• Land and Housing Review
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• v.8 no.2
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• pp.33-53
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• 2017

The UK Government's approach to how to deliver regeneration in its towns and cities has changed considerably in recent years. Traditionally, urban regeneration policy focused on reversing physical, economic and social decline in an area where market forces would not do this without intervention. Since 2010 urban regeneration has become a vital part of the Government's approach to increasing local growth and competitiveness and building a strong and balanced economy. The current emphasis is on a place-based approach to regeneration that builds on the particular strengths of different places to drive growth and addresses the factors that hold them back. This paper outlines the key features of current UK urban regeneration policy and how interventions to support regeneration and growth are being pursued at different spatial scales to ensure all parts of the country benefit. They include pan regional initiatives like the Northern Powerhouse and Midlands Way, to groups of local authorities operating at a sub regional level (combined authorities/city regions), Local Enterprise Partnerships, and a variety of smaller scale programmes delivering regeneration in areas of economic and social decline. The paper explains some of the policy instruments and funding programmes available to support regeneration, and provides case studies of some major urban regeneration projects that illustrate the new approach including housing and infrastructure improvements like the planned High Speed Rail 2 line. These are supporting regeneration through the creation of strategic partnerships involving government, places and investors. The paper concludes with some lessons from past and future regeneration schemes to improve their effectiveness and impact on places and enhance local growth potential.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.1
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• pp.133-151
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• 2007

In the era of 21st new century. reinforcement of regional competitiveness by establishing innovation system is taking its place of main small and medium sized enterprise policies in major developed countries. The model of regional balanced development for promoting small and medium sized enterprise is a main frame of governmental small and medium sized enterprise policies. which complements national innovation process. And in the level of local area, the model is regional network system, molded in the process of induction, application, modification, proliferation of new technologies and knowledge by local businessman and innovators. This study focused on the strategy development for small and medium sized businesses to increase local competitive power, in terms of regional balanced development. In order to find the real problems and improvement alternatives for local competitive power, this study both reviewed the common strategies and action programs advanced in developed countries for small businesses, and did research on the current economic conditions in local area. Based on the lessons from foreign cases and the analysis of the current situations in small business in local area, the study suggested the model of regional balanced development for promoting small and medium sized enterprise including formation of innovation network system through the invitation of leading firms in the area, industry-university partnerships, and development and attraction for small and medium sized businesses.

• Journal of the Economic Geographical Society of Korea
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• v.14 no.4
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• pp.553-567
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• 2011

Since their establishment in 1999, Regional Development Agencies in England have been a critical catalyst for sustaining regional development, by linking the central government and the region. Nevertheless, the new Coalition Government formed in May 2010 is to abolish RDAs and is to be replaced by Local Enterprise Partnerships(LEP). This article looks at the performance and the present reform process of the English Regional Development Agencies(RDA). It argues that RDAs have been a sort of laboratory to expose the possibility of realizing the new regionalist approach away from the government-centered approach. Nevertheless, the case of RDAs in England shows that the RDA model is less likely to be effective without substantial devolution. It shows that the extent to which RDAs contribute to the regional economy tends to be much higher in soft infra-centered projects, such as business supports and skills development, than physical infrastructure projects. It argues that the LEP model, which is to replace RDAs, is controversial, especially in terms of spatial boundary and financial structure.

• Journal of the Korean association of regional geographers
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• v.12 no.6
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• pp.704-719
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• 2006

The study deals with the France's recent cluster policy represented by the Competitiveness Pole. As a national level cluster supporting policy driven by the central government, the Competitiveness Pole, called 'French cluster model', :is competitiveness-oriented, and principally based on three main factors: partnerships, R&D projects and international visibility. The Competitiveness Pole is also the fruit or a long time effort to establish a decentralized governance system, and it has a lot for Korea to benchmark its relevant policies. After reviewing the Local Production System that was put in place before the Competitiveness Pole, the study treats main aspects or Competitiveness Pole policy. It analyze, then, the significance or the policy in the trend or the overall territorial policy or the country. Lastly, the study provides some implications for Korean policies such as industrial clusters, the Enterprise City and Innovation City.

