• Land and Housing Review
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• v.13 no.2
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• pp.91-115
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• 2022

This study examines changes in business survival rates in a gentrified commercial district by comparing early movers with late entrants. Using the Hongik University Commerical District, or Hongdae, as a case study, we adopt discrete-time survival analysis to compare survival rates between businesses established before 2000 (early movers) and ones established after 2000 (late arrivers). We compare the business survival patterns in a gentrified commercial district (experimental group) to non-gentrified commercial districts (control group) in Mapogu. We examine a survival-rate difference between early movers and late arrivers by different industrial categories. We finally examine a survival-rate gap between franchise and non-franchised businesses. The results show that the early movers have lower survival rates than the late arrivers in the gentrified Hongdae area, whereas there is no significant difference in survival rates between the early movers and the late arrivers in Mapogu. The early movers in daily-life-supporting businesses in Mapogu have even higher survival rates than the late-arrivers. In addition, franchised businesses have higher survival rates than non-franchised stores both in Hongdae and Mapogu. The results provide statistical and comprehensive evidence of the displacement of early movers at a more rapid pace in gentrified areas than non-gentrified aveas, which has been an anecdotal narrative.

• Journal of Korea Game Society
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• v.5 no.2
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• pp.19-27
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• 2005

The core price policy of on-line game marketing are FPP(Fixed Pre Paid model and PPU(Pay Per Use) model. These two models have been a on-line game company's billing system and a fundamental of MMORPG in Korea. However, they took root billing system only for first movers recently. In now, the market share of several first movers is exceeding 80%, late movers witch have same billing system cannot take part in pair competition. Even though in MMORPG, many games of late movers were favorably noticed by a lot of gamers during Evaluation. Test, a lot of companies are bankrupt before make business. Late Movers declare free game first thing, they maintain their existence and win over customers in on-line game market. And next, they guarantee item selling, give multiple experience value and game money, at last, induce their customers to pay service. As it makes trouble between pay user and free user, and it linked up with the collapse of game contents balance that designed for FPP billing system, And then meet unexpected result which reduction of game life cycle. In this Paper, we classified several contents services based on game contents, and suggested contents premium services which adopted low cost strategy lead to micro payment. we hope it will apply to late movers' new billing system in MMORPG.

• Journal of Distribution Science
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• v.15 no.6
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• pp.47-56
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• 2017

Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.

• The Journal of the Korea Contents Association
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• v.8 no.8
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• pp.19-27
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• 2008

The advance of IT brings various IT equipment which functions as creation, application, and distribution of digital contents, and its demand is increased in the market. As the world IT equipment market has grew steadily, some companies think of it as a good opportunity. But there is a entry barrier like IT Capabilities to the late movers. So some participate in the market, forming the technology alliance with a advanced company. Ironically, the market system set companies' partnership into rivalry. In this context, our study focused on strengthening late mover's competitiveness under the technology alliance. And we conducted the case study concerning the technology alliance, and showed a strategical implications. As a result, we found some challenges for late mover; price policy making by scientific demanding forecasting, preparatory research and management for brand identity and efficient contact points for customer management. We hope that results of the study will influence the development of digital contents industry.

• Management & Information Systems Review
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• v.37 no.1
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• pp.103-122
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• 2018

This paper expands the results of previous studies indicating that manager's ability positively affects business performance to analyze whether the degree to which the role of manager's ability improves business performance appears differently according to the characteristics of enterprises. As for the characteristics of enterprises, whether enterprises correspond to enterprises with high levels of funding constraints or late movers in the market is considered. Enterprises with high levels of funding constraints greatly require managers' roles not only for efficient use of funds but also for smooth financing. Late movers require more judgments of professional managers to overcome insufficient resources held and low profitability. In the case of enterprises with corporate characteristics with high dependency on the manager, the business performance is expected to greatly vary with the ability of the manager. The empirical analysis was conducted with listed companies from 2010 to 2014, manager's ability was measured by first measuring the efficiency of the entire enterprise through data envelopment analysis (DEA) using the methodology of Demerjian et al.(2012) and removing enterprise characteristics factors thereafter. Business performance was measured by the return on industrial fixed assets. The results of the empirical analysis indicated that the degree to which manager's ability improves business performance was higher in managerial competence enhances managerial performance in enterprises with high levels of funding constraints and late movers. Business performance is considered to have been improved further in cases where manager's ability is high because investments were made more efficiently through smooth funding. In addition, in the case of late movers in relatively poor environments, business performance was improved further because high manager's ability induced efficient decision making. In this paper, we extend the precedent study that the manager's ability improves the management performance, and confirm that the manager's ability to improve the managerial performance can be different according to the situation of the company. In addition, it is meaningful to analyze empirically whether a company's managerial ability is more important. This paper expanded the results of previous studies indicating that manager's ability improves performance to identify that the degree to which manager's ability improves business performance may appear differently according to situations in which enterprises are placed. In addition, this paper is meaningful in that it empirically analyzed what enterprises require manager's ability more importantly.

