• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.378-381
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• 2007

Traditional intermediaries refer to service providers such as travel agents, real estate brokers, job agencies and insurance agents which matching services for buyers and suppliers in a traditional market. The introduction of Electronic commerce resulted in the automation of many tasks provided by intermediaries and seemed to eliminate the role of many traditional intermediaries, which is called disintermediation. However, depending on their market power, traditional intermediaries either will be disintermediated or fill new roles by providing added value and assistance, which is called reintermediation. According to the research of Alina M. Chircu et al. there are three conditions for reintermediation for traditional intermediaries. Three conditions are weak appropriability of EC innovations, ownership of co-specialized assets for both market intermediation and EC innovations and economies of scale. Besides these three reintermediation conditions, we hypothesize that leveraging BPO can be a suitable strategy for traditional intermediaries to be transformed into reintermediaries. Business Process Outsourcing (BPO) is the leveraging of technology or specialist process vendors to provide and manage an organization's critical and/or non-critical enterprise processes and applications. This paper will investigate the relationship between above reintermediation conditions including BPO and reintermediation.

• Proceedings of the Korean Society of Disaster Information Conference
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• 2017.11a
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• pp.299-300
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• 2017

한국의 지역기반 소규모 기계경비업체들은 고객의 수요는 다변화되어 가는 현실에서 첨단 경비서비스 제공을 위한 시스템의 미비와 전문 인적자원의 부족으로 기업경영의 위기에 봉착했다. 이에 지역기반 소규모 기계경비업체들의 혁신적 생존전략 모색방안의 일환으로 관제업무 아웃소싱 전략이 대두되었다. 기계경비 관제업무 아웃소싱 전략은 관제업무의 일부 또는 특정부분을 전문용역업체에 위탁하는 것으로 첨단 관제시스템과 전문관제요원을 보유하고 관제업무를 대행해 주는 아웃소싱기업의 전문성을 최대한 이용할 수 있는 장점이 있으나, 통제와 보안의 문제, 비용 상승과 계약종결의 문제 및 내부 전문기술의 축적기회 상실 등의 산재한 선결과제도 있다.

• Journal of Digital Convergence
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• v.10 no.8
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• pp.39-44
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• 2012

The objective of this paper is to provide the conceptual selection framework of SLA metrics to maximize the operation efficiency and satisfaction of IT outsourcing and how to select most efficient auto service call center and system. With these metrics, both customers and service providers can measure service performance of IT outsourcing service. Hence, it is expected to boost operation efficiency and customers' satisfaction. In that sense, this study gives the value to both outsourcing and outsourced companies through suggesting the proper SLA metrics selection framework which provides the standards of service performance measurement and the management of IT outsourcing service in accordance with their business strategy quantitatively and qualitatively. Also we perform a survey for two customers in real business to prove the logicality of this selection framework is working and to find out relationship between SLA practice and customers' satisfaction while they outsource their IT service.

• The Journal of Information Technology
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• v.7 no.4
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• pp.31-45
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• 2004

The Understanding of The New Paradigm of Logistics Management is very important competitive factors. Especially, Logistics Outsourcing are receiving increased attention as means of becomming competitive in globally challenging environment. So, This paper presents a in-depth analysis for New logistics management recently and suggest that third-party logistics and its implications for korea logistics strategy is most effectively new logistics management.

• Proceedings of the Korea Database Society Conference
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• 2008.05a
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• pp.253-261
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• 2008

Many SME have difficulties in marketing activities from early product and technology development because of lack of internal marketing abilities. This paper presents the strategy for the public information service providing so that the marketing oriented information system should provide appropriate information in every step of production from raw material procurement, processing, outsourcing, sales to collaboration. A prototype of marketing information system is implemented in terms of product information, market information, technology information and enterprise information.

