• International Commerce and Information Review
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• v.12 no.4
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• pp.303-325
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• 2010

This study concerns the identification of INPR process (i.e., antecedents, timeliness in new product development (NPD) and international new product rollout (INPR) and consequences) for international new product performance. It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that cross-functional integration exhibited a statistically significant and positive effect on NPD timeliness. For the rapid development of new products, evidence is mounting in favor of cross-functional integration that facilitates both the quick dissemination and utilization of information. A higher level of marketing synergy was positively associated with a higher level of NPD timeliness. These findings suggest that marketing synergy plays a key role in enhancing NPD timeliness in South Korean manufacturing companies. The results also indicate that HQ-subsidiary cooperation was positively related to INPR timeliness. More comprehensive and varied information flows between HQ and subsidiary are likely to achieve product competitive advantage and then the latter may lead to international new product launch timeliness. However, technology synergy has no significant influence on NPD timeliness, implying that Korean manufacturers' managers do not recognize technology to be a major driving force, unlike Western manufacturers' managers. The findings also indicate that the positive effects of timeliness in INPR on international new product performance. It is important note that successful achievements of international new product success are likely to rely on INPR timeliness. Importantly, the results found that products developed within planned time frames are more likely to be rolled out into multi-markets on-time, resulting in higher levels of performance than when NPD completion is delayed.

• Journal of Korean Society for Quality Management
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• v.33 no.1
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• pp.42-50
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• 2005

The IMD(International Institute for Management Development) report said that national competitiveness of Korea is declined in this year. The main reason for Korea's decline is a largely related to the weakness of corporate competitiveness. The new product development is a necessary ingredient for improving the national competitiveness. The analysis of changing of technologies and customer's needs is needed for successful new product development. In this paper, We found out successful factors of the project by use of DFSS(Design for Six Sigma) and proved them by case study of K-company. Result from this paper is applied to the new product development planning step for K-company and it made a great success rate. It is expected that the result is applied to the same kind industries.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.138-158
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• 2002

Nowadays, new product development (NPD) is one of the most crucial factors for business success. The manufacturing firms cannot afford the resources in the long development cycle and the costly redesigns. Good product planning is crucial to ensure the success of NPD, while the Quality Function deployment (QFD) is an effective tool to help the decision makers to determine appropriate product specifications in the product planning stage. Traditionally, in the QFD, the product specifications are determined by a rather subjective evaluation, which is based on the knowledge and experience of the decision makers. In this paper, the traditional QFD methodology is firstly reviewed. An improved Hybrid Quality Function Deployment (HQFD) [MSOfficel] then presented to tackle the shortcomings of traditional QFD methodologies in determining the engineering characteristics. A structured questionnaire to collect and analyze the customer requirements, a methodology to establish a QFD record base and effective case retrieval, and a model to more objectively determine the target values of engineering characteristics are also described.

• 한국디지털정책학회:학술대회논문집
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• 2005.11a
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• pp.323-335
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• 2005

Globalization of economy brings both opportunities and threats especially for companies in developing countries such as Korea. Globalization is an opportunity because it may expand the size of market for the company where globalization brings a threat for developing global competitiveness. If the company has already built competitive advantage in its business domain, the company can easily transfer market growth to profit improvement. However, if the company has not developed competitive advantage, globalization of economy will give a serious threat for the survivor of the company. The company might lose its own domestic market share. For the less famous brand of product or company name, international expansion is a challenging strategy. The study evaluated organizational performance of companies that try international expansion by utilizing Miles and Snow's strategy typology. We clustered organizations based on their strategy typology (prospector, analyzer, defender, and reactor) in view of the level of product diversification, new product development instances, level of localization, and autonomy of foreign subsidiary. With the strategy typology, we evaluated international strategy in view of product competitiveness, marketing strategy, human resource strategy, and organizational strategy. The regression result demonstrates that the performance of the company is significantly higher when the company employs prospector strategy. We also found out that product quality and emphasis for developed countries in international expansion are the most important factors for success.

