• The Korean Journal of Franchise Management
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• v.4 no.1
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• pp.73-90
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• 2013

Franchise industry know-how and an excellent management company organically integrated knowledge management resources industry. The franchise industry in the country's economic growth continues to contribute a large bar, has had an impact on the company's growth The franchise industry franchise industry in Japan than in other industries, and long-term steady growth rate despite the recent recession and recovery illustrates a trend Thus, the structure of the franchise industry in Japan by analyzing the company's franchise industry in Korea for overseas expansion strategies are evaluated In this study, a plateau in Japan to get bigger and provide a starting point for the 2009 and 2010 Census of Japan Association of Chain and Franchise all over the franchise system through a comparative analysis of Japanese overseas franchise business structure and strategies, and identify the research Korea based on the company's overseas expansion strategy is aimed at For this purpose, literature review and statistical analysis of the number of chain stores industry results, sales trends over the following four results are derived. 1) services with emphasis laid plans enable one franchise 2) the flow of services to the aging franchise, nursing, health-oriented, early childhood education, beauty and related business expected to grow 3) Recognition of Japanese culture and understanding of the importance of the service sector to account for differences in 4) services business of the need for efforts to increase productivity are summarized Based on the results of this study, Korea Franchise companies in the industry, Japan IS overseas expansion strategy franchise industry awareness of cultural differences in the institutional environment and the strategy should be considered.

• Korean Business Review
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• v.21 no.2
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• pp.79-97
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• 2008

Between different organization, they creat competitiveness from the result of their own manufacturing and sales activity especially the manufacturing companies. This paper will focus on the spot location strategy of korea company which have oversea business and find out the relationship between the spot location strategy and the resources or competitive ability of this kind of companies. Each company has their own way to realize their overseas business expansion and creat their competitiveness in their international business. At the same time, they also have their own way to share their resources and their competitive ability. All this 3 kinds of strategies are important and the combination of them is more important for companies that have overseas business. To examine the relationship between the spot location, the resources and the competitive ability strategies, this paper developed two hypotheses and tested them. To test the hypotheses, this paper conducted a mail survey to operations managers of overseas companies in Korea and collected 102 usable responses. To simplify the responses, this paper used cluster analysis and found 3groups of spot location strategy, 2 groups of resources strategy and 2 groups of competitive abilities strategy. This paper also investigated interdependence and performance differences between these groups. From the analyses, this paper found the following results: It is important for a overseas company to make their spot location strategy to be fit for their resources strategy and competitive abilities strategy and a perfect spot location strategy can make the company gain a advantage of high level in most of time.

• Journal of Distribution Science
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• v.18 no.5
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• pp.71-81
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• 2020

Purpose: This case study illustrates the successful entry of Saudi Aramco in the Korean market and how it grows to become one of the world's largest integrated energy enterprises. Research design, data and methodology: This case investigates diverse secondary sources to examine the entry strategy of Aramco in Korea, such as several interviews including public and anonymous dialogues, periodicals, dispatches (i.e. news articles and magazines), annual reports, industrial reports, and others. Results: The main concern for the international strategic approaching of Saudi Aramco is to enter into Korean market by joint venture with SsangYong Oil (today's S-Oil Corporation) in 1991 and finally, ending by Acquisition of S-Oil in 2015. This acquisition of local No.3 company, S-Oil, in Korea is the successful case in Asian Markets overcoming liability of foreignness. Moreover, Saudi Aramco's global distribution strategy through localization in the Korean market is appropriate given the market conditions, timing, effectiveness, and efficiency by sharing their resources and collaborating. Conclusions: It would be valuable, unique, and real story to analyze global leading company's entry and globalization strategy in overseas market. In addition, this study provides decision-makers with a significant and more strategic implication for the overseas expansion of businesses.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.3
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• pp.153-165
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• 2018

There must be a balanced development of both conglomerates and small and mid-sized companies in order to secure constant economic growth and competitive edge of South Korea. Accordingly, high expectations are being placed on win-win growth and joint overseas expansion of conglomerates and small and mid-sized companies. This study seeks efficient ways to promote joint overseas expansion of major retailers and small and mid-sized companies considering the distinctiveness of home shopping by conducting interviews about joint overseas expansion of home shopping companies and small and mid-sized consumer goods companies in South Korea. To do this, interviews were conducted with three home shopping companies and three consumer goods SMEs operating in overseas markets. The results are as follows. Home shopping companies contribute to opening up overseas markets for small and mid-sized consumer goods companies, and allows them to make use of business and marketing competencies that they lack. Home shopping companies also produce visual materials or provide language translations, and help draw up documents for customs clearance in trading. They also form market development teams and provide information about the overseas markets. However, since the actual benefits from joint overseas expansion are minor for home shopping companies, there is a need for a strategy for win-win growth of both parties in the long run. To this end, it is necessary to provide substantial benefits to encourage joint overseas expansion. Ultimately, balanced development between home shopping companies and small- and medium-sized consumer goods companies should be promoted.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.721-722
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• 2015

The aim of this research is to provide a direction to benchmark advanced construction companies from Spain and France by deriving business strategies through SWOT analysis in order to strengthen overseas expansion and competitiveness of domestic construction companies.