• Journal of Information Technology Services
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• v.11 no.1
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• pp.273-292
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• 2012

Manufacturers have started to adopt service as their offering mix in order to overcome slow growth, declining profitability and commoditization in the pure product market. Several companies like IBM and GE have shown that services would be a new source of revenue and a steady growth. Service covers a wide spectrum from a simple add-on service like repair to complex outsourcing service. Service adoption is a challenge for manufacturers who have been accustomed to product making and selling. Making, proposing, delivering and evaluating services needs a different and new capabilities for manufacturers. And service transition is closely related with capabilities which make a transition with a less risk. In this paper, a taxonomy of efforts is developed which build on the service transition literatures and cases. We provide a phased service transition strategy for manufacturers and service capabilities needed at each phases.

• The Research Journal of the Costume Culture
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• v.15 no.5
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• pp.875-887
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• 2007

The purpose of this study is to provide the fashion industry in Korea with materials that could enhance its international competitiveness by suggesting marketing strategies for fast fashion brands after taking product, price, place, and promotion into consideration. The product strategy should focus on developing products that accurately reflect the general market trend and consumer demand, selecting optimal materials, and pursuing internal production. This, coupled with strategic cooperation with designers, will ensure reliable quality and enhance the brand image. The pricing strategy should place greater emphasis on reducing production costs. Diverse task outsourcing and design competition, for instance, can lower the cost of design development. The place strategy should be set according to the operation of a systematic and efficient distribution system based on SPA, an automatic delivery system, sales or return system, speed control system, and a value chain that consists of horizontal business alliances. The promotion strategy should be run under the central control of the headquarters using various unique VMDs. Furthermore, online marketing campaigns, spectacular fashion shows, design competitions, catalogue marketing campaigns, and other new sales promotion schemes could all be introduced.

• Journal of the Korea Fashion and Costume Design Association
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• v.14 no.1
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• pp.131-150
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• 2012

The purpose of this study is to provide the characteristics of marketing strategy on the SPA(Specialty store retailor of Private label Apparel) brand. This research can be used as information for the domestic SPA brand to enhance its international competitiveness. The characteristics of marketing strategy on the SPA brand are as follows. 1. One company integrate vertically the process of planning, production, promotion and distribution. 2. As using the advanced information, productions, and logistics systems, they are carried out speedy management. 3. The production strategies are focused on providing new goods of fast cycle and very diverse styles in a season, developing products that accurately reflect the general market trend and consumer demands, extending the line of goods, outsourcing of the place to reduce production costs. For high-quality goods, they are collaborating with the famous designers and developing of new and green environment materials. 4. Generally, the SPA brand emphasizes the low price strategy against the quality. 5. The promotion strategies are focused on conducting various unique and high sensible VMDs, fashion shows, star marketing, campaigns, aggressive publicity, magazine & outdoor advertisement and various events through the internet website, etc. 6. The place (distribution) strategies of SPA brand are focused on launching into global, expanding number of stores, increasing large-sized stores and diversifying the forms of store and selling.

• The Journal of Information Technology
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• v.8 no.4
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• pp.9-25
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• 2005

The Understanding of The New Paradigm of Logistics Management is very important competitive factors. Especially, Logistics Outsourcing are receiving increased attention as means of becomming competitive in globally challenging environment So, This paper presents a in-depth analysis for New logistics management recently and suggest that third-party logistics and its implications for korea logistics strategy is most effectively new logistics management.

• Proceedings of the Korea Database Society Conference
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• 2000.11a
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• pp.297-308
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• 2000

오늘날 아웃소싱의 사상과 전략은 여러 형태의 새로운 정보전략 및 비즈니스 전략을 창출해 내고 있으며 그 적용 영역에 있어서도 특정 정보시스템 분야에서 일반 경영 측면으로까지 확장되어 가는 추세이다. 본 논문은 이와 같은 다양한 범위의 아웃소싱 스펙트럼 모두에 적용되는 성공 요인으로 파트너쉽을 도출하고 이것과 아웃소싱 성공과의 관계를 살펴본다. 특히 파트너쉽의 다섯가지 속성인 신뢰도, 협력도, 의사소통, 계약조건의 명확도, 갈등정도 등이 아웃소싱 성공의 여러 차원인 전략적 이익, 경제적 이익, 업무 만족도 등에 어떻게 영향을 미치는 지를 살펴보았다.