• International Journal of Quality Innovation
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• v.8 no.2
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• pp.69-87
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• 2007

High-tech industries in Taiwan exist in an environment with diverse product requirements and intense cost reduction and information integration stress. They must develop new operational directions to increase industry competitiveness. Therefore, Taiwan's high-tech industries must continue R&D and creativity, establish knowledge sharing mechanisms and improve new product development (NPD) performance. This research analyzed and explored the influences of knowledge management (KM) and knowledge sharing mechanisms introduced by Taiwan's high-tech industries on new product development performance. The relationship between knowledge management capabilities and NPD performance is studied. This research considers the intervening industry and corporate position variables. Taiwan's high-tech industries have gradually entered the era of IT region integration and application with competitive advantage creation based upon core techniques. The in-depth study of knowledge management and knowledge sharing introduced by the high-tech industry revealed double meanings in academic and practical applications. The research results showed the following: (1) the stronger the knowledge management capabilities of Taiwan's high-tech industries, the more significant the NPD performance. (2) The better the knowledge sharing mechanism in Taiwan's high-tech industries, the more significant the NPD performance. (3) Corporate scale is not necessarily the critical factor in NPD success and the influence of corporate scale on NPD performance did not show significant differences. (4) The stronger the degree of leading corporate techniques, the more significant the NPD performance.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.37-48
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• 2009

The standardization of marketing has been one of the most focused research topics in international marketing. The term "global marketing" was often used to mean an internationally standardized marketing strategy based on similarities between foreign markets. Marketing standardization was discussed only within the context of traditional physical marketplaces. Since then, the digital "marketspace" of the Internet had emerged in the 90's, and it became one of the most important drivers of the globalization process opening new opportunities for the standardization of global marketing activities. On the other hand, the opinion that a greater adoption of the Internet by customers may lead to a higher degree of customization and differentiation of products rather than standardization is also quite popular. Considering this disagreement, it is notable that comprehensive studies which focus upon the marketing standardization especially in the context of global e-commerce are missing to a high degree. On this background, the two basic research questions being addressed in this study are: (1) To what extent do companies standardize their marketing in international e-commerce? (2) Is there an impact of marketing standardization on the performance (or success) of these companies? Following research hypotheses were generated based upon literature review: H 1: Internationally engaged e-commerce firms show a growing readiness for marketing standardization. H 2: Marketing standardization exerts positive effects on the success of companies in international e-commerce. H 3: In international e-commerce, marketing mix standardization exerts a stronger positive effect on the economic as well as the non-economic success of companies than marketing process standardization. H 4: The higher the non-economic success in international e-commerce firms, the higher the economic success. The data for this research were obtained from a questionnaire survey conducted from February to April 2005. The international e-commerce companies of various industries in Germany and all subsidiaries or headquarters of foreign e-commerce companies based in Germany were included in the survey. 118 out of 801 companies responded to the questionnaire. For structural equation modelling (SEM), the Partial-Least. Squares (PLS) approach in the version PLS-Graph 3.0 was applied (Chin 1998a; 2001). All of four research hypotheses were supported by result of data analysis. The results show that companies engaged in international e-commerce standardize in particular brand name, web page design, product positioning, and the product program to a high degree. The companies intend to intensify their efforts for marketing mix standardization in the future. In addition they want to standardize their marketing processes also to a higher degree, especially within the range of information systems, corporate language and online marketing control procedures. In this study, marketing standardization exerts a positive overall impact on company performance in international e-commerce. Standardization of marketing mix exerts a stronger positive impact on the non-economic success than standardization of marketing processes, which in turn contributes slightly stronger to the economic success. Furthermore, our findings give clear support to the assumption that the non-economic success is highly relevant to the economic success of the firm in international e-commerce. The empirical findings indicate that marketing standardization is relevant to the companies' success in international e-commerce. But marketing mix and marketing process standardization contribute to the firms' economic and non-economic success in different ways. The findings indicate that companies do standardize numerous elements of their marketing mix on the Internet. This practice is in part contrary to the popular concept of a "differentiated standardization" which argues that some elements of the marketing mix should be adapted locally and others should be standardized internationally. Furthermore, the findings suggest that the overall standardization of marketing -rather than the standardization of one particular marketing mix element - is what brings about a positive overall impact on success.

