• Journal of Distribution Science
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• v.12 no.6
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• pp.81-88
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• 2014

Purpose - Entrepreneurship promotion is emerging as an important economic growth agenda. However, in Korea, entrepreneurship has weakened because of the collapse of the venture bubbles of the 2000s and the global economic recession in 2008, which have induced the business community to choose stability over risk. The Korean government has been implementing several support projects to inspire and promote youth entrepreneurship through various means including financial assistance; however, the perpetuation rate of young entrepreneurship is still low as compared to advanced economies such as the US and EU. This case study focuses on the Youth Start-Up Business Support Program of the Small & Medium Business Corporation, and explores practical alternatives. Further, it aims to suggest managerial factors and a conceptual model for change management factors affecting the business performance creation of a startup company, based on the Small and medium Business Corporation's young venture startup fund. Research design, data, and methodology - Many studies examine the current progress and issues of startup firms, for example, a lack of systematic cultivation of entrepreneurship and startup business training, lack of commercialization funding for youth startup businesses, lack of mentoring, and inadequate infrastructure. From prior research, we address four factors, namely, personal managerial capabilities, innovative business model, sufficient cash flow, and social network, affecting startup companies' business performance. This study involved a sample survey of 200 young entrepreneurs to investigate casual relations between the four factors and business performance. A regression analysis was used to verify the hypotheses. Results - First, in relation to differences in the founder's personal characteristics, age, sales amount, and number of employees significantly impact business performance. Second, regarding the causal relation between the four factors for creating business performance, an innovative business model and social networking have supported the hypotheses, revealing that the more that a start-up founder has an innovative business model and social networking, the more the start-up firms are likely to have better performance (e.g., sales volume, employment, ROE, ROI, etc.). Although the founder's competency and sufficient cash flow have no significant relationship with business performance, the mean value was higher performance for high founder's competency and sufficient cash flow. Conclusions - This study provides basic data on policy support strategies of the Small and Medium Business Corporation, to help young entrepreneurs achieve their start-up business goals. It shows that young entrepreneurship startup firms should strive to explore ideas to satisfy customers' needs, and that changes in customer value and the continuous innovation of business model differentiation are required to actively respond to change management. Moreover, at the infant startup stage, they should activate social network programs to share information, thereby offsetting resource scarcity and managing business risk. Further, the establishment of a long-term vision and the implementation of training programs in related specific fields should be supported to strengthen founders' personal capabilities.

• The Journal of Bigdata
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• v.2 no.1
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• pp.5-15
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• 2017

Six Sigma has been adopted for the last two decades in many industries of manufacturing and service business to implement processs improvement. The methodology has difficulties in discovering target projects in the Define step and in controlling continuous measure and control in the Control step. To address the problem, more advanced system is required to support continuous control and management, and business process management (BPM) can be an effective solution for this problem. In this research, we introduce integrated models of Six Sigma and BPM for the purpose of realizing continuous process improvement, and explain the procedure of analyzing, improving, and monitoring the processes based on the data which has been accumulated in business process execution. It is expected that this integrated approach can maximize business performance by improving and managing business continuously on the integrated platform of two business innovation strategies, Six Sigma and BPM.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.2
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• pp.523-528
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• 2008

Franchising is a business sector which can be enlarged to a large scale in retailing business. Franchising has expanded its realm of business into realestate business and education business, starting from hospitality business. In franchising, the management of customers is a critical issue, so many franchising companies actively implement the CRM system to improve customer relationship. Therefore, this research focuses on the intention of franchising companies about the implementation of the CRM system. The information system used for managing franchising business is defined as Franchising Information Systems(FIS). In this research, the impact of technological level, educational level and utilization strategy of FIS on the ability of FIS use were analyzed. In addition, the impact of the ability of FIS use on the intention of franchising companies about the implementation of the CRM system was analyzed. The results from the research reveal that the utilization strategy of FIS does not affect the ability of FIS use, but technological level and educational level have an effect on the ability of FIS use. The ability of FIS use has influence on the intention of franchising companies about the implementation of the CRM system.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.2
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• pp.431-448
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• 2008

