• International Commerce and Information Review
• /
• v.9 no.2
• /
• pp.375-397
• /
• 2007

This paper aims to develop international marketing strategies for Korean traditional food and gives some implications to firms that are ready to invest in developed countries with Korean traditional food and to the government that needs to make a policy to support the food industry in international marketing. For this, we researched data and studied domestic and international cases. Also, we extracted two common factors(namely product factor and image factor) through fourteen variables by factor analysis and tested whether both factors significantly influence on the success of international marketing(favorable impression). As a results, we found several key success factors(KSF), including both factors mentioned above and developed international marketing strategies for Korean traditional food reflecting these key success factors.

• Journal of Korea Technology Innovation Society
• /
• v.12 no.1
• /
• pp.212-236
• /
• 2009

This study is an attempt to deduct environmental uncertainties facing next-generation convergence services, in four areas including customer, technology, service provider and regulation. We assess the level of residual uncertainty with regard to key environmental uncertainty factors, and conduct a scenario planning analysis. Based on the results of this analysis, we provide suggestions on market entry strategy for providers of this next-generation convergence service. The strategic assessment of six scenarios developed in this study, each with two levels of residual uncertainty (alternate futures and a range of futures) resulted in two key success factors (KSF), namely, customer demand trends and easing of advertising restrictions. Four types of strategic scenarios were then discerned, for each of which we present response capabilities that may be required of service providers, along with strategic suggestions. The results of this study are rich in implications for both policy-makers and regulators seeking ways to create and stimulate a convergence service market and prospective providers of next-generation convergence services, as they provide concrete tips related to market entry strategy, including efficient resource allocation, types of market entry and time-frames for entry.

• Korean Journal of Construction Engineering and Management
• /
• v.15 no.5
• /
• pp.127-137
• /
• 2014

Project Financing (PF) development project is the type which influences national economy and building industry largely because it is exerted by using borrowed money from many kinds of investors and huge amount of financial raising. Many domestic PF projects are focused mainly on the profit maximization lacking in a sufficient feasibility study. Nowadays many projects are suspending due to the global finance debacle and stagnation of real estate industry. Therefore, in this paper, risk factors of PF project are deducted and Key Success Factors (KSFs) are derived through Factor-Analysis and qualified using Fuzzy-AHP method. And through the evaluation of the derived success factors in real projects, a strong correlationship has been identified between the score of each PF success factor and the level of success and/or expected rate of return (ROR). So, the result of this paper can help decision makers of the PF projects make a better decision and give a meaningful guidance in achieving successful PF projects.

• Proceedings of the Korean Institute of Building Construction Conference
• /
• 2016.05a
• /
• pp.89-90
• /
• 2016

Despite the rise of importance of Facility Management(FM), relatively little attention was paid to evaluate FM efficiency and drive for greater FM efficiency. The purpose of the present paper is to offer a quantitative analysis of 14 Key Success Factors(KSF) and 22 detailed maintenance practices in order to develop FM evaluation system. In addition, from survey with Owner/Property Manager group and Facility Manager group, the present paper measures both importance of detailed maintenance practices and performance satisfaction. It is expected that by using the result of this survey, this paper helps increase efficiency in FM. Moreover, It is expected that this paper will be used as base line data in developing FM practice evaluation system.

• Journal of the Korean Society of Safety
• /
• v.34 no.6
• /
• pp.38-49
• /
• 2019

While the overall industrial accident rate has been decreased, but those of the construction industry has not been. For safety management during the planning/design phase, which accounts for 45% of the cause of accident at the construction site, Design For Safety (DFS) was established to minimize a hazard and risk in 2016. Currently, DFS system has difficulty settling down in Korea due to the several reasons. So, this paper aims to propose to the Key Success Factor (KSF) and related action plan to improve DFS system. This study was conducted by following 2 steps: i) identification of problems on current DFS, and ii) proposal of KSF and following action plan for DFS. The DFS in Korea was compared with UK, Singapore, Australia, and US on 7 criteria (application target, execution period, change of design, collaboration among participants, expert participants, alternative review and decision support system). DFS was compared with other countries's system based on the identical criteria and the corresponding improvement measures were also proposed. The results of this study can be utilized to improve DFS system in various aspects.

• Management & Information Systems Review
• /
• v.26
• /
• pp.133-152
• /
• 2008

In the knowledge and network economy, standards and standardization become an important factor in determining the competitiveness of nations and firms. This paper analyses some cases of firms' strategic standardization. We defined the concept of standards, standardization, strategic standardization, and standardization management, which have been unfamiliar in the academic society. The standardization strategy can be categorized into four types according to firm's management objectives or benefits, including technological innovation, market creation/extension. cost-down, and accreditation. This classification of standardization strategy is very useful in analysing the various kinds of the cases of strategic standardization implementation. We found that standards and standardization have a positive influence on firm's overall performance. In some cases, for example, Dell Computer, Sun Microsystems, Deere & Company, etc., strategic standardization plays a role as a key success factor(KSF).

• Journal of Korea Society of Industrial Information Systems
• /
• v.26 no.6
• /
• pp.135-154
• /
• 2021

This paper compares and analyzes the domestic OTT services to access their success factors, strategies and examine the domestic OTT leader's wavve's unique differentiation strategy. It is a comparative study of the top five market share services based on the operator and content's key success factors criteria, revenue structure, personalization, interactive media and cooperation. As a result, the common success factors were contents that reflected the characteristics of the operators, hybrid VOD, hybrid filtering, real-time participation interaction, alliances between the same and heterogeneous industries, and utilization of existing business areas. In addition, the study confirmed that it expanded the scope of the project and operated the contents efficiently by introducing one or more business strategies. wavve has been widely validated with its content, while B2C has long-term benefits and overseas use services, and B2B has a systematic use system, differentiating itself from other services. This paper can be the foundation for identifying the strengths and differences of each service on 2021, entering the domestic OTT industry, and establishing competitive strategies.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.35 no.2
• /
• pp.220-227
• /
• 2012

The case company has driven the six sigma innovation programme company wide for the last seven years without any stop in spite of the CEO change. There was neither any benchmark nor the sufficient number of internal experts during the initial stage of driving six sigma. However, the company raised a lot of innovation experts such as MBB, BB and GB, thereby successfully changed the way of employees' doing work and reaped an enormous amount of either visible or invisible performances as a result of implementing the six sigma innovation programme. This paper deals with both main activities undertaken at each stage of the innovation life cycle of six sigma and their performances in a ICT (Information Communication Technology) industry. The performances are described from the four aspects of a balanced score card (BSC) and finally some strategic implications suggested.