• The Journal of the Convergence on Culture Technology
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• v.8 no.1
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• pp.93-104
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• 2022

Based on the theoretical review of social cooperatives and the results of the fourth round of fact-finding, this study tried to discuss the sustainability of social co-operatives from the social, economic, and environmental aspects, focusing on the seven principles of co-operatives. The issue of sustainability is "a development that meets the needs of the present without compromising the ability of future generations to meet their own needs, the use of resources, the direction of investment, technological advances and institutional change in harmony with one another. as defined as "a process of change that advances the needs and desires of all future generations". It contains the meaning of connecting a sustainable society to future generations through harmony and balance, rather than opposing concepts of social value, environmental conservation, and economic growth. As a result of arranging the concept of social, economic, and environmental sustainability contained in sustainable development, and the seven principles of cooperatives and their connections, I would like to suggest the following about the sustainability of social cooperatives. First, efforts should be made for social contribution closely related to the local community. Second, it is necessary to create a profit model along with the public interest. Third, partnerships should be strengthened. When examining the public values and objectives that social cooperatives want to realize through this study, the three scopes of sustainable development are directly related to the role of important actors in pursuing social and economic values that social and economic organizations are facing. would. Therefore, the sustainability issue of social cooperatives is based on the concept that the goals and values pursued by social cooperatives are harmonious and balanced development in the environmental, social, and economic aspects, not only their own efforts but also the institutional support of the government. this will have to be presented.

• The Journal of Industrial Distribution & Business
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• v.3 no.1
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• pp.7-16
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• 2012

Despite the enforcement of SSM control laws such as 'the Law of Developing the Distribution Industry (LDDI)' and 'the Law of Promoting Mutual Cooperation between Large and Small/medium Enterprises (LPMC)' stipulating the business adjustment system, the number of super-supermarkets (SSMs) has ever been expanding in Korea. In France, however, Super Centers are being regulated most strongly and directly in the whole Europe viewing that there is not a single SSM in Paris, which is emphasized to be the outcome from French government's regulation exerted on the opening of large scale retail stores. In France, the authority to approve store opening is deeply centralized and the store opening regulation is a socio-economic regulation driven by economic laws whereas EU strongly regulates the distribution industry. To control the French distribution industry, such seven laws and regulations as Commission départementale d'urbanisme commercial guidelines (CDLIC) (1969), the Royer Law (1973), the Doubin Law (1990), the Sapin Law (1993), the Raffarin Law (1996), solidarite et renouvellement urbains (SRU) (2000), and Loi de modernisation de l'économie (LME) (2009) have been promulgated one by one since the amendment of the Fontanet guidelines, through which commercial adjustment laws and regulations have been complemented and reinforced while regulatory measures have been taken. Even in the course of forming such strong regulatory laws, InterMarche, the largest supermarket chain in France, has been in existence as a global enterprise specialized in retail distribution with over 4,000 stores in Europe. InterMarche's business can be divided largely into two segments of food and non-food. As a supermarket chain, InterMarche's food segment has 2,300 stores in Europe and as a hard-discounter store chain in France, Netto has 420 stores. Restaumarch is a chain of traditional family restaurants and the steak house restaurant chain of Poivre Rouge has 4 restaurants currently. In addition, there are others like Ecomarche which is a supermarket chain for small and medium cities. In the non-food segment, the DIY and gardening chain of Bricomarche has a total of 620 stores in Europe. And the car-related chain of Roady has a total of 158 stores in Europe. There is the clothing chain of Veti as well. In view of InterMarche's management strategies, since its distribution strategy is to sell goods at cheap prices, buying goods cheap only is not enough. In other words, in order to sell goods cheap, it is all important to buy goods cheap, manage them cheap, systemize them cheap, and transport them cheap. In quality assurance, InterMarche has guaranteed the purchase safety for consumers by providing its own private brand products. InterMarche has 90 private brands of its own, thus being the retailer with the largest number of distributor brands in France. In view of its IT service strategy, InterMarche is utilizing a high performance IT system so as to obtainas much of the market information as possible and also to find out the best locations for opening stores. In its global expansion strategy of international alliance, InterMarche has established the ALDIS group together with the distribution enterprises of both Spain and Germany in order to expand its food purchase, whereas in the non-food segment, it has established the ARENA group in alliance with 11 international distribution enterprises. Such strategies of InterMarche have been intended to find out the consumer needs for both price and quality of goods and to secure the purchase and supply networks which are closely localized. It is necessary to cope promptly with the constantly changing circumstances through being unified with relevant regions and by providing diversified customer services as well. In view of the InterMarche's positive policy for promoting local partnerships as well as the assistance for enhancing the local economic structure, implications are existing for those retail distributors of our country.