• International Journal of Internet, Broadcasting and Communication
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• v.9 no.2
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• pp.48-57
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• 2017

In the last few years, banks have experienced more challenging market than any other times. They need to find new ways to reconnect with their customers and rebuild their trust. But in the race to the future some banks are taking clear lead. Research works show that while high perform leading banks are different, they also share some common characteristics and principles that have allowed them to move ahead to profitable growth. Cost cutting is no longer enough to succeed in tomorrow's world. Instead, the IT function needs to work shoulder-to-shoulder with the business to support the growth agenda. Therefore "C" level's attention is moving from cost reduction towards customer experience, speeding to market for new offerings, analytics and distribution channel enhancements, taking advantage of several levers that will shape the technology agenda for the high performing organization. Next generation of digital core-banking solutions will improve pre-existing capabilities, introduce new innovations and drive qualities such as flexibility and scalability to support time to market.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.10a
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• pp.17-20
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• 2000

Change in business has ushered in new corporate value for the success of the future. Excellent companies understand this and seek to realise the new value to procure their status in the market. The new corporate value is composed of those of employees', customers' and shareholders', and of these three, the first is the footing for improving tile others. Korea Telecom has measured employees' value every you since 1998 with an eye to achieving corporate vision, Cyberworld Leader. In this paper, we analyse the case of two leading telcos to enhance employees' value. After that, we explicate the goals, concepts and future directions of the analysis of employees' value in Korea Telecom.

• Culinary science and hospitality research
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• v.10 no.1
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• pp.116-127
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• 2004

In rapidly changing environments of Foodservice Industry, it would be leading companies have made constant efforts to establish efficient management through active involvement in management accounting. Especially the foodservice business in Korea needs more critical managerial environment to grow and develope as a going business, these management environment is changed according to deepening of the competition between foodservice companies and customer's wants. In order to succeed in this change of management environment, a new managerial policy is required which the economic environment, estimates the level and the direction of change and makes efficient use of various resources through internal control.

• Asia Marketing Journal
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• v.8 no.3
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• pp.161-186
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• 2006

Since launching a spoonful yogurt 'Yoplait' for the first time in the nation, Binggrae Co. has established the reputation of the Yoplait brand, and secured its leading position in the yogurt market. This study examined how Binggrae as a market pioneer (in the spoonful yogurt market) or a market follower(in the drinking yogurt market) has developed and responded to the yogurt market in which competition between companies are becoming fierce. Instead of being bound by conventional competition rules, Binggrae was found to have implemented distinctive marketing strategies for new products. That is, providing new values, the company led the market to change the paradigm of competition in the yogurt market. Together with long-term strategic marketing plans to manage the assets of the Yoplait brand, Binggrae Yoplait is required to put continuous efforts into marketing to lead the market.

• Journal of Industrial Convergence
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• v.13 no.4
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• The Journal of Fisheries Business Administration
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• v.36 no.1 s.67
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• pp.139-153
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• 2005

Marine fish aquaculture has been introduced on the East sea since 1964. The production volume of the marine aquaculture has been increasing drastically since 1990 with the technological improvements and the introduction of new species. However, the increasing costs of feed, seedlings and medical supplies and the decreasing prices due to the increase in the imports and domestic production have decreased the profits in the aquaculture business. Futhermore, the damage from the natural disasters such as red tides and typhoons has accelerated the exit from the business. Even though managing abilities to overcome the business crisis caused by the above factors are required, business managers based on the small scale family businesses do not have enough managing abilities to deal with the difficulties in the business. On the other hand, advanced countries in the marine aquaculture such as Norway have reached the stage where the managing abilities of marine aquaculture are similar to those in the manufacturing industry. And the number of large scale aquaculture farms with developed technologies and advanced marketing strategies in those countries is increasing. Considering that the marine aquaculture in Japan under the similar fishery systems of Korea has developed the state-of-the-art management skills or lead to large scale management, it is difficult to expect the decrease in the production costs under the small scale family business in Korea and this will lead to the decreasing competitive advantage over the imported seafood. Therefore marine aquaculture in Korea needs to increase the economy of scale to acquire the competitive advantage. This study addresses the possibility of introducing the large scale aquaculture system in Korea by analysing the factors and process of leading to large scale businesses in the aquaculture in Japan.

