• Management & Information Systems Review
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• v.5
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• pp.185-209
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• 2000

A review of shows that past research has focused predominately on foreign market entry strategy issues in relatively well-established firms. These studies have either ignored venture firms or have failed to treat these firms separately. Only recently, researchers have broadened their search to include aspects of the foreign market investment of the venture. The purposes of this study are to identify and explain the impact factors such as ownership specific advantage, transaction cost, and location specific advantage on the choice of foreign market entry strategy for venture firms. To find the perceived the foreign market entry strategy and determinant factors, 130 venture CEOs from the computer and communications equipment industries were asked to describe their venture's foreign market entry strategy through 17 questionnaire items on competitive method. Using factor analysis, the six determinant factors were categorized. To test the relationships between the foreign market entry strategy and factors such as ownership specific advantage, transaction cost, and location specific advantage, the data collected by questionnaire from 92 ventures. The main results of this research are as follows. First, the factors of ownership specific advantage have partially significant impact on the foreign market entry strategy of venture firms, Second, the factors of transaction cost have significant impact on their foreign market entry strategy. Third, the factors of location specific advantage have significant impact on their foreign market entry strategy. This study has produced evidence to demonstrate that the foreign market entry strategy profile of venture firms can be distinguished from those of relatively well-established firms. An expanded study would allow for stronger conclusions regarding the relative explanatory power of individual variables in the method. Additional research is also needed to examine other determinant variables connecting foreign market entry strategy.

• Proceedings of the Korea Society of Design Studies Conference
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• 2002.11b
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• pp.8-9
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• 2002

• Knowledge Management Research
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• v.8 no.2
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• pp.1-16
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• 2007

This paper describes the Blue Ocean Strategy and Business TRIZ (Russian Theory of Inventive Problem Solving) Tactics as one method for knowledge creation and innovation. The opening new market avoiding keen competition is very popular recently and is not just prosper, but survival problem. As one new strategy for finding new market, the Blue Ocean Strategy gives the big blueprint for new market, but has no enough tools to make more concrete ideas. In this paper, we suggest using the Strategy Campus and other tools in the Blue Ocean Strategy at initial stage and then, compensating the TRIZ principles to make more concrete ideas for new market as tactics. We applied it to find the new market for conventional newspaper industry and EBS (Education Broadcast System) management innovation in Korea as case studies and got better results comparing to using only the Blue Ocean Strategy.

• Archives of design research
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• v.16 no.2
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• pp.355-364
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• 2003

This research verified efficiency of 2 design process models; 2-stage model and 3-stage model. 2-stage model means subjective and sensitive design process based on designer's creative mind. Contrarily, 3-stage model means objective, logical and consumer-oriented design process. Past researches have suggested inconsistent conclusions on efficiency of 2 design process models. This study suggested efficiency of 2 design process model based on the concept of market leader strategy and market seeker strategy. The study results imply that, in condition of high prestige brand, 2-stage model based on market leader strategy is more effective and contrarily in case of low prestige brand, 3-stage model based on market seeker strategy is more efficient. However, it is requested to perform various investigation about situations in which each design process model is more effective for the generalization of the study results.

• Journal of Information Technology Applications and Management
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• v.9 no.4
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• pp.65-78
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• 2002

We propose a new application method of the datamining technique that might help building an efficient trade strategy in the stock market, where the analysis of the huge database is essential. The proposed method utilizes the association rules among the price changes of individual stock from the market basket analysis (a datamining technique typically used in the Marketing field) in building the strategy We also apply the proposed method to the daily stock prices in Korean stock market, from Jan. 2000 to Dec. 2001. The application results show that the proposed method gives an significantly higher yield rate than the actual stock chage rate.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.77-80
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• 2000

Feedback herding strategy in stock market means considering other investor's strategy as a basis of market forecasting of next term. Generally, individual investors use that strategy which mimics the strategy of institutional investors. When it is used in stock market, both kind of investors, preceders and followers, can take the higher average of rate of return to normal market in which no feedback herding strategy is not use, the more investors take part in. And variance of return, the risk of investment, are same to both group.

• IE interfaces
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• v.14 no.3
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• pp.326-333
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• 2001

The purpose of this paper is to empirically investigate the relationships between market environments and technology strategy using the data gathered from Korean manufacturing firms. As the significant environmental factors influencing company's technology strategy, two sorts of market aspects are considered; market competition factor and technological dynamics factor. And companies are categorized with respect to the characteristics of market environments they are facing with. Then we seek to find the differences in the contents of technology strategy among the companies in different types of environments through statistical analysis. As a result, it is found that there exist significant relationships between the companies' technology strategy and the environments facing firms.

• Asia Marketing Journal
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• v.11 no.2
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• pp.21-35
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• 2009

In December 5, 2006, "The Economic Times", India's the most famous economy daily newspaper, reported Korea Lotte Mart is planning to enter into India's market. Lotte group, marking number 7^th in Korea's list of conglomerates, established VRIC(Vietnam, Russia, India, China)'s strategy. This strategy is targeted to enter into emerging markets such as Vietnam, Russia, India, China and etc. As of 2007, Lotte Group aggressively is placing its subsidiaries such as Lotte Department Store in Russia and China, Lotte Mart in Vietnam and China and Lotte Confectionery in China and India, into emerging markets. From this case, Based on the assumption of Lotte Mart's India market entry scenario, this study considers various decision-making factors such as market attractiveness evaluation, timing of entry, entry mode, location, scale, positioning, operation strategy, and others, while developing an overseas market entry strategy. This case study also provides India's distribution market environment that Korean companies can utilize when entering into the Indian market in the near future.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• KIEE International Transactions on Power Engineering
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• v.3A no.1
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• pp.47-52
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• 2003

This paper presents a schematic process based on the method of eliminating dominated strategies to obtain the optimal bidding strategy Pursuing the Nash equilibrium Point. The Proposed approach is demonstrated for a bidding game in a generation competitive market with 2-dimensional bidding strategy vectors constituting a price-quantity strategy curve.