• Korean Journal of Construction Engineering and Management
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• v.8 no.5
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• pp.173-181
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• 2007

The domestic construction market is recently daunted because of the sustainable real estate regulation policy by the government. In other aspect, after the WTO(World Trade Organization)system opened overseas construction is growing continuously with grow of international economy and opening of market through world. Therefor needs to establish strategy on expansion or over seas construction competitive power. The purpose of this research is expansion on over seas construction competitive power by suggesting project cost guarantee methods to Owner and cost guarantee methods are Official Development Assistance(ODA). Accordingly, this research analyzed a developed $country^{\circ}{\phi}s$ ODA and domestic ODA. Moreover, survey to Expert of related field about over seas construction and ODA for identified problems. Especially, based on the results it intends to analyzed domestic ODA competitive power and improve strategy to competitive power of receive an order on over seas construction.

• Journal of Digital Convergence
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• v.19 no.10
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• pp.163-173
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• 2021

The purpose of this study was to explore a support model for domestic ICT companies to advance into overseas markets suitable for the post-corona era along with the rapidly changing global economic situation. As a result of the analysis, first, by analyzing the internationalization cases of domestic ICT companies through the realization theory, in the COVID-19 situation, domestic ICT companies organically respond to crisis situations through ad hoc responses, use of international networks, use of external organizations, and resource-based practices. Through qualitative analysis, we were able to confirm that we are growing overseas while achieving our goals. In addition, strategies for domestic ICT companies to grow through internationalization were derived. Ultimately, it was interpreted as a part that required advancement of government policy according to the government's overseas expansion support system.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.8
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• pp.215-225
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• 2016

This study seeks to find an alternative to the requirement for proving the competitiveness of Korean performing arts before entering into the overseas market by deriving the factors causing entry into the market to be delayed based on an analysis of the current status. Between 2007 to 2014, the overseas revenues from Korean performing arts increased by 16.4% compared to the total amount of financial support, as the number of free performances given overseas and the average guaranteed number of performances overseas are both at a standstill. Also, the size of the audience increased by a mere 3.3 times, which is an even lower growth rate than that for the number of performances, 3.8 times, during the same period. Furthermore, the audience size per unit is suffering from long-term stagnation. The main causes are as follows: 1) applying one-dimensional methods to performing arts exchanges and expanding the overseas market, 2) the existing confused concepts between profit and non-profit contents, 3) the weaknesses of the market expansion strategy, because of programming practices focusing on providers, such as presenters and producers, rather than consumers. As a result, the necessary basic research, including consumer surveys, has not been done yet. In order to understand the implications of this analysis and solve the problem of the delayed overseas expansion of Korean performing arts, the Korean wave industry was examined as a representative example. Consumer surveys for the performing arts, possibly benchmarked to the "Korean Wave Consumer Survey Index (KWCSI)", are expected to be done in the near future. In addition, through the development of a specific consumer index of the performing arts, customized marketing strategies by continent and country need to be established. This empirical study of the overseas expansion of performing arts can be utilized as a bridge between the academic and real worlds. This work may also enable a variety of strategies to be established for the overseas expansion of the performing arts.

• Journal of Korea Port Economic Association
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• v.26 no.3
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• pp.56-74
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• 2010

The overseas expansion of global logistics company (GLC) is increasing rapidly under the influence of international specialization of manufacturing, and the necessity of global logistics service is increasing, and then the logistics market is growing year to year. The purposes of this study are to investigate the growing factors and strategies making global logistics company and to suggest the best strategies for overseas expansion of domestic logistics company (DLC) by using imitation strategy. The major results are as follows ; Firstly, DLC has to imitate liner shipping company or terminal operator which has competitiveness rather than other part of logistics. Secondly, DLC has to build up competition through investigation the global logistics companies which have globalization, specialization, monopolization and public elements. Thirdly, DLC has to use 'coming from behind strategy' for the exiting market, the