• Asia Marketing Journal
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• 제16권4호
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• pp.89-105
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• 2015

Because of fierce competition, the importance of product design has been emphasized. In this case study of Aekyung, we mainly focus on this company's efforts to incorporate design innovation into new product development process. Their efforts on innovative product design turn out to be rewarding as the sales and market share soar. Through this case, we try to identify what aspects of Aekyung's efforts lead to the better and more innovative product design.

• Asia Marketing Journal
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• 제21권4호
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• pp.45-57
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• 2020

With the development of new technologies, virtual reality (VR) is emerging as a new consumer marketing platform. Yet, only a few studies have investigated VR in the consumption context. The current research explores how experiencing a product through VR influences consumer attitude and purchase intention for the product. Although assessing products in real life is believed to be more diagnostic than that through VR, the present research revealed that experiencing a product through VR could lead to a more positive attitude toward and higher purchase intention for the product. We also demonstrated that "enjoyment" has a mediating effect while evaluating the product through VR. To compare product experience through VR to that in real life, we employed the HTC Vive VR system to implement a VR environment. In the VR condition, participants evaluated plastic building blocks using a VR headset and a motion controller; and in the real life (reality) condition, they evaluted plastic building blocks printed using a 3D printer to make them look exactly the same as the blocks used in the VR condition. Finally, implications and suggestions are discussed.

• Asia Marketing Journal
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• 제15권3호
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• pp.79-95
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• 2013

New product innovation is a process of embodying new knowledge in a product and technology licensing is getting popular as a means to innovations and introduction of new product to the market in today's competitive global market environment. Incumbents often rely on technology licensing to access new product opportunities created by other firms. Prior research has examined various aspects of technology licensing agreements such as specific contract terms of licensing agreements, e.g., distribution of control rights, exclusivity of licensing agreements, cross-licensing, and the scope of licensing agreements. This study aims to provide answers to an important, but under-researched question: why do some incumbents initiate more licensing agreement for exploratory learning while others do it for exploitative learning along the innovation process? We attempt to extend our knowledge of licensing agreements from an organizational learning perspective. Technology licensing as a specific form of interfirm linkages can be initiated with different learning objectives along the process of new product innovation. The exploratory stages of the innovation process such as discovery or research stages involve extensive searches to create new knowledge or capabilities, whereas the exploitative stages of the innovation process such as application or test stages near the commercialization are more focused on developing specific applications or improving their efficiency or reliability. Thus, different stages of the innovation process generate different types of learning and the resulting technological resources. We examine when incumbents as licensees initiate more licensing agreements for exploratory learning objectives and when more for exploitative learning objectives, focusing on two factors that may influence a firm's formation of exploratory and exploitative licensing agreements: 1) its past radical and incremental innovation experience and 2) its internal investments in R&D and marketing. We develop and test our hypotheses regarding the relationship between a firm's radical and incremental new product experience, R&D investment intensity and marketing investment intensity, and the likelihood of engaging in exploratory and exploitive licensing agreements. Using data collected from various secondary sources (Recap database, Compustat database, and FDA website), we analyzed technology licensing agreements initiated in the biotechnology and pharmaceutical industries from 1988 to 2011. The results of this study show that incumbents initiate exploratory rather than exploitative licensing agreements when they have more radical innovation experience and when they invest in R&D activities more intensively; in contrast, they initiate exploitative rather than exploratory licensing agreements when they have more incremental innovation experience and when they invest in marketing activities more intensively. The findings of this study contribute to the licensing and interfirm cooperation studies. First, this study lays a foundation to understand the organizational learning aspect of technology licensing agreements. Second, this study sheds lights on how a firm's internal investments in R&D and marketing are linked to its tendency to initiate licensing agreements along the innovation process. Finally, the findings of this study provide important insight to managers regarding which technologies to gain via licensing agreements. This study suggests that firms need to consider their internal investments in R&D and marketing as well as their past innovation experiences when they initiate licensing agreements along the process of new product innovation.

