices of neighboring gas stations are spatially correlated in the market. It is also found that gasoline prices for vertically integrated stations are much lower than those for independent stations. In addition, unbranded stations charge lower prices than branded stations but also induce branded stations to price more competitively. Meanwhile, the government's price disclosure policy did intensify price competition in the retail gasoline market. It is inferred that the price disclosure policy contributed to retailers gaining more bargain power in price negotiation with refiners, causing an eventual increase in retail prices.