• 디지털융복합연구
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• 제7권4호
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• pp.43-56
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• 2009

The concept causing all the fuss is "the utility computing or the usage-based IT service", which now represents the future for IT asset in all aspects of the way they work in business, the commercial and public sector. The core of "utility computing or usage-based IT service" is changing the IT assert from "ownership" to "borrowing", which enables managers to get greater utilization of data-centre resources at lower operating costs. This trend is spreaded in public sector centering the Governmental Internet data Center of Korea(NCIA). So, it has need to make an usage-based IT service model that is suitable for public sector. In this paper, we propose the usage-based IT service model that is composed of IT service framework, service pricing model and IT service architecture.

• 한국통신학회논문지
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• 제26권12C호
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• pp.190-198
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• 2001

In this paper, the authors propose methods for determining the differentiated price for elastic traffic in IP (Internet Protocol) network. First, we investigate the behavior in the consumption of bandwidth of elastic traffic in IP network. Next, we propose a method to relate the bandwidth usage with the pricing for the elastic traffic, which is based partially or fully on the usage rate of the network bandwidth. After that, we propose a charging function for elastic traffic, which is based on the de facto usage of the bandwidth. Finally, we will illustrate the implication of the work via simple numerical experiments.

• 대한산업공학회지
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• 제27권2호
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• pp.181-189
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• 2001

The proliferation of the Internet and related technologies and applications has led to a new form of market place known as the electronic store. In this paper, we study competition between two shopping channels, an electronic store and traditional retailers. Based on the circular spatial market model, we derive the Nash and Stackelberg equilibria as a function of the efficiency of the electronic store. The result shows that the Stackelberg equilibrium is always superior to the Nash equilibrium for both channels. It is also shown that, in some cases, the electronic store has incentive to decrease its efficiency to gain more profit.

• International journal of advanced smart convergence
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• 제10권1호
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• pp.62-74
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• 2021

We compare Over-the-Tops (OTTs), Netflix and Amazon Prime Video (APV) with five success factors of innovation. Firstly, Netflix offers better personalized service than APV, because APV has collaborative filtering algorithms to recommend safe bets, not the customers really want. Secondly, APV' user interface is undercooked to lock the members in, even if it has more content and better price offer than Netflix retaining its loyal customers despite the price increase. Thirdly, Netflix has simple subscription model with three tiering, but APV has complicated pricing model having annual and monthly, APV and Prime Video (AV) app, Amazon subscription and extra payment of Amazon Prime Channels (APCs). Fourthly, Amazon has fewer partnership than Netflix especially when it comes to local TV series. Instead, Amazon has live TV channel collaboration including sports content. Lastly, both have strategic and operational agility in their organization well.

• 한국정보통신학회:학술대회논문집
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• 한국해양정보통신학회 2003년도 춘계종합학술대회
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• pp.648-652
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• 2003

제 3세대 이동 통신망인 GPRS(General Packet Radio Service)망에서는 SGSN(Serving GPRS Support Node)과 GGSN(Gateway GPRS Support Node) 사이의 전송계층을 IP-Over-ATM 망을 기반으로 한다. 이는 비연결형(connectionless) IP 트래픽들을 연결지향형(connection-oriented) ATM 전송계층을 통해 전송하는 것을 의미한다. 이때 효율적인 자원관리를 위해 적절한 VC(Virtual Circuit)의 접속과 해제를 수행해야 한다. 본 논문에서는 GPRS망에 인터넷 웹 서비스 트래픽 모델을 다양한 VC holding Cost Pricing Model(LRU, Mean-Variance, Adaptive policy[2])에 적용하였다. 각각의 기법들에서 VC의 이용율(utilization)과 설정율(setup rate)을 분석함으로써 각 기법의 성능을 비교하였다.

