• 한국항공운항학회지
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• 제28권1호
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• pp.90-105
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• 2020

This research investigates the export strategy for pioneering a new market of Advanced Pilot Trainer T-50, a business unit of KAI company, and increasing its market share. The export strategy is proposed based on the Corporate Marketing Model along with the market oriented concept. Specific sales strategies are extracted in consideration of product analysis, market analysis, and integration of product and target market. Therefore, six countries in Africa are selected as the primary target markets on account of their market potentials. In addition, T-50 is repositioned to 'T-50Af' as 'high price competitive and multi-role trainer.' The business implications include the expansion of the market in Africa and the pursuit of the consistent development and growth of T-50.

• 한국유기농업학회지
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• 제14권3호
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• pp.287-303
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• 2006

This paper describes the market development and marketing strategy of organic products in European Union(EU), where organic products market has grown rapidly due to a variety of factors. According to several surveys environmentally friendly agricultural products widely meet consumers demand, but the corresponding market share in Korea is less than 4.0%. Missing confidence in the authenticity of organic products, high prices compared to other foods, a low density of distribution, and a lack of a uniform label are regarded as hampering factors for market growth. The influence of the image of organic products on market development, however, is analyzed insufficiently by now. This paper therefor aims at investigating the implications of the marketing strategy and image of organic foods on its acceptance by consumers and deriving hints for the development of the market. The actual study is based on a concept of morphological market research, the result refer to Germany, Swiss, Austria.

• 한국시스템다이내믹스연구
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• 제3권2호
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• pp.29-48
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• 2002

Most of companies have analyzed markets continually and founded market strategies based on these analyses to gain competitive advantage. But sometimes some mistaken market analyses make the strategic decision-making of companies bring unexpected results. This because many companies just research or consider only the present condition, so they can't reflect dynamic change and the delayed feedback effect and then found the market strategy in the short-term angle rather than analyze the structural features of market on the whole. For that reason, this paper will describe how effective system thinking and system dynamics are as they found strategy of company for solving the problems and trying to find better alternative proposal by explaining process of founding market strategy with a casual loop diagram and a simulation model in the local government server market.

• Asia Marketing Journal
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• 제20권2호
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• pp.85-98
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• 2018

Korea Ginseng Corporation is a global ginseng company, owning one of the most leading brands in Korea, CheongKwanJang. Although Korea Ginseng Corporation was an undoubted market leader in the red ginseng market, it faced a new challenge in 2012 due to the changes in market environment. In order to keep its market leadership in a saturated and competitive market, the company decided to extend its product lines alongside the launches of new brands. In this article, the authors demonstrate the development process of the company's brand portfolio strategy to reveal how the company turned CheongKwanJang into a mega-brand. Also, this paper explores the impact of CheongKwanJang's reputation on new brands, thereby illustrating how the company successfully managed to introduce new products outside of the red ginseng category, ranging from organic food to a pet food market.

• Asia Marketing Journal
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• 제17권3호
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• pp.73-103
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• 2015

According to Resource Dependence theory, an organization's behavior and strategy is affected by external resources. An organization has diverse resources interacting with environment. Because organization cannot focus on all those resources, it concentrates on its critical resources. In market environment, firm responds to other firms by controlling their internal critical resources or manages interdependency with environment to get market share. Thus Firm should choose best behavior and strategy when internal and external resources are change. When new brand enters, incumbents might change their strategy to protect their market share depending on critical value. More precisely, incumbents sharing market with entrant respond, but incumbents having competitive internal resources do not. In this article, we study incumbent's responses to a new brand entry and long-term effect. We show that how incumbents change their price strategy in reaction to the new brand' entry and also show these responses vary depending on interdependency of internal resources and external environments and ownership.

• 전기학회논문지
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• 제61권2호
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• pp.187-193
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• 2012

Nash Equilibrium (NE) is as useful tool for investigating a participant's strategic generation quantity in a competitive electricity market. Cournot model may give a mixed strategy NE instead of a pure strategy when transmission constraints are considered. A mixed strategy is difficult to compute, complicated to understand conceptually, and hard to implement in an electricity market practically. This paper presents that a mixed strategy does not appear in Stackelberg leader-follower model even under a transmission congestion. A solution method is proposed for the leader-follower model under a nondifferentiable space of a strategy variable. Based on the pure strategy NE with a transmission line congested, the merit of leader-follower model is shown from a social welfare point of view.