• Asia Marketing Journal
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• 제23권1호
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• pp.63-94
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• 2021

Unidimensional construct of conspicuous consumption which focuses on the ostentation of the economic assets are limited in describing today's consumers. We propose that both ostentation of social status and demonstration of uniqueness through overt consumption should be considered in the realm of conspicuous consumption. This research aims to examine the two dimensions of conspicuous consumption tendencies and their impact on new product adoption intention, which is mediated through the perceived value of the new products. This research empirically validates the theoretical conjecture by conducting an online survey (N=272). Our empirical findings reveal that ostentation of social status influences new product adoption intention both directly and indirectly through perceived social value, while demonstration of uniqueness improves new product adoption intention only indirectly through perceived utilitarian and hedonic value. This research identifies the ostentation of social status and demonstration of uniqueness as two dimensions of conspicuous consumption and refines scales to measure them. In addition, this research identifies conspicuous consumption as a driver of new product adoption intention and recognizes the mediating role of perceived value.

• 경영과학
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• 제28권2호
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• pp.75-92
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• 2011

This study investigates how cognitive and affective conflict affect performance and social outcomes in the new product situation. We examine the corporate, project, and personal characteristics that determine the level of inter-functional conflict between marketing and R&D. From a survey of Korean high-tech companies, we found : (1) time pressure was positively related to cognitive and affective conflict, (2) joint reward systems, interdepartmental connectedness, and years of education were negatively associated to cognitive conflict, (3) while cognitive conflict was positively related to new product creativity and NPD performance, affective conflict was negatively associated to marketing-R&D integration and perceived effectiveness of the relationship, as well as new product creativity and NPD performance.

• 기술혁신학회지
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• 제21권1호
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• pp.331-353
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• 2018

본 연구는 2008년과 2010년 한국 제조업 부문 기술혁신조사 자료를 이용하여 비기술적 혁신 활동이 기업의 기술적 혁신 성과에 어떤 영향을 미치는지를 실증 분석하였다. 비기술적 혁신 활동을 조직혁신과 마케팅혁신으로 구분하고 각 혁신 활동이 혁신제품의 매출에 미치는 영향을 추정하였다. Tobit모형의 추정결과에 따르면 조직혁신과 마케팅혁신 모두 혁신제품의 매출 비중을 증가시키는 것으로 나타났다. 특히, 비기술적 혁신 활동은 급진적 혁신제품인 시장 최초의 혁신제품에 더 큰 영향을 미치는 것으로 추정되었다. 비기술적 혁신의 세부 유형별로 효과를 추정한 결과에 따르면 조직혁신 중에서는 업무수행방식의 변화만 유의한 효과를 보였으며 마케팅혁신은 제품디자인, 제품홍보, 가격전략 등이 혁신제품의 매출 비중을 높이는 것으로 나타났다.

• 융합정보논문지
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• 제7권2호
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• pp.17-24
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• 2017

제 4차 산업혁명 시대로 접어들면서 융합 신제품들이 대거 등장하고 있지만 치열한 경쟁으로 인해 일부 제품을 제외하곤 많은 제품들이 출시와 동시에 시장에서 사라지고 있다. 특히 중소기업인 경우 경영상 여력이 많지 않아 제품 기획 시 구체적인 마케팅전략을 고려하지 않고 성능과 품질에만 집중하는 경우가 많다. 이러한 마케팅전략이 융합 신제품 기획 시 포함되지 않는다면 초기 및 주류 시장 진입에 많은 어려움을 겪을 수 있다. 본 논문에서는 초기시장에서 주류시장으로 넘어가는 과정에서 발생할 수 있는 위험요소를 캐즘마케팅 관점으로 살펴보았다. 이를 통해 융합 신제품 출시와 동시에 캐즘을 뛰어넘도록 캐즘마케팅 및 소셜네트워크 관점으로 분석한 후 마케팅 전략방안 네 가지를 제시 하였다. 이들 전략은 융합 신제품을 주류시장으로 진입시킬 때 치열한 경쟁에서 시장선점 우위의 포지셔닝을 취하고자하는 중소기업에 유용할 것이다.