• 한국컴퓨터산업학회논문지
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• 제5권9호
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• pp.1101-1110
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• 2004

2004년도 1분기 현재 세계 이동통신 가입자는 약13억 4,800만명으로 인구대비 보급률은 아직 29%에 불과하나, 2004년 5월 현재 국내 이동 전화 가입자는 3천 6백만 명을 넘어서, 인구대비 보급률 75%를 상회하면서 우리 나라도 이동통신강국에 진입하고 있다. 무선인터넷 서비스는 1999년 5월 처음 서비스를 제공한 이후 통신사의 꾸준한 투자와 단말기의 고급화(컬러폰, 디지털 카메라폰) 및 번호이동성 (MNP) 제도도입 등으로 지속적인 증가추세로 2004년 5월 현재 무선인터넷 가입자는 총 3천 450만 명으로 이동전화 가입자 대비 95.3%의 가입률을 기록하고 있다. 이동전화 시장은 요금인하 또는 품질개선 등의 지속적인 질적 경쟁보다는 가입자의 양적 유치경쟁에 치우치고 있어 이용자들이 다양한 무선인터넷 서비스를 합리적으로 선택할 수 있도록 무선인터넷 서비스의 사전 요금정보의 제공과 무선인터넷 서비스의 요금체계 개선을 위하여 본 논문에서는 무선 인터넷의 접속 및 컨텐츠 다운로드로 DATA를 측정하고 결과를 분석하여 과금 체계의 개선방향을 제시하여 무선인터넷 서비스의 활성화에 기여하고자 한다.

• 융합정보논문지
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• 제7권1호
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• pp.75-79
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• 2017

본 논문의 연구목적은 사물인터넷(Internet of Things : IoT)을 기반으로 한 비즈니스 프로세스의 지원 방안을 제시하는 것이다. 이 때 사물인터넷의 비즈니스 모델과 제품의 강화를 위한 IoT의 비즈니스 프로세스 적용 방안에 집중하도록 한다. 본 논문의 연구 방법은 기계류 장치산업에서 기계생산 시에 발생하는 오류를 최소화할 수 있는 경우를 대상으로 하였다. 본 논문의 결과로서 IoT 구조와 선택된 IoT 기술에 기초한 비즈니스 프로세스의 설계를 들 수 있다. 본 연구는 IoT를 기반으로 한 비즈니스 프로세스의 지원방법론인데, 비즈니스 프로세스 중에서 IoT의 영향을 가장 많이 받는 키 프로세스, 즉 원거리 기계 모니터링, 기계 정비, 재료 조달, 제품가격결정, 그리고 정보보고시스템을 중심으로 수행되었다. 본 연구에서의 연구 한계점은 본 연구를 기계장치 회사에 한정해서 실시했다는 것이다. 향후의 연구는 연구대상을 더욱 확대하여 다른 많은 업종의 비즈니스 프로세스에도 적용해보아야 할 것이다. 본 연구의 결과는 IoT 기술을 이용하여 경영실적을 향상하고자하는 기계 산업에서 활용할 수 있을 것이다.

• Journal of Communications and Networks
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• 제13권5호
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• pp.499-510
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• 2011

Any server offering a routing service in the Internet would naturally be in competition for clients, and clients may need to utilize service from a specific server in order to achieve a desired result. We study the various properties of this competition, such as the fraction of route requests handled by a routing service provider and the fraction of total revenue obtained. As the routing service providers (i.e., servers or routers in this context) compete, they may alter behavior in order to optimize one of the above properties. For example, a service provider may lower the price charged for its service, in order to increase the number of clients served. Our models are based on servers offering a routing service to clients within representative network topologies based on actual Internet sub-graphs. These models provide, a framework for evaluating competition in the Internet. We monitor key aspects of the service, as several variables are introduced into the models. The first variable is the fraction of client requests that will pay more for a better quality route. The remaining requests are normal client requests that are satisfied by the most economical route. The second variable is the fraction of servers who choose to lower service prices in order to maximize the number of client requests served. As this fraction increases, it is more likely that a server will lower the price. Finally, there are some resource constraints applied to the model, to increase the difficulty in providing a routing solution, i.e., to simulate a realistic scenario. We seek to understand the effect on the overall network, as service providers compete. In simple cases, we show that this competition could have a negative impact on the overall efficiency of a service. We show that the routing variety present in the larger models is unable to mask this tendency and the routing service performance is decreased due to competition.

