• Korean Journal of Construction Engineering and Management
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• v.13 no.2
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• pp.25-36
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• 2012

As the international construction market is rapidly expanding, Korean contractors have the need for having new leading businesses for their sustainable growth and high performance. Thus, this research tried to explore new leading businesses with two questions: 'What can be the new leading businesses?' and 'How can Korean contractors implement new leading businesses?' To this end, based on Porter's five forces framework and the resource-based view (RBV), we first derive three evaluation criteria (possibility of market entry, possibility of profit earning, and possibility of value-added earning). Next, we developed a framework for business evaluation which considers external market condition, internal competitiveness, and spin-off effects toward domestic market. Based on the framework, we defined green-energy plant, environmental plant, desalination plant, nuclear power plant, new urban development, and high-rise building as new leading business. Then, we selected green energy plant, environmental plant, and new urban development for the purpose of prior occupation of the market, consolidation of the competitiveness, and expansion of the ripple effect, respectively. Finally, we deduced market entry strategies for each business by investigating experts' opinions.

• Asia Marketing Journal
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• v.13 no.3
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• pp.265-274
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• 2011

The objective of this case study is to analyze how effectively KIA K5, which is a leading mid-size car brand, has positioned itself into the mid-size car market. Before KIA launched the K5, Sonata and SM5 were the leading brands in the mid-size car market. They had loyal customers who like their similar images. As many competitors keep launching new brands or new designs into the car industry, Sonata and SM5 were pressured to introduce new versions. But, the YF Sonata and the New SM5 failed to catch up with the new trends in the market. Whilst YF Sonata was perceived as too innovative, the New SM5 was treated as an old car by the target customers of the mid-size car. While the two leading brands struggled to attract customers, KIA K5 found a new market space by identifying and focusing on the lucrative replace and up-grade demand segment and filling the gap between the current product category values and the emerging mid-size car category values. The K5 found the right values that customers need and successfully articulated the values to the customers. This case study illustrates that a successful positioning strategy can be effectively employed to attract customers in the saturated car manufacturing industry. This case can be summarized as the successful positioning strategy of KIA K5 is comprised of four primary pillars: design innovation, market analysis, STP (segmentation, targeting, and positioning), and launch strategy. The KIA K5 case study provides valuable insights and implications for many other companies that are planning to find a proper positioning strategy for their own business.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.21 no.3
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• pp.55-64
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• 2013

As the price competition between airlines became increasingly intensified, due to increased participation of low-cost carriers in the air transport industry and the continued deregulation of international air transport, each airline has introduced various management techniques for securing international competitiveness and operational efficiency in order to cope with the uncertainty in air transport industry. The world leading LCCs, such as Ryan air, easyJet and Southwest, have changed their traditional business models by increasing operation to primary airports, diversifying operating routes, making strategic alliances with FSCs or other LCCs, increasing the operations on the mid or long distance routes, expanding ancillary revenues, etc. As Korea's air transport industry is confronting with intense competition, our LCCs are requested to adjust to this new challenging situation. As the world leading LCCs did, Korean LCCs are recommended to adopt new business models such as restructuring of the air transport industry through M&A, operating more flexibly in terms of frequency or route, launching of services to primary airports, making strategic alliances with foreign FSCs, developing of 4th or 6th traffic demands, etc.

• Asia Marketing Journal
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• v.12 no.4
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• pp.79-111
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• 2011