• International Commerce and Information Review
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• v.12 no.1
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• pp.203-224
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• 2010

With the launching WTO, the world economy has been changing new competitive environment. Agricultural exports should be pursued actively in the market of opening era to develop the foreign agricultural product market and to improve the domestic agribusiness quality and strengthen its competitiveness. The purpose of this is paper is to understand agricultural export status of Korea to detect challenges and matter for improvement, to find new measures of export strategy for the foreign market, recent emerging export promotion with high potential growth, and to increase Korea agricultural export to new world market by using a new method. The profit and loss status is volatile since the agricultural export is in its infancy. However, we have learned lessons from previous success and failure that prior analyzing of agricultural export feasibility, phased-in expansion of agri-food export volume, connection of agri-food export and agri-food market policy. In relation to this, this paper introduces Efficient and Effective Utilization of Communal Facilities in agri-food export. Consequently, First, Export promotion scheme for agri-food is to precise analysis of import countries and to collection agri-food export procedure and agri-food market system. Second, In order to expand export agricultural products to new world market, we need to direct 3rd support program to enhancing competitiveness in expanding export of agricultural export.

• The Journal of Small Business Innovation
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• v.19 no.2
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• pp.37-52
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• 2016

Making efforts to break down the barriers between the intra-company departments as well as cooperating with external partners can become the driving force to create a successful innovation in the new product development (NPD) process. This study deals with how the key factors of collaborative innovation success are working in the process of NPD collaboration. Using case analysis of the NPD process, where a large retailer and small and medium-sized suppliers cooperate, we found that the small and medium-sized suppliers achieved greater 'short-term' performances in the collaboration than the large firm, although the long-term performance is not clear. Among the six antecedents of innovation success, relationship-specific investment played a critical role in motivating the supplier's participation in the NPD process. Adopting a 'closed' network in which the two suppliers interact directly with each other and create new knowledge for the NPD process played an important role in producing a quality product in a reduced development time. Unlike previous studies about the retailer-supplier cooperation for NPD in the food industry suggesting that position differences cause communication problems which is a major obstacle to the NPD success. This study suggests that large retailer's initiative role is a critical success factor in the NPD by the cooperation between small and medium-sized suppliers and large retailers.

• Journal of Science of Art and Design
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• v.2
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• pp.128-160
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• 2000

The objective of this study is to establish a theoretical framework of factors and strategies for success , by probing into design management strategies and the resulting product development details of firms from many parts of the world that improved their images and competitiveness through industrial design. As a means for a company to successfully develop products and to survive, strategies for successful product development were unfolded by many leading businesses of industrial design, whose methods and strategies were respectively unique. International companies such as Philips, Sony, Braun, Ford, and Alessi employed industrial design to not only renew their brand perceptions, but also added values to human life by embedding exclusive designs that customers prefer in their products. They have used design as a business strategic tool, whose elemental processes are, planning, organizing, directing, and controlling. In conclusion, the successful strategies of the leading global companies' design management and product development share the following First, these companies seek design strategies that foresee upcoming changes and are ahead of their time. Second, the CEO is aware of the importance of design, has an appreciative eye for design, and puts in effort into supporting and developing his or her design sector. Third, the director is provided with the conditions in which he or she can take control of one's tasks, and has the abilities and qualities to provide visions for the future. Fourth, the product development team uses original and logical processes and is highly organized. Fifth, the design organization effectively utilizes necessary experts of internal and external company. Sixth, the firm produces innovative products that meet the customers' demand and predict the future. Seventh, the products developed shall employ cutting-edge technologies and are new and original. Eighth, the product must have an identity as a product that represents the company.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.