• The Journal of Information Systems
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• v.30 no.2
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• pp.243-259
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• 2021

Purpose The beginning of innovation and creation, Haenggung-dong, Paldal-gu, Suwon-si: Suwon Hwaseong Fortress, which began in 1794 by King Jeongjo in accordance with the spirit of Beopgochangsin, mobilized the abilities of traditional techniques, new science and technology, and artists New starting point for urban innovation in Suwon: Based on 5G technology possessed by leading companies in the global ICT industry in Hwaseong (Haenggung-dong), a product of cutting-edge evidence, solve various urban problems through public, private, industrial and academic governance, and a new business model It aims to reorganize into the space where this is created. Design/methodology/approach The New 1794 Project is a 2019 demonstration project requested by the Ministry of Land, Infrastructure and Transport for "Suwon Smart City Challenge Project: Haenggung-dong, Paldal-gu, Suwon-si," developed by the Dankook University SW Design Convergence Center, and the main project from 2020 to 2022. The smart city project strategy should be implemented based on partnerships with multiple stakeholders, and the bottom-up approach and the traditional top-down must be able to coexist. Therefore, the smart city solution applied a horizontal governance method. Findings In this study, the definition of the New 1794 Project, which is the key to defining smart cities in relation to all analyzed aspects, was developed.

• Information Systems Review
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• v.16 no.2
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• pp.25-41
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• 2014

While previous studies on Crowd funding mainly focused on the plan and policy of the introduction of Crowd funding, this study classified Investment Decision Making criterion and proposed the significance of each factor, leading to results that can help investors practically. According to the analysis, (1) physical resource in business is the most important criterion to be considered as the way for investor to objectively make decisions on business model, (2) although people pay attention to the managerial capabilities of business, the creativity of business model is not being paid much attention. The result of this study can objectively determine investment decision making on business model thought a quantitative standard of judgment. Moreover, an environment should be built for healthy decision making which is based on business model instead of only product, and it is necessary to have institutional framework to enable new companies to have healthy competition with existing companies through creative business model.

• Journal of Distribution Science
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• v.10 no.8
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• pp.15-23
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• 2012

This study is an attempt to explore the nature and characteristics of strategic impact of green strategy by environmental capital, corporate reputation, and technology strengths on the firm's performance across countries. The main question addressed in this paper relates to how corporate sustainability, corporate reputation, technology strength, and capabilities influence the firm's economic performance with respect to diverse dimensions of performance measures including sustained growth through the leading firms across countries in the United States, Canada, Europe, and Asia-Pacific countries. Particularly, this study attempts to empirically explore the directions and magnitudes of the operational links between new emerging strategic core competencies (e.g., sustainability green strategy by environmental focus for more sustainable path, corporate reputation by corporate social responsibility and image enhancement, and technology strengths to develop a new product and market) and the firm's economic performance with respect to diverse dimensions of performance such as accounting (ROE and EOA) - and market-based performance (Market value and Tobin's q). Considering all possible limitations that might exist with regard to selected samples and methods, this study demonstrates that environmental sustainability, corporate reputation, technological capabilities and competencies through R&D intensity and patent are most likely to be significantly associated with most market-based performance measures, but the strategic significance of other variables such as capital intensity, leverage, and administrative cost efficiency on performance tends to be different depending on which performance measure is used across different countries with diverse economic and business contexts.

• Proceedings of the CALSEC Conference
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• 1999.07a
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• pp.277-299
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• 1999

Since Chrysler Motor Co. had experienced the digital development system in the beginning of 1990's, most of leading automobile companies are trying to apply a digital information system for their own business process reengineering based upon concurrent engineering system from product planning phase. This is called as virtual DMU(Digital Mock-Up) system instead of the traditional PMU(Physical Mock-Up) system. By using the virtual prototype, all of the design requirements and system specifications can be checked, changed and optimized more quickly and more efficiently. This paper consists of five chapters for the DMU information system. In the 1$^{st}$ chapter, the principle of digital design system is suggested by using four basic modules such as product design module, process design module, manufacturing system design module and central control module. The basic scheme of DMU is introduced with the benefits of application in the chapter 2. In the chapter 3, a digital design process of new car development is explained with the detailed DMU design and design review processes. In the chapter 4, the practical DMU manufacturing techniques and applications are introduced as CAD/CAM analyses, DPA(Digital Pre-Assembly)reviews for development, production, operation and maintenance phases, digital tolerance analyses and digital factory analyses for assembling line simulation, automated robot welding processes, production jig ＆ fixtures and painting process simulation. Finally, the activities of digital design support; CAS-styling, CAE-engineering and CAT-testing are summarized for design optimization in the chapter 5. As today's automobile manufactures and related business organizations are struggling to compete in the global marketplace, they are concentrating on efficient use of DMU information system to reduce the new car development cost, to have shorten the delivery schedule and to improve product design quality. To meet the demand of those automobile industries on digital information systems, the CALS(Computer aided Acquisition and Logistics Support) and EC(Electronic Commerce)initiative has been focused as a dominant philosophy in defense ＆ commercial industries, specially automobile industries.s.