Digital economy has grown rapidly so that the new business area called 'Internet business' has been dramatically extended as time goes on. However, in the case of Internet business, market shares of individual companies seem to fluctuate very extremely. Thus marketing managers who operate the Internet sites have seriously observed the competition structure of the Internet business market and carefully analyzed the competitors' behavior in order to achieve their own business goals in the market. The newly created Internet business might differ from the offline ones in management styles, because it has totally different business circumstances when compared with the existing offline businesses. Thus, there should be a lot of researches for finding the solutions about what the features of Internet business are and how the management style of those Internet business companies should be changed. Most marketing literatures related to the Internet business have focused on individual business markets. Specifically, many researchers have studied the Internet portal sites and the Internet shopping mall sites, which are the most general forms of Internet business. On the other hand, this study focuses on the entire Internet business industry to understand the competitive circumstance of online market. This approach makes it possible not only to have a broader view to comprehend overall e-business industry, but also to understand the differences in competition structures among Internet business markets. We used time-series data of Internet connection rates by consumers as the basic data to figure out the competition patterns in the Internet business markets. Specifically, the data for this research was obtained from one of Internet ranking sites, 'Fian'. The Internet business ranking data is obtained based on web surfing record of some pre-selected sample group where the possibility of double-count for page-views is controlled by method of same IP check. The ranking site offers several data which are very useful for comparison and analysis of competitive sites. The Fian site divides the Internet business areas into 34 area and offers market shares of big 5 sites which are on high rank in each category daily. We collected the daily market share data about Internet sites on each area from April 22, 2008 to August 5, 2008, where some errors of data was found and 30 business area data were finally used for our research after the data purification. This study performed several empirical analyses in focusing on market shares of each site to understand the competition among sites in Internet business of Korea. We tried to perform more statistically precise analysis for looking into business fields with similar competitive structures by applying the cluster analysis to the data. The research results are as follows. First, the leading sites in each area were classified into three groups based on averages and standard deviations of daily market shares. The first group includes the sites with the lowest market shares, which give more increased convenience to consumers by offering the Internet sites as complimentary services for existing offline services. The second group includes sites with medium level of market shares, where the site users are limited to specific small group. The third group includes sites with the highest market shares, which usually require online registration in advance and have difficulty in switching to another site. Second, we analyzed the second place sites in each business area because it may help us understand the competitive power of the strongest competitor against the leading site. The second place sites in each business area were classified into four groups based on averages and standard deviations of daily market shares. The four groups are the sites showing consistent inferiority compared to the leading sites, the sites with relatively high volatility and medium level of shares, the sites with relatively low volatility and medium level of shares, the sites with relatively low volatility and high level of shares whose gaps are not big compared to the leading sites. Except 'web agency' area, these second place sites show relatively stable shares below 0.1 point of standard deviation. Third, we also classified the types of relative strength between leading sites and the second place sites by applying the cluster analysis to the gap values of market shares between two sites. They were also classified into four groups, the sites with the relatively lowest gaps even though the values of standard deviation are various, the sites with under the average level of gaps, the sites with over the average level of gaps, the sites with the relatively higher gaps and lower volatility. Then we also found that while the areas with relatively bigger gap values usually have smaller standard deviation values, the areas with very small differences between the first and the second sites have a wider range of standard deviation values. The practical and theoretical implications of this study are as follows. First, the result of this study might provide the current market participants with the useful information to understand the competitive circumstance of the market and build the effective new business strategy for the market success. Also it might be useful to help new potential companies find a new business area and set up successful competitive strategies. Second, it might help Internet marketing researchers take a macro view of the overall Internet market so that make possible to begin the new studies on overall Internet market beyond individual Internet market studies.

• Asia Marketing Journal
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• v.20 no.2
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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.

• Agribusiness and Information Management
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• v.6 no.2
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• pp.13-23
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• 2014

The world is in the process of a structural change related to ICT convergence knowledge industries. ICT is leading to the creation of new products and services, and is making our lives more convenient, safer, and more efficient. In advanced countries, many studies have been conducted with the goal of developing new business models converged with ICT, and this is also the case in the food industry. Korea possesses world-leading ICT, and if this ICT is applied to the food industry, a world-class new business model can be developed. The u-Food System, which is in the process of development in Korea, is a next-generation food system that can allow food providers, consumers, and distributors to access various types of information about food products, including traceability, distribution, safety, quality, and freshness, and manage this information. It is a future food system that converges ICT, biotechnology and sensing technology with food. Based on the u-Food System, this paper will introduce the status of current smart quality distribution technologies that converge ICT (such as sensor tag, sensor network, LBS, GIS, and CDMA) with food technologies (such as traceability, quality, distribution management) to manage the safety and quality of fresh food in the distribution process.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.1205-1214
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• 2020

