• Journal of Fashion Business
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• v.10 no.6
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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.

• Proceedings of the Technology Innovation Conference
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• 1997.07a
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• pp.224-243
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• 1997

The study examines the similarities of competitive strategy between fashion industry and high-tech industry through a case study of a Japanese maker. From the study, some implications are drawn for the Korean fashion industry. It is hoped that this, will help towards establishing a suitable competitive strategy for firms in this industry. In the fashion industry, the product life cycle is so short as to prompt a new product obsolete too quickly, and the extent of product differentiation is remarkably extensive compared to any other industry. Generally speaking, firms in this industry focus more of their resources on product development and marketing rattler than on production and they attempt to maneuver the speed when they are required to enhance their competitive edge. This is enabled through being, as one might expect, information- and technology- intensive as are high-tech industries. In this sense, that of the competitive strategy of a firm in fashion industry to be similar to high-tech industry. The Japanese firm Y has transformed itself a leading firm in fashion uniform segment. The firm could achieve this status by integrating each function needed for creating customer*s value, that is, product development, production and marketing within one Quick Response System. For this purpose, Y introduced a bundle of high-tech communication systems such as SPD, SDS, ATOM, NICS and so on. In this sense it can be said that Y was aware of what sort of competitive strategy was required in the industry. Implications for Korean firms is that, first, the magnitude of understanding the industry specific factors in establishing competitive strategy in the fashion industry, are speed, flexibility and systematic integration supported by high technology which are characteristic of high-tech industries. Secondly, as can be seen in the fact that Y emphasized logistics in its technological transformation, the significance of logistics control is a key to manipulating speed and flexibility in the industry. To sum up, those who have insight into above findings will be likely to keep their competitiveness in the industry not only in the Korean market but also in global market in the near future.

• Management & Information Systems Review
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• v.4
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• pp.557-572
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• 2000

Nowadays, after beginning of 21 centuries, owing to simplify market, the world is in the era of an influx of new paradigm that requires infinite competition. The manufacturing industries of Korea are in need of casting off high cost and low efficiency structure. The forfeiture of competition is resulted from the lost of level in quality of product. Today, the achievement of competitive product quality is coming from the following factors, that is., quality control, quality of service, marketing, human resources, finance, etc., together with process management. While Six Sigma, a newly introduced method to achieve process qualify outcome by sector of enterprise, is now being enjoyed a high reputation as a key device for competition by superiority enterprises in the United States, it has not been introduced sufficiently in the domestic enterprises yet. In our research, we, first of all, organized systematically the materials being released up to now. Furthermore, we looked over case studies of the American enterprises that apply Six Sigma strategy very successfully. Finally, we discussed the situation of domestic enterprises which are about to importing Six Sigma strategy as well as main causation of success by adopting it. While the enterprises approach Six Sigma strategy not in the way of on time and short term but in the way of long term, consistent renovation and persistent innovation we can assure that they will produce the highest quality and globally competitive products which are second to none.

• Knowledge Management Research
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• v.19 no.4
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• pp.59-76
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• 2018

With the arrival of the big data era, customer data and data mining analysis have gradually dominated the process of Customer Relationship Management (CRM). This phenomenon indicates that customer data along with the use of information techniques (IT) have become the basis for building a successful CRM strategy. However, some companies can not discover valuable information through a large amount of customer data, which leads to the failure of making appropriate business strategy. Without suitable strategies, the companies may lose the competitive advantage or probably go bankrupt. The purpose of this study is to propose CRM strategies by segmenting customers into VIPs and Non-VIPs and identifying purchase patterns using the the VIPs' transaction data and data mining techniques (K-means clustering and association rules) of online shopping mall in Korea. The results of this paper indicate that 227 customers were segmented into VIPs among 1866 customers. And according to 51,080 transactions data of VIPs, home product and women wear are frequently associated with food, which means that the purchase of home product or women wears mainly affect the purchase of food. Therefore, marketing managers of shopping mall should consider these shopping patterns when they build CRM strategy.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.545-559
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• 2006

The function of product design has been an important part for success on new product development We deeply studied 'Chocolate-Phone' case which is considered as a representative of adopting design-oriented new product development strategy. According to this study, we found three contextual factors and nine key success factors for design-oriented new product development. The contextual factors consist of the strong needs for innovative product development, customer's needs for the emotional value, competitive situation for the new product launching. The key success factors consist of design, development marketing, overall sides. The key success factors of design side are to select talented designers and take an insight for market and communication skill. The key success factors of development side are to possess high technological abilities, to do divergence with removing or giving up some function management's strong support. The key success factors of marketing side are to bring core marketers from outside, capacity to gather ideas from outside. The key success factors of overall side are to share design-oriented principle with other parts and to change member's mind from engineer-oriented to market-oriented.

