• Journal of Intelligence and Information Systems
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• v.17 no.4
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• pp.1-17
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• 2011

In order to maintain customer satisfaction and to remain productive and efficient in today's global competition, mass customization is adopted in many leading companies. Mass customization through product family and product platform enables companies to develop new products with flexibility, efficiency and quick responsiveness. Thus, product family strategy based on product platform is well suited to realize the mass customization. Product family is defined as a group of related products that share common features, components, and subsystems; and satisfy a variety of market niches. The objective is to propose a product family design strategy that provides priority weights among product components by satisfying customer requirements. The decision making process for a new product development requires a multiple criteria decision making technique with feedback. An analytical network process is adopted for the decision making modeling and procedure. For the implementation, a netbook product known as a small PC which is appropriate for the product family model is adopted. According to the proposed architecture, the priority weight of each component for each product family is derived. The relationship between the customer requirement and product component is analyzed and evaluated using QFD model.

• The Journal of Industrial Distribution & Business
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• v.2 no.2
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• pp.25-38
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• 2011

After the financial crisis, what has been the rapidly growth of large supermarkets, stores, and restaurants linked to concerns that have already reached saturation point, but the new opening large supermarkets is expected to continue into the future. The major supermarkets are continue to grow outward but growth slowed. And that is expected to continue differentiation of the product, acceptance the customer needs, acquiring high margin of sales products. Then the ongoing development of PB brand is to be positioned effective marketing strategy for overcoming the period of slow growth. In addition, big three local supermarkets continue to launch a clothing PB brand, expansion and operation strategy for the situation and based on this study and the success of the domestic large-Mart's PB and PB identifying problem and the need for differentiation and profit for the successful strategy is to discuss in this study. This research looks at the concept of major market's private brand, the strategy, the success example and the prospects, and views the globally rapid-growing private brands, not only having the limited role of distributing the products as retailers, but also having a control of the distribution channel as a manufacturing company. World's major advanced distribution companies, to differentiate their companies' products and increase the profitability, are putting a lot of efforts into private brand products, and there are many good examples that are globalizing, externally expanding, and creating high financial results. In this research, we presented three major domestic discount stores as examples to show that there is a need for a differentiated private brand management strategy in the saturated discount store industry in Korea. Also, we aim to provide a new product strategy for the future that has been saturated with discount stores to the limit, by providing suggestions that private brand products can be used as weapons with the strongest competiveness in the retail industry through pursuing store differentiations from thorough market analysis and product researches, meeting the customers' needs, and obtaining high margins. PB products, particularly clothing design, a thorough market analysis and product development trends and customer needs to reflect the acquisition of High margin differentiated powerful products and sustainable growth through the stores, large supermarkets, congested, a new breakthrough that can give a good opportunity to provide implications discount stores, new product strategy based on ways to limit proposed. This study discount the major three companies studied, the less strain is a generalization. In the future, domestic and local discount store brand PB, SPA brand that the multinational comparative analysis of the value of the PB expansion strategy centered on clothing, additional studies will be needed.

• Korea Science and Art Forum
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• v.19
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• pp.259-267
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• 2015

Product-Service Systems (PSS) has drawn significant attention since it can effectively address diverse values of consumers by integrating products and services. PSS has been defined as a system of products, services, supporting networks and infrastructure that is designed to satisfy customer needs and to generate values. Manufacturing companies can accomplish business innovation by devising new service elements and providing PSSs starting from their products. Such new efforts are called manufacturing servitization. With analysis of the company's business contexts, diverse strategies could be set for servitization. Services could be developed so that their product functions can be supported. On the other hand, new services could be devised to drive active emotional values of their customers in a broadly related manner with their products. In this way, different servitization strategies in service space could be employed. In this paper, the product-service integration spaces for comparison of product-service systems in manufacturing servitization is briefly sketched. Various issue spaces, termed dimensions, would be used including service space, customer space, value space and business model space. Diverse PSS cases, including well-known PSSs and brand new PSSs, will be classified and compared to demonstrate the product-service integration spaces.

• Journal of Korea Game Society
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• v.5 no.3
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• pp.31-38
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• 2005

Consumer perception evaluation depending on the game genre affects many parts of the corporate management including market share, gaining new consumer, maintaining consumer and competition. If consumer perceives a company and a product as bad image, gaining new consumer would be no more available, and enormous amount of time would have to be spent to recover from that bad image. However game companies tend to simply keep spontaneous marketing strategy with the enforcing marketing. Its results will be the short-term success sacrificing the long-term marketing opportunity In order to increase sales and market share, the consumer perception evaluation as well as evaluating the game product and the corporate image is necessary. This article gives emphasis on the general game analysis and formulating strategy in the general game genre rather than a certain corporation and a product. Analyzing a particular product, company, platform and nation is necessary and will be followed subsequently.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.17-23
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• 2010

The corporate R&D(Research and Development) has a primary role of new product development and its potential is the most crucial factor to estimate corporate future value. However, its systemic inadequacies and inefficiencies, the shorten product life-cycle to satisfy customer needs, the global operations by outsourcing strategy, and the reduction of product cost, are starting to expose to R&D business processes. The three-phased execution strategy for R&D innovation is introduced to establish master plan for new R&D model. From information technology point of view, PLM(Product Life-cycle Management) is one of the business total solutions in product development area. It is not a system, but the strategic business approach that collaboratively manage the product from beginning stage to end of life in all business areas PLM functions and capabilities are usually used as references to re-design new R&D process. BPA(Business Process Assessment) and 5DP(Design Parameters) in PI6sigma developed by Samsung SDS Consulting division are introduced to establish R&D master plan and re-design process respectively. This research provides a case study for R&D process innovation. How process assessment and PMM(Process Maturity Model) can be applied in business processes, and also it explains process re-design by 5DP method.

