• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.20-25
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• 2021

In the background of the rapid development of the IoT, smart home work is becoming more and more important to each science and technology company. Smart home provides a safe, comfortable, high-quality, high-performance smart home living space compared to general homes, and at the same time It is responding to the low-carbon, eco-friendly global trend. Growth drivers driving the smart home market are increasing the number of Internet users, increasing disposable income in developing countries, increasing the importance of remote home monitoring, and increasing the need for energy saving and low carbon. In 2013-2014, Xiaomi launched a series of smart routers and smart home hardware devices. In 2015, it announced the latest product of the Xiaomi Ecological Chain, the "Smart Home Package," and in 2016 launched the MIJIA brand to invest in various smart product companies. In 2017, Xiaomi announced a plan to build an open smart hardware MIOT platform. We investigated the management strategy of Xiaomi home smart service based on IOT. The management strategy was divided into cost lead strategy, differentiation strategy of Xiaomi home service, and AIOT strategy of Xiaomi smart home.

• Journal of Power Electronics
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• v.15 no.3
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• pp.695-701
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• 2015

Uninterruptible Power Supplies (UPSs) can be largely divided into the passive-standby, line-interactive and double-conversion methods. This paper proposes a double-conversion UPS with a low cost and high performance. This single phase UPS uses a single-loop robust voltage controller and 1-switch voltage doubler strategy PFC. The proposed UPS is composed of a single phase PFC, a half-bridge inverter, a battery charger and a battery discharger. Finally, the validity of proposed UPS was verified by various experimental tests.

• Proceedings of the Korean Information Science Society Conference
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• 2011.06a
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• pp.391-394
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• 2011

3rd party content service is a consumer-based wide selection of contents in which IPTV provider believes will enhance the service considerably extending the variety of contents to finally provide a personalized service. Therefore, the combination of 3rd party content services and the IPTV infrastructure creates a good revenue opportunity but they need to be created. IPTV offers to create personalized channels to distribute 3rd party content service. However, the cost of $3^{rd}$ party content delivery is high when the service is provided from a faraway server. IPTV provider requires an effective strategy of replica placement to minimize the cost without a tradeoff on the performance. We propose a cluster-based strategy of replica placement to find the right balance between cost and performance. The results demonstrate the achievement of an outstanding delivery time and low cost.

• Journal of Information Technology Services
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• v.11 no.4
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• pp.87-105
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• 2012

The purpose of this case study is to demonstrate the effectiveness of the disruptive innovation strategy based on the Resources Process Values(RPV) theory for a successful firm. Disruptive innovations seemed not initially perform well enough to be sold or used successfully in markets. The products and services used disruptive technologies have not been as effective as those used in the established markets. However, they have other attributes such as simplicity, convenience, and low cost, which appeal to a new, small and initially unattractive set in new or low-end applications. The Hyundai Heavy Industries Co.(HHI) performed the Jubail Industrial Harbour Project(JIHP), which built the Open Sea Tanker Terminal(OSTT) in Saudi Arabia, using the disruptive innovation strategy in order to lower the manufacturing cost of the offshore jacket and to complete the project successfully. The HHI developed the design and drawing systems to manufacture the jacket and also developed the HYundai Jacket Analysis System(HYJAS) software to use the structural analysis against stresses from rolling and pitching of the barge while transporting the jacket by sea.

• Journal of Intelligence and Information Systems
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• v.20 no.3
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• pp.151-171
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• 2014

Firms today have sought management effectiveness and efficiency utilizing information technologies (IT). Numerous firms are outsourcing specific information systems functions to cope with their short of information resources or IT experts, or to reduce their capital cost. Recently, Software-as-a-Service (SaaS) as a new type of information system has become one of the powerful outsourcing alternatives. SaaS is software deployed as a hosted and accessed over the internet. It is regarded as the idea of on-demand, pay-per-use, and utility computing and is now being applied to support the core competencies of clients in areas ranging from the individual productivity area to the vertical industry and e-commerce area. In this study, therefore, we seek to quantify the value that SaaS has on business performance by examining the relationships among firm strategies, SaaS technology maturity, and business performance of SaaS providers. We begin by drawing from prior literature on SaaS, technology maturity and firm strategy. SaaS technology maturity is classified into three different phases such as application service providing (ASP), Web-native application, and Web-service application. Firm strategies are manipulated by the low-cost strategy and differentiation strategy. Finally, we considered customer acquisition as a business performance. In this sense, specific objectives of this study are as follows. First, we examine the relationships between customer acquisition performance and both low-cost strategy and differentiation strategy of SaaS providers. Secondly, we investigate the mediating and moderating effects of SaaS technology maturity on those relationships. For this purpose, study collects data from the SaaS providers, and their line of applications registered in the database in CNK (Commerce net Korea) in Korea using a questionnaire method by the professional research institution. The unit of analysis in this study is the SBUs (strategic business unit) in the software provider. A total of 199 SBUs is used for analyzing and testing our hypotheses. With regards to the measurement of firm strategy, we take three measurement items for differentiation strategy such as the application uniqueness (referring an application aims to differentiate within just one or a small number of target industry), supply channel diversification (regarding whether SaaS vendor had diversified supply chain) as well as the number of specialized expertise and take two items for low cost strategy like subscription fee and initial set-up fee. We employ a hierarchical regression analysis technique for testing moderation effects of SaaS technology maturity and follow the Baron and Kenny's procedure for determining if firm strategies affect customer acquisition through technology maturity. Empirical results revealed that, firstly, when differentiation strategy is applied to attain business performance like customer acquisition, the effects of the strategy is moderated by the technology maturity level of SaaS providers. In other words, securing higher level of SaaS technology maturity is essential for higher business performance. For instance, given that firms implement application uniqueness or a distribution channel diversification as a differentiation strategy, they can acquire more customers when their level of SaaS technology maturity is higher rather than lower. Secondly, results indicate that pursuing differentiation strategy or low cost strategy effectively works for SaaS providers' obtaining customer, which means that continuously differentiating their service from others or making their service fee (subscription fee or initial set-up fee) lower are helpful for their business success in terms of acquiring their customers. Lastly, results show that the level of SaaS technology maturity mediates the relationships between low cost strategy and customer acquisition. That is, based on our research design, customers usually perceive the real value of the low subscription fee or initial set-up fee only through the SaaS service provide by vender and, in turn, this will affect their decision making whether subscribe or not.