• 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 Technology Innovation
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• v.20 no.1
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• pp.141-167
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• 2012

Along with technological innovation, successful market entry of a new product is important for sustainable innovation of a firm. In this paper, we examined factors that affect successful introduction of new branded drugs in pharmaceutical industry. Under competing theories of the first mover's advantage and the late mover's advantage, this research focuses on how latecomers can overcome the disadvantages of late entry and catch up to the market leader. First, late movers can absorb the knowledge leaked from pioneering product during the time lag between early entrants and late entrants. Therefore, the time lag provides late entrants an opportunity to catch-up to market leader by differentiating and improving the quality of new product. Second, superior marketing capability of late entrants can enhance the possibility of catching-up, by overcoming the consumer base of early entrants.

• Journal of Distribution Science
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• v.10 no.11
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• pp.21-30
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• 2012

Purpose - This study aimed to analyze the strategy of late domestic entrants into the Chinese retail market, focusing on the case of Lotte-Mart, given that there are few studies on market entry strategies of domestic retail companies in China. Research Design, data, methodology - The methodology of this paper is a case study approach, focusing on literature reviews and a few interviews. We conducted a survey by disseminating questionnaires and conducting interviews focusing on the Chinese retail market, and analyzed Lotte-Mart's market entry strategy in China. Results - Lotte-Mart chose M&A as the mode of entry, pursuing quick market entry and rapid expansion. It chose small to medium size cities with relatively less competition. Subsequently, Lotte-Mart devoted significant effort towards localization, attempting to organize stores and assorting products to fit the Chinese consumers' preferences. It operated CSR programs to increase its brand awareness and to create a favorable brand image. Conclusions - Lotte-Mart now needs to devise alternative corporate strategies for business expansion and growth. An understanding of the Chinese retail market and the case study analysis of Lotte-Mart's market entry strategy offers significant insights for domestic retail companies looking to expand into China.

• Management Science and Financial Engineering
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• v.17 no.1
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• pp.1-18
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• 2011

The present study provides a theoretical investigation on pioneering advantage based on reference dependence and loss aversion effect under prospect theory (Kahneman and Tversky, 1979). Behavioral explanations for pioneering advantage are provided from two different perspectives: one based on the prototypicality and the other on the utility uncertainty of the option. A pioneer brand creates the product category and makes a strong impression in customers' mind, and thus becomes the most representative or prototypical option of the category. In addition, the pioneer brand becomes the first option to be experienced by the majority of consumers in the product category, thus has the lowest level of utility uncertainty compared with the late movers. This study integrates the previous accounts for pioneering advantage by showing that consumers have higher preferences for the most prototypical and the least uncertain option based on loss aversion and reference dependence effect. This study suggests that firms should carefully analyze the consumers' loss aversion and perceived uncertainty and prototypicality of their products in order to develop effective market entry strategies.

• Journal of Korea Technology Innovation Society
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• v.12 no.1
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• pp.237-264
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• 2009

Many Korean companies wanted to improve technological competitiveness and business performance radically through technology leadership initiatives. In-depth case studies about successful Korean technological innovation in the technology generation stage have potential to minimize Korea and developing country firms' trial and error when they are pursuing new technological innovation in the technology generation stage. There are few studies about developing country firms' technological innovations in the technology generation stage and especially process innovation studies are far less performed compared to product innovation studies. This is an exploratory study of POSCO's FINEX process technology innovation in the technology generation stage. These are my findings from this study. Firstly, leadership innovation in the technology generation stage is not a continuous development of catch-up innovation in the technology internalization stage and only top managements can initiate highly risky leadership innovation. Secondly, developing country firms which lacked in technological capability overcomes difficulties in the early stage through complementary technological collaboration with R&D first-movers. Thirdly, this company become a technology leader in spite of late entry in technology development race with developed country firms through rapid scale-ups.