• Journal of Fashion Business
• /
• v.14 no.4
• /
• pp.41-57
• /
• 2010

DongDaeMoon fashion retail market, or so-called the new western market, has been playing an important role in DongDaeMoon area's success from 1997 to early 2000's. However, the unique and successful fashion merchandising system of DongDeaMoon retail market has been seriously threatened by consumer need changes as well as by an increased competition from new types of retail stores such as discount stores and online shopping malls. Moreover, its performance has been deteriorated due to the increased number of undifferentiated, small and medium-sized retail stores within the area. In this paper, attempts are made in building revitalization strategies for DongDeaMoon fashion retail market on the basis of analyzing fast fashion and consumers. As results, we found that DongDaeMoon fashion retail market needs cooperated area management plan from related market members. This will help DongDaemoon's image change from deal-oriented market to relationship-oriented market with consumers. Through Focus Group interview, we found DongDeaMoon fashion retail market is confronted with insufficient shopping infrastructure and new challenge from global fast fashion brand. Moreover, to overcome this situation, consumers require repaired communication activities by DongDeaMoon fashion market members on consumer relationship management basis. At the end, this paper try to provide strategic implications for DongDeaMoon fashion retailers.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.12 no.1
• /
• pp.1-13
• /
• 2017

The purpose of this study is to find out which factors determine the success of start-up in the initial market and what are the most important determinants. For the empirical analysis, the questionnaire related to the analysis of success factors for start-up success was designed according to the quantitative analysis (AHP technique). First, we selected 8 representative success factors for successful start-up in the initial market. In order to determine the degree of priority among these factors, we surveyed 12 entrepreneurs who are interested in entrepreneurship, universities, research institutes, and public officials. As a result of the empirical analysis, 51% of the funds in the tier 1 were ranked as the top priority to determine success factors. Followed by research and development (32.5%), management (8.7%) and marketing (7.8%). In particular, when each of the four items is calculated as 100 according to the result of the tier 1, and the tier 2 is converted, the foreign investment is analyzed as 43.7%. It was followed by 15.14% of R & D facilities, 14.07% of ideas, 8.7% of managerial ability, 7.29% of domestic investment, 5.85% of buyer feedback, 3.3% of development strategy and 1.95% of marketing strategy. Among the eight success factors, overseas investment items showed the closest preference to half, and it was the most important variable that determines the success or failure of market entry. The implication of this study is that many start-ups in Korea expect to receive investment and support from overseas accelerators. This means that overseas investment itself has been recognized as a start-up that makes services and products that can be used in the global market. A high preference for attracting foreign investment is due to the fact that the amount of investment is larger than that of Korea and that it can flexibly cope with the pressure on the performance compared to domestic investors. In this study, it was meaningful that we could confirm this fact through questionnaires of start-up experts. In future research, we need to find a viable alternative through studying how to provide start-up to foreign direct investment at the national level.

• The Journal of Korean Institute of Communications and Information Sciences
• /
• v.42 no.5
• /
• pp.1020-1026
• /
• 2017

Korean movies are now entering the global market without staying in the domestic market. Especially, despite the fact that the foreign films are imported and opened to the domestic market very much, there are more domestic films that have succeeded in box office success. In this paper, we try to clarify the characteristics of the voices of movies in order to feel horror among various genres of domestic movies. For this reason, the criterion for the success of the movie is the number of paying audiences, so differences of the voice of the characters of the horror movie that succeeded to hit the box office and the voice of the characters of the horror movie that failed to hit the box are analyzed for verifying the success conditions in voice. In addition, we would like to suggest what kind of voice should be used in order to succeed in the horror movie from the voice point of view.

• Ocean and Polar Research
• /
• v.34 no.3
• /
• pp.349-364
• /
• 2012

This study focuses on systematic structure of factors, which affect commercialization of ocean science and technology (OST), applying both grounded theory methodology (GTM) and semantic network analysis methodology (SNAM) by using in-depth interviews with 8 specialists previously experienced in the same field. This study further focuses on clarification of the distinctiveness and universality of commercialization factors on OST by comparatively analyzing on the commercialization factors of general sciences and technologies. Using SNAM, it was determined that commercialization success required connected support system, government support, technology marketing, technology power and characteristics of commercialized entities, which were identified as dominant factors. GTM presented an outcome that connected support systems among participants in commercialization and found that research institute strategies are significant factors in the core phenomenon of commercialization, while technology marketing, technology power and market-oriented technology are important conditions. In addition, the factors of technology, market, connection of participants and government support of commercialized entities are shown as equally important factors for commercialization of ocean science and technology. Secondly, SNAM results indicate that ocean science characteristics depend on a network of government support, research institute strategy, organization and manpower, capital power, and technology marketing, as these ocean science characteristics have been identified as significant factors in the GTM study. It has been determined that technology, market and government support should be connected in order for commercialization of ocean science and technology (OST). Moreover, commercialization methods, applied to the marketing of commercialization of ocean science and technology is differentiated from others since commercialization success is more relevant to these factors.