• Journal of international Conference on Electrical Machines and Systems
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• v.1 no.3
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• pp.266-273
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• 2012

In conventional direct torque control (DTC) using space-vector modulation (SVM) of induction machine (IM) drives, at least three current sensors are needed. In this paper, a low-cost SVM-DTC strategy is proposed, in which only a single current sensor is used. The position of the voltage space vector is divided into two areas: effective and non-effective area. If it is located in the non-effective area, the voltage space vector will be shifted into the effective area with minimum distortion. Further, the switching frequency remains constant. The simulation is carried out on a MATLAB/Simulink platform and the simulated results verify the effectiveness of the proposed strategy.

• Journal of Practical Agriculture & Fisheries Research
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• v.4 no.1
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• pp.39-44
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• 2002

This paper was studied on a strategy in rice production under New round system of WTO(World Trade Organization) in Korea. Under enactment of New round system in WTO rice will be opened at the world market and thus rice growers will compete with this marketing system. In this regard, rice industry in Korea would be "a theory of rice triangle" such as high quality, low cost, and environmental friendly system. High quality rice would be obtained through a cultivar, cultivation technology, and quality control(QC) to compete against oversea's dealer. Lower cost in rice production should be concentrated into rapid decrease in rural population and into introducing for young generation. Rice cultivation has been played major role in this peninsula in terms of a preservation of water resource, fresh air and prevention of soil erosion.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.7 no.1
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• pp.35-44
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• 2017

In this paper, we attempt to investigate the moderating effect of brand power on the effect of in-flight service quality on customer satisfaction and recommendation in the aviation industry. The results were as follows. First, in the case of high brand power FSC(full service carriers), the cost-to-benefit ratio as well as all other flight service properties influence to customer satisfaction. However, in the case of low brand power FSC, the cost-to-benefit ratio showed a greater impact of customer satisfaction compared to other in-flight services. Second, as in the case of customer satisfaction, while the cost-to-benefit ratio more influence to customer recommendation than other in-flight services in low brand power FSC, the cost-to-benefit ratio as well as all other flight service properties influence to customer recommendation together in high brand power FSC. Therefore, low brand power FSC required tit-for-tat strategy against to LCC(low cost carriers) by pursuing disruptive innovation for price. And high brand power FSC required sustaining innovation strategy through improving flight services.

• Asian Pacific Journal of Cancer Prevention
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• v.13 no.5
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• pp.1761-1766
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• 2012

Background: The appropriate interval between negative colonoscopy screenings is uncertain, but the numbers of advanced neoplasms 10 years after a negative result are generally low. We aimed to evaluate the cost-effectiveness of colorectal neoplasm screening and management based on repeat screening colonoscopy every 10 years or single colonoscopy, compared with no screening in the general population. Methods and materials: A state-transition Markov model simulated 100,000 individuals aged 50-80 years accepting repeat screening colonoscopy every 10 years or single colonoscopy, offered to every subject. Colorectal adenomas found during colonoscopy were removed by polypectomy, and the subjects were followed with surveillance every three years. For subjects with a normal result, colonoscopy was resumed within ten years in the repeat screening strategy. In single screening strategy, screening process was terminated. Direct costs such as screening tests, cancer treatment and costs of complications were included. Indirect costs were excluded from the model. The incremental cost-effectiveness ratio was used to evaluate the cost-effectiveness of the different screening strategies. Results: Assuming a first-time compliance rate of 90%, repeat screening colonoscopy and single colonoscopy can reduce the incidence of colorectal cancer by 65.8% and 67.2% respectively. The incremental cost-effectiveness ratio for single colonoscopy (49 Renminbi Yuan [RMB]) was much lower than that for repeat screening colonoscopy (474 RMB). Single colonoscopy was a more cost-effective strategy, which was not sensitive to the compliance rate of colonoscopy and the cost of advanced colorectal cancer. Conclusion: Single colonoscopy is suggested to be the more cost-effective strategy for screening and management of colorectal neoplasms and may be recommended in China clinical practice.

• Journal of Digital Convergence
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• v.11 no.6
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• pp.91-101
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• 2013

The purpose of this study is to empirically verify the relationship between supply chain flexibility(process flexibility and logistics flexibility) and competitive advantage strategy(cost, quality, lead time). To accomplish these purposes, the relationships among supply chain flexibility(process, logistics), competitive advantage strategy(cost, quality, lead time) were modeled based on the studies conducted in the various areas. In order to collect the related data the questionaries of 500 were distributed to the employees working at the manufacturing industry in the area of Gumi. The collected data were analyzed with SPSS 18.0 for Windows. This study used the statistical techniques such as descriptive analysis, reliability analysis, factor analysis, correlation analysis, multi regression analysis. The results of the study show that process flexibility had positively significant effect on low cost strategy and high quality strategy and logistic flexibility have positively significant effect on delivery speed strategy. However, it was found that process flexibility did not have the significant effect on delivery speed strategy, and the logistic flexibility did not have the significant effect on low cost and high quality strategy. Thus, it is expected that each enterprise can maximize corporate strategies by applying different flexibility strategy depending on the competitive advantage strategy.