The poverty level in Buru Regency is still high, despite the relatively stable economic growth. For this reason, the purpose of this study was to (1) Identify the leading commodity in each district in Buru Regency; (2) Analyze the effect of road infrastructure and leading commodities on poverty. The findings show that the most sparsely populated district is Fena Leisela, with mangoes as the leading commodity. Pineapple, langsat, apple rose, cabbages, cashews, coffee, cashew, melon, and watermelon are the leading products in Air Buaya, Batabual, Waplau, Lolong Guba, Lilialy, Waelata, Namlea, Kaiely Bay, and Waeapo, respectively. Additionally, the results also indicate that road infrastructure and leading commodities have a significant effect on poverty alleviation in Buru Regency. It means that improving infrastructure and increasing leading commodities production reduce poverty in the region. Good road infrastructure can promote connectivity between regions so that it can accelerate and expand economic development. The provision of infrastructure that encourages connectivity will reduce transportation costs and logistics costs to increase product competitiveness and accelerate the economic movement. When the road infrastructure in Buru Regency improves and new roads are built, it can improve transportation access, it will reduce the living cost for the poor and increase income, and open up opportunities for the poor to benefit from economic growth.

• Journal of Korean Society for Quality Management
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• v.36 no.1
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• pp.62-71
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• 2008

Since the Six Sigma strategy was first introduced to Motorola in 1987, it has been taken as an important business strategy to strengthen the competitiveness of leading companies in the global competitive environment. To keep growing and thriving, modern companies need to develop new businesses and find new applications while keeping existing ones on track. This situation necessitates a more effective way of discovering an optimal scenario in a business. In this paper, we propose a Business for Six Sigma (BFSS) road-map to create new businesses. BFSS consists of five macro phases: define, identify, analyze, evaluate, and implement. We also provide an example of F electronics, a Korean electronics component manufacturer, which actually applied the BFSS road-map to analyze marketability, technological plausibility and economic potential/success in connection with its new product development.

• Journal of Arbitration Studies
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• v.16 no.1
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• pp.121-151
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• 2006

As globalisation extends its effect and particularly following China's accession to the World Trade Organization(WTO) in 2001, ever greater numbers of international transactions will feature a Chinese party. China has certainly made efforts in recent years to rectify law problem. While conducting business in China, foreign companies occasionally find themselves embroiled in disputes with Chinese individuals and companies. As foreign businesses invest in the extraordinary market opportunities in China, international arbitration has also become the preferred method for handling disputes with Chinese partners or with other foreign corporation over operations in China. The new Arbitration Rules of the International Economic and Trade Arbitration Commission(CIETAC) came into force on 1 May 2005. The new rules represent a major overhaul of CIETAC arbitration procedures and are sure to enhance CIETAC's position as a leading player in the resolution of China-foreign business disputes. The changes are significant for all companies doing business in China. So, this article investigated some amendments on the basis of 2000 Rules.

• Journal of Navigation and Port Research
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• v.33 no.4
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• pp.263-270
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• 2009

Busan North port is facing crisis due to the opening of the New port. The North Port and NewPort are competing for a limited volume of cargoes and this competition is leading after all to price competition, lowering cargo work fee that may result in the failure of both This paper proposed the balanced development plans, which are the strategies of business tie-up and activation between the North Port and NewPort by introducing the strategy of "co-opetition" and the analysis for the success factor of co-opetition: to solve this operational problems on Busan port. It is found out that activation strategy is more successful co-opetition strategy than business tie-up strategy. The execution for the two co-opetition strategies will lead Busan Port to the balanced development as well as the enhanced competitiveness and will leap Busan port into global hub port as well.