• 품질경영학회지
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• 제41권3호
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• pp.355-369
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• 2013

Purpose: This study is about Lean-NPD (New Product Development). Lean-NPD is Pulip Line's New Product Development type. This study introduced Lean-NPD Definition, Case Study, and Research Model of Lean-NPD. Empirical results of this survey will be provide suggestions to workers. Methods: Researcher developed research model about Lean-NPD activities. And researched Lean-NPD. This study analyzed model fitness and path significant with SEM(Structural Equation Model). Results: Fitness of the research model was satisfactory level. Leadership capabilities and production operations were significantly influence marketing capabilities(t> ${\pm}1.96$). Organizational culture significantly affected marketing capabilities(t> ${\pm}1.96$). R&D capabilities and marketing competencies had significant influence on business performance(t> ${\pm}1.96$). Marketing capabilities had significant influence on quantitative management performance(t> ${\pm}1.96$). Outstanding leadership appear to directly affect Qualitative Performance(t> ${\pm}1.96$). Conclusion: Under the excellent leadership and management environment definite organic Lean-NPD organizational culture significantly affects the operation can be seen. Lean-NPD of operational activities to provide value to customers, customer-oriented marketing activities can be seen that more important than anything. Lean NPD based on customer needs is key factor of growth.

• Asia Marketing Journal
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• 제13권3호
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• pp.233-248
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• 2011

이 사례는 종합식품회사인 풀무원이 '생라면'이라는 신시장을 열정과 혁신으로 개척한 내용을 담고 있다. 본문에서는 풀무원의 신시장 개척 사례를 보다 구체적으로 조명해 보기 위해 풀무원의 생라면 시장 도전의 역사, 신제품 개발 과정, 신시장 개척을 위한 마케팅 전략 및 마케팅 믹스, 시장성과 및 향후과제 등을 다루고 있다. 1995년 이후 꾸준히 기름에 튀기지 않은 생라면이라는 새로운 제품군을 개척하기 위해 노력해 온 풀무원은 마침내 2011년 '자연은 맛있다'라는 혁신적인 신제품으로 기존의 유탕면으로 대표되던 라면 시장에 웰빙 바람을 일으켰다. 건강과 영양을 중시하는 소비자군을 표적 고객층으로 정한 풀무원은 생라면과 유탕면을 '건강한 라면 대 건강하지 않은 라면'으로 경쟁구도화 하는 포지셔닝 전략을 구사하였다. 즉, 맛의 강도와 건더기의 양으로 구분되어 있었던 기존의 경쟁구도를 자연 재료와 인공 재료, 기름에 튀긴 면과 기름에 튀기지 않은 면을 양대 축으로 하는 경쟁 구도로 전환하고자 하였던 것이다. 이러한 풀무원의 신시장 개척을 위한 노력은 성공적으로 평가되고 있다. '자연은 맛있다'는 출시 이후 꾸준한 매출 성장세를 보이고 있으며, 소비자를 대상으로 한 조사 결과도 재구매율, 관능 만족도 면에서 긍정적인 결과를 보여주고 있다. 이러한 풀무원 생라면의 성공은 탄탄한 신제품 개발 프로세스, 기술적인 혁신, 성공적인 포지셔닝 및 일관된 커뮤니케이션 전략에서 기인했다고 볼 수 있다. 또한, 풀무원이 꾸준히 구축해온 자연친화적인 기업 이미지와 최고 경영자 이하 전 조직원의 뜨거운 열정도 중요한 성공요인이라고 분석된다.

• 패션비즈니스
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• 제10권6호
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• pp.110-121
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• 2006

The purpose of this study is to analyze the various types and areas of recent collaborations in fashion industry and to find the utility value of collaboration. Seventy seven cases of fashion collaboration marketing strategies were selected from officially announced literature survey and enterprises information around the world. Among the seventy seven cases of fashion collaboration surveyed in this study, collaboration with other fields made up 59.7 percent, collaboration between the same fashion categories made up 40.3 percent. Among the areas of other fields, collaboration with IT(Information Technology) or Motor enterprises were included and made up 36.4 percent. Collaborations with Culture and art world that fashion brands collaborate with world-renowned industrial designer or artist and star entertainers were also included and made up 23.3 percent. Among the areas of the same categories, collaboration of fashion designer and sports or casual brand made up 22.1 percent. Collaborations of home shopping mall and fashion designer made up 18.2 percent. Collaboration cases surveyed in this study were classified according to three types; co-product development, co-branding, and co-marketing. Collaboration for co-product development made up 72.7 percent. Collaboration for co-branding made up 27.3 percent. Collaboration for co-marketing made up 37.7 percent. These collaboration marketing strategies are very efficient to upgrade brand image and cut the marketing cost by creating new target, product, brand, and promotion through successful partnerships. Therefore, much more various types and areas of fashion collaborations should be developed to create something new for future consumers.