• 인터넷정보학회논문지
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• 제16권4호
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• pp.1-11
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• 2015

본 논문은 조건부 가치측정법을 이용하여 MVNO 전환의사비용을 추정하고 MVNO를 통한 무선데이터서비스 활성화를 위한 바람직한 전략을 제시하고자 한다. 연구결과 이용자의 사용패턴이나 MVNO에 대한 인식여부는 MVNO 전환비용에 영향을 미치지만 서비스 만족도는 전환비용에 유의한 영향을 미치지 않았다. 이는 현 이동통신사의 만족도와 상관없이 일정수준 이상의 요금절약이 예상 될 경우 소비자는 MVNO사업자로 가입을 전환할 수 있음을 의미한다. 또한 이동통신사업자별로 가입자 전환비용에 유의한 차이가 존재하며 시장지배적사업자의 전환비용이 가장 크게 나타났다. 이는 추가적인 규제가 존재하지 않을 경우 시장지배적 사업자로 시장 쏠림현상이 일어날 가능성이 있음을 의미한다. 따라서 무선데이터서비스 활성화를 위한 MVNO사업자들의 시장점유율 확보를 위해서는 제품이나 품질의 차이보다는 요금차별화를 통한 전략적 접근이 바람직하고, 규제기관은 이동통신사업자간 상이한 가입자충성도를 고려하여 규제정책을 수립해야 할 것이다. 본 연구는 MVNO 시장확장을 위한 전략방안 마련에 활용될 수 있을 것으로 기대되며, 규제기관의 통신정책방향에 대한 시사점을 제시할 수 있을 것으로 기대된다.

• Asia pacific journal of information systems
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• 제17권2호
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• pp.83-95
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• 2007

We are motivated by how offline and online firms compete. The Internet made many conventional offline firms build a dynamic online business as another sales channel using their advantages such as brand equity, an existing customer base with comprehensive purchasing data, integrated marketing, economies of scale, and longtime experience with the logistics of order fulfillment and customer service. Even though the hybrid selling using both offline and online channel seems to have advantages over a pure online retailer, all the conventional offline firms are not seen to create an online business. Many conventional offline firms began to launch online business since the Internet era, however, just being online business is not likely to guarantee success. According to Bizate.com's report whether the hybrid channel strategy is successful is still under investigation. For example, consider the classic case of Barnes and Noble versus Amazon.com, Barnes and Noble was already the largest chain of bookstores in the U,S., when Amazon.com was established in 1995, BarnesandNoble.com followed suit in 1997, After suffering losses in its initial years, Amazon finally turned profitable in 2003. In 2004, Amazon's net income was $588 million on revenues of $6.92 billion, while Barnes and Noble earned $143 million on revenues of $4.87 billion, which included BarnesandNoble.com's loss of $21 million on revenues of $420 million. While these examples serve to motivate our thinking, it does not explain when offline firms should venture online. It also does not provide an analytical framework that can generalized to other competitive online-offline situations. We attempt to do this in this paper and analyze a hybrid channel model where a conventional offline firm competes against online firms using its own direct online channels. We are particularly interested in an optimal channel strategy when a conventional offline firm sells its products through its own direct online channel to compete with other rival online firms. We consider two situations where its direct online channel and other online firms are symmetric and asymmetric in the brand effect. The analysis of this paper presents several findings. In the symmetric model where a hybrid firm's online channel is not differentiated from a pure online firm, (i) a conventional offline firm will not launch its online business. In the asymmetric model where a hybrid firm's online channel is differentiated from a pure online firm, (ii) a conventional offline firm can launch its online business if its brand effect is greater than a certain threshold. (iii) there is a positive relationship between its brand effect and online customer costs showing that a conventional offline firm needs more brand effect in order to launch online business as online customer costs decrease. (iv) there is a negative relationship between its brand effect and the number of customers with access to the Internet showing that a conventional offline firm tends to launch its online business when customers with access to the Internet increases.