• Korean Institute of Interior Design Journal
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• no.21
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• pp.54-61
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• 1999

The Fashion Distribution Business (FDB) is thriving to such an extent that the current period is called "The Era of Fashion." This FDB shows tendencies towards specialzation, globalization and expansion. The domestic FDB has been rapidly globalizing, and thus it is time for us to recognize that the fashion business has grown beyond its former role as a production-oriented retail business to include multiple new roles. This strategy to plant Store Identity on customers is just a Visual Merchandising (VMD) Strategy. That is, a strategy to visualize the Product Planning, which can be called a Complex Visual Expressing Technical System that classifies and arranges products in order to be easily seen, chosen, and bought through exhibition and arrangement. My aim is to break away from the conept that has been focused only on display division and to present product scheme correctly and to establish a VMD Plan which can also contribute to sales promotion by providing infirmation and arranging Store Display efficiently for customers. Additionally, this is aimed to present an efficient and sensitive design process.esign process.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.28 no.1
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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.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.17 no.7
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• pp.1522-1530
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• 2013

Technology commercialization or new product development (NPD) is the complete process of bringing a new product to market. This paper presents a framework for a technology firm to think about its commercialization strategy in an environment where the established firms have tight control over the government funded. Companies typically see new product development as the first stage in generating and commercializing new product within the overall strategic process of product life cycle management used to maintain or grow their market share. Market-oriented item will overcome the lack of capacity, and will ensure the success of SME.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.231-251
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• 2015

User Experience (UX) and Experience Innovation have been emphasized in the process of New Product Development (NPD). However, previous works which were conducted within the theme of UX mostly focused on the fragmentary aspects of user's experience in a specific usage-context only. For this reason, it is always hard to deal with questions on how to define the abstract concept of UX and how to apply this important keyword in actually NPD process both for satisfying potential users and for setting a market strategy. To address this issue, we focused on the fact that UX has an aspect of composition like pattern and structure. It means that we can understand the context of UX with clarifying characteristics of relations between user and experiential objects. Also, we referred to two sub-concepts of Complexity, Density and Centrality, as representative characteristics of relations in usage-context. Based on this theoretical background, we attempted to find UX design principles and concepts for NPD from the actual example cases of products and services in the real market. From these whole study process, we expect that our findings could have implications for academic and practical areas within the theme of Human-Centered Innovation.

• Asia Marketing Journal
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• v.11 no.3
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• pp.185-203
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• 2009

Yuhan Kimberly, a joint-venture company of Korean Yuhan Company and American Kimberly-Clark, opened a premium diaper market in Korea by launching Pull-Ups which was pants-typed diapers in 1993. Pull-Ups was imported as finished goods from Kimberly-Clark. However, in spite of its huge market share in United States, it failed to land down in Korean market because of wrong positioning strategy which did not consider domestic customers' tastes. In 1996, Yuhan-Kimberly brought out a pants-typed diaper, Huggies-Toddler, to Korean market again. This paved the way for the combination of Kimberly-Clark's production power and Yuhan-Kimberly's marketing power and led to launch new product superior to Pull-Ups. However, this product was unsuccessful in the market because of wrong positioning which did not catch domestic customer's life styles such as cultural, environmental and habitual differences in toilet training, the cost increase coming from IMF crisis in Korea, weak trust within the company, weak trust within the company, and too much higher price than regular diapers. In 2005, Yuhan-Kimberly redeveloped new pants market business strategy. It was organically combined with winning product development plan, winning communication strategy and the market structure change through the pants market creation. Customer's habit, usage and attitude were studied with total 55 times market investigations. Also, all processes from planning to designing were executed in the customer's view by investigating product research, positioning research and advertisement research. Yuhan-Kimberly repositioned new product as a wearing diaper not as a toilet training diaper and launched Huggies Magic Panty as a premium product which had 25% higher price than previous Huggies. Huggies Magic Panty was recognized as a great hit product in domestic diaper market and the sales recorded 37.6 bill won in 2006, 57.2 bill won in 2007, and 90 bill won in 2008 since launching in 2005. The reason of Huggies Magic Panty's success was the repositioning strategy deduced from the precise check of customer's usage habit. It was the winning strategy of Huggies that were market investigation in order to survive in domestic baby goods market where a lot of companies struggled intensively, the exact positioning based on its market investigation and aggressive 360 degree communication strategy to give customers impressions efficiently.