• Asia Marketing Journal
• /
• v.13 no.3
• /
• pp.233-248
• /
• 2011

This case illustrates a story of passionate and innovative new market development by Pulmuone, a fresh food provider in Korea. The company has been successfully developing a new market by introducing a (non-frying) fresh ramen, 'Jayeonun Masitda - The Nature Is Tasty' in the packaged ramen market dominated by fried ones. In this case, a detailed new market development process by Pulmuone will be investigated including; company overview, a new product development process, marketing strategy formulation, marketing mix implementation, market performance, and future directions. Pulmuone has been making efforts to create a new product category by marketing non-frying ramens since 1995, but with a modest success. In 2011, Pulmuone finally succeeded to develop an innovative product, 'Jayeonun Masitda' that brought more health and nutrition conscious consumers' attention in the ramen market. The company intended to change the current competitive structure in the ramen market, i.e., from the strength of taste and the amount of ingredient to fried/non-fried and the freshness of ingredient. By this new positioning, Pulmuone aimed to reshaping the ramen market into competition between healthy and unhealthy ramens. Pulmuone has been successful in developing a new market. Sales revenue of 'Jayeonun Masitda' has been continuously increasing, and customers are found to be highly satisfied with the product resulting in a high repeat purchase rate. The company's successful new market development can be attributed to a faithful new product development process, innovative technology, an appropriate positioning strategy, and consistent marketing communication. In addition, Pulmuone's eco-friendly corporate image and the organization's passion to grow are also important factors for success of this new market development.

• The Journal of Korean Institute of Communications and Information Sciences
• /
• v.37C no.11
• /
• pp.1064-1076
• /
• 2012

This study is an attempt to identify factors determining the success of international standardization and understand the relationship between the factors, such as government-driven standardization activities. Six factors were identified through factor analysis; namely, 'Direct government support', 'Indirect government support', 'Utilization of standardization bodies', 'Standardization strategy', 'Attainment of a dominant market power', and 'Adoption as an international standard.' The results showed that firstly, support from the government, whether direct or indirect, had no direct effect on the outcome of international standardization efforts, but produced an indirect influence on it through mediating factors such as the attainment of a dominant market power. Secondly, the attainment of a dominant market power proved to be the most important success factor of international standardization, suggesting that the government must direct its efforts to help boost the market power of target standards through measures like promoting a timely market entry and the development of high-quality standards, in a manner to induce market satisfaction, increasing lock-in effects and building a quasi-vertical integration system. Thirdly, direct support from the government holds the key to the success of international standardization with de jure standardization bodies, while the strategic use of standardization bodies appears the most important for the positive outcome of standardization concerning de facto standardization bodies.

• Journal of the Korean Society of Clothing and Textiles
• /
• v.32 no.4
• /
• pp.562-572
• /
• 2008

This study is to understand the current situation of the Seoul Collection and suggest market oriented strategies in order to establish a more effective fashion market. Three elements-time, form, and, place-were defined to analyse the dynamics of the collection and two factors-customer/competitor oriented information and information interaction among participants-were employed to evaluate the Seoul collection toward market orientation. The data were collected from the collection participants via an in-depth interview. The identified major market factors were: 1. Time-In order to create a desirable market, the opening time of the Seoul Collection needs to be rescheduled in accordance with the openings of other countries. Also the time must be suitable to the buyer's movement. 2. Product-Products which did not meet the needs of the market and their unrealistically high prices were two main factors that hindered sales. 3. Place-Although the place was a vital factor to the success of the collection, the facility was not fully a suitable location for buyers to place orders. Additionally, the analyzed data indicated the low market-oriented Seoul collection. Vital to elevating the Seoul Collection to meet the global standard, therefore, more practical research and merchandise planning should be arranged in advance.

• East Asian Journal of Business Economics (EAJBE)
• /
• v.4 no.1
• /
• pp.16-21
• /
• 2016

This study analyzed the successful case of Naver LINE's entry into the Japanese market. LINE pursued a strategy of establishing its dominance early on and implemented localization for Japan and thereby achieved success in the Japanese market. The various strategies adopted by LINE allowed it to win over 80% of the market share in Japan and function as a nationally ubiquitous mobile messenger. The conclusions to be drawn from our LINE analysis is that LINE must implement localization strategies suited to the characteristics of each country, as it had done successfully in Japan. In the Asian region, it should retain the platform that provides various contents while pursuing a localization strategy to secure competitive edge, by offering emoticons suitable for each country, such as Ramadan emoticons in Islamic regions.

• Journal of Distribution Science
• /
• v.10 no.9
• /
• pp.31-36
• /
• 2012

Purpose - This study aimed to explore and examine the government policies and supporting systems of the traditional market in Korea. Research design / data / methodology - Recognizing these problems, the Korean government enacted three special legislations and adopted six support policies in support of the traditional markets. Results - Those markets with modernized stores, parking lots, and arcades have certainly increased sales and the number of customers. However, this uniform modernization support policy was short of supporting strategies that could have developed characteristics and advantages of each market, so many markets and merchants lost self-sustainable ability and ended up with relying on government support. Conclusions - The study indicates that Small & Medium Business Administration's role in implementing government policies including selection of the markets that needed to be modernized, developing commercial areas in connection with traditional market and neighboring shopping streets, customizing and improving distribution system, developing specialty stores, merchant college, merchants' self-sustainable ability, and creating convenient and safe shopping environment is vital to traditional markets' future success.

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