The change of management paradigm is that information technology change according to technology evolution at present is applied to corporate management, is that management level must be adapted to uncertainty management environment with activity and be made decision based on analyzed real time information through information system. This produces the effective target achievement and efficiency business productivity guarantee. At the present day, importation of business intelligence like enterprise information system has been the essential factor in business activities. Therefore, It is very important to give lessons the enterprises for building the business intelligence selecting the major success factors of more influence to managing results. In this paper, to authorize the research model and research constructions through theory study of literatures and surveying statics analysis prove the relational influences among the influencing factors related business intelligence system buliding.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.1
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• pp.1-22
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• 2011

The challenge shop is a means of countermeasure for empty store at downtown in Japan and takes effect all part of the city from 2000. Local self-government, chamber of commerce and industry or other organizations introduce the challenge shop with the object of a nurture talent. Raises the talented man can be the commencement of an enterprise to empty store from the area. It will reduce the empty store. But it is hard to accomplish purpose of business only by the founder of recruitment in manage challenge shop. Even though the challenge shop is not making more active only one time that is contributing to business district. This study focuses on the key success factor based on the way of managing challenge shops in Japan and draws the conclusion from the domestic challenge shop of Anyang Central market and Daejeon underground Central market that one market-on-one university exclusive charge system produces founders of new business.

• Journal of Korea Port Economic Association
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• v.35 no.1
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• pp.39-56
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• 2019

This study addresses the management performance of the retail industry in Korea. The Non-store e-commerce business, consisting of TV home shopping and online shopping, grew very fast during the 2000s. For roughly six years in the 2010s, the diversification of online shopping business models, intensifying competition, and the proliferation of competition accelerated the entry of offline shopping retailers. During the analysis period from 2001 to 2016, the performance of the Non-­store e-commerce business was statistically better than that of the offline shopping retail business, department stores, general retailers, and small­-sized retailers. As expected, a significant difference between performance and some of the indicators of growth and activity could be seen because of the capital and operating structure of the retail industry. In particular, the Non-store e-commerce businesses have diverse sales media and heterogeneous business models. In this study, we have presented the significance of the differences in the indicators of operating profit and inventory turnover, as well as the discussion required for managing in the future.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.

• Journal of the Korean Society for Library and Information Science
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• v.38 no.4
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• pp.193-218
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• 2004

Electronic records created by Korean Government Agencies in the course of their business activities have been increased rapidly since e-Government had been implemented. With more government business being, conducted electronically, the importance of managing electronic records effectively, appropriately, and trustily has never been greater. For managing electronic records accountably and trustily, it to necessary to develop relevant and detail electronic records management regulation. For that reason, this study is to analyze Korean Acts and Foreign(USA, UK, Canada Australia) Acts, Regulations, or Policies related to electronic records management and to suggest legislative requirements which could guide to develop regulation or Act of electronic records management.

• Information Systems Review
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• v.7 no.2
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• pp.23-40
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• 2005

Discovering customers' behavioral patterns from large data set and providing them with corresponding services or products are critical components in managing a current business. However, the diversity of customer needs coupled with the limited resources suggests that companies should make more efforts on understanding and managing specific groups of customers, not the whole customers. The key issue of this paper is based on the fact that the behavioral patterns extracted from the specific groups of customers shall be different from those from the whole customers. This paper proposes the idea of pre-segmentation before developing customer classification models. We collected three customers' demographic and transactional data sets from a credit card, a tele-communication, and an insurance company in Korea, and then segmented customers by major variables. Different churn prediction models were developed from each segments and the whole data set, respectively, using the decision tree induction approach, and compared in terms of the hit ratio and the simplicity of generated rules.

• The Journal of Society for e-Business Studies
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• v.16 no.3
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• pp.47-66
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• 2011

This study empirically investigates the antecedents and outcomes of choice satisfaction in the context of choosing and using the broadband Internet network services. Hypotheses are tested with regression models analyzing a survey data of 481 consumers of the broadband Internet network services in Korea. Our results show that choice satisfaction is affected by choice contexts while service satisfaction is not. Choice satisfaction is as important as service satisfaction for formation of switching intentions whereas it is less important for formation of recommendation intentions. Also, consumers characteristics are reported for those whose service satisfaction and choice satisfaction are not consistent. Choice satisfaction is a distinctive concept different from service satisfaction. Marketers can make consumers more satisfied not only managing delivery of services but also by managing their choice contexts. That will increase the loyalty of their consumers. This study finds unique determinants of choice satisfaction. Further studies are needed to clarify boundary conditions regarding the effects of choice contexts on choice satisfaction.