• Journal of the Korea Convergence Society
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• v.8 no.3
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• pp.163-168
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• 2017

This study empirically examines the differences in attitude and memory effect according to the product knowledge (high knowledge / low knowledge) and temporal distance (near future / far future) in the new product preannouncing strategy of companies through Facebook Respectively. Experiments were conducted by inserting the experiment into a virtual web browser using Facebook 's actual brand fan page and then connecting the experiment to the experimental banner site. As a result of research, when preannouncing new products are released in the near future, low knowledge consumers have made judgments of purchasing decisions because GRM judgments are more favorable than property information (ARM) judgments, but preannouncing is a new product At the time of launch, highly-knowledgeable consumers had a positive effect on the property information (ARM) judgment of the product rather than the comprehensive information (GRM) judgment. In addition, when preannouncing was introduced in the near future, the attitudes of the products between the low-knowledge consumers and the high-knowledge consumers were all positive, but when the new products were launched in the distant future, Product attitude was negative.

• Journal of Distribution Science
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• v.19 no.8
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• pp.69-80
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• 2021

Purpose: This study's purpose is to explore the relationship between entrepreneurial marketing orientation on new product development performance via marketing and innovation capabilities. Research design, data, and methodology: This research has applied a survey method which involved 159 respondents from food retailers among Michelin Guide Restaurants in Thailand. The literature's existing measurement scales were used to operationalize the constructs proposed in this study. The analyses were conducted using Partial Least Squares-Structural Equation Modeling (PLS-SEM) to test the hypotheses. Results: The results have shown that new product development performance received positive and direct impacts from entrepreneurial marketing orientation, particularly in three dimensions: customer value orientation, opportunity-driven initiatives, and leveraged resources. Likewise, new product development performance received a positive, indirect impact from opportunity-driven initiatives, risk management, customer value orientation, and innovation that is focused on marketing and innovation capabilities. Conclusions: The results are useful for Thai food retailers as to strategy formulation in order to attract tourists from all over the world to tourist destinations in Thailand. Therefore, this empirical study is extremely important for domestic economic development and the international economy. These findings provide theoretical and managerial contributions for developing competitive strategies which will lead to sustainable business practices, as well as for providing future research directions.

• Journal of Information Technology Services
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• v.13 no.4
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• pp.19-43
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• 2014

Categorization means the process labeling or identifying an object based on what people already know or its similarity for people to be easily perceptible in external environment. If it is categorized, it is schematically conjectured from typical characteristic of the category. In this sense, the categorization of new products has an important effect upon the market performance. Nevertheless, the categorization of innovative new products is not easy and occasionally very ambiguous. In this study, we discuss how to strengthen the categorization strategy of new hybrid IT products through complementary bundling. The model of this study is based on Technology Acceptance Model (TAM) with resistance variable and verifies the statistical significance by undertaking a survey on consumers' awareness. In addition, we review the moderating effects of prior knowledge in the adoption process of complementary bundling. Through this analysis, we find out the structural relationship among the factors affecting adoption of complementary bundling. Also, it show that the influence of prior knowledge in respect of the adoption process is greater than others in case that there exists significant heterogeneity among strategic categories and complements. In conclusion, these findings suggest the following managerial implication. The categorization strategy of new hybrid IT product can be enhanced by complementary bundling, but the suitability among strategic category and complements should be evaluated exhaustively.

• 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.

• International Journal of Quality Innovation
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• v.5 no.2
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• pp.70-78
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• 2004

Client-supplier collaboration in new product development (NPD) has been a strategy in response to fierce global competition. Traditionally, Hong Kong suppliers collaborate with worldwide clients through original equipment manufacturing (OEM) arrangement in which suppliers manufacture products according to clients' design. In recent years, a growing number of Hong Kong suppliers have transformed to original design manufacturing (ODM) in which they are assigned a design responsibility other than manufacturing products. The ODM arrangement necessitates a close interaction between clients and suppliers, which brings about intense conflict. Conflict has been recognized as an important factor affecting NPD performance including product quality. This paper studies the conflict handling practices of Hong Kong ODM suppliers based on 87 survey data. The results show that the suppliers frequently adopt effective conflict handling practices by which they can develop products of good quality through better design decisions. The results also suggest that the use of ineffective conflict handling behaviors, particularly avoiding, should be reduced for better product quality.