• 디지털산업정보학회논문지
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• 제18권3호
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• pp.97-110
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• 2022

The case study looks into the case of the "extreme" market segmentation strategy of company L with its top luxury windows and door brand "Lonchel". Company L has long enjoyed a leading position in the Korean windows and doors mass market. However, it went against their already well-established flagship brand and created a completely new one called "Lonchel", pursuing an extreme market segmentation strategy focusing on the small niche market of highest-income customers exclusively. The strategy has turned out to be successful and the company has gained long-lasting competitive advantages. In this vein this study analyzes the market environment in which the top-tier brand "Lonchel" appeared, the concept of the extreme positioning and the smallest viable market, the characteristics of target customers, the company's analysis of and response to them, and the analysis of products to meet their needs. The brand operation plan and promotion will be also reviewed. Through this, we intend to draw implications related to the extreme positioning strategy that a company may pursue in a target market of small groups of people.

• 통상정보연구
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• 제10권4호
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• pp.321-350
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• 2008

The China has opened the distribution market completely since it joined the World Trade Organization on Dec 11 2001. The notable features of Chinese distribution market are the transition from the consumers' monolithic demand to diversification for the luxury goods, well-being products. The regional characteristics of consumers are smart, conservative, optimistic and advanced. and the open door policy has prompted the capitalistic economy gradually. We analyzed the Chinese distribution markets and came up with the following strategies. First, we recommend the setting of the key regional market not covering the whole chinese markets. then we can extend the main market step by step. Second, we need to cooperate and advance with the Korean distribution companies which entered into markets already. Third, we need to acquire the competitive and stable distribution channel in China. Fourth, we need to implement the localization strategy in terms of human resources and procurement. Fifth, the consignment management can be another strategy. I hope this research can be a little help to those who wish to expand to the Chinese markets.

• 재무관리연구
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• 제23권2호
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• pp.1-25
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• 2006

본 논문에서는 1980년부터 2003년까지 한국 증권시장을 대상으로 과거 주식수익률과 변동성을 이용한 반대투자전략의 초과수익을 분석하였다. 즉 과거 주식수익률을 이용한 투자전략의 초과수익에 시장변동성이나 개별기업의 변동성이 영향을 미치는지 검증하고자 하였다. 우선 한국 증권시장을 6년 단위의 하위 포트폴리로 구분하여 과거 주식수익률을 이용한 반대투자전략의 초과수익을 측정하였다. 그 결과 시장변동성이 가장 작은 기간이었던 1980년${\sim}$1986년까지의 표본기간에서는 계속투자전략이 유의한 투자전략으로 나타났으나 그 외의 기간에서는 반대투자전략이 유의한 투자전략으로 나타났다. 따라서 시장변동성 뿐 아니라 개별기업의 변동성 역시 과거 주식수익률을 이용한 투자전략의 초과수익에 영향을 미치는지 확인하였다. 개별기업의 변동성을 하나의 지표로 포트폴리오를 구성하여 과거 주식수익률을 이용한 투자전략의 초과수익을 확인한 결과 과거 개별기업의 변동성이 작았던 포트폴리오에서는 계속투자전략이 유의한 투자 전략으로 나타난데 비해서 과거 개별기업의 변동성이 큰 포트폴리오에서는 유의한 계속투자전략의 초과수익을 확인할 수 없었다. 따라서 과거 주식수익률 뿐 아니라 변동성까지 고려하여 투자전략을 구성하는 것이 보다 높은 양(+)의 초과수익을 얻는 방법이라고 할 수 있다.

• 경영과학
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• 제27권3호
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• pp.33-41
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• 2010

A lot of researches find negative volatility risk premium in options market. We can make a trading profit by exploiting the negative volatility premium. This study proposes negative volatility risk premium hypotheses in the KOSPI 200 stock price index options market and empirically test the proposed hypotheses with intra-day short straddle strategy. This strategy sells both at-the-money call option and at-the-money put option at market open and exits the position at market close. Using MySQL 5.1, we create our database with 1 minute option price data of the KOSPI 200 index options from 2004 to 2009. Empirical results show that negative volatility risk premium exists in the KOSPI 200 stock price index options market. Furthermore, intra-day short straddle strategy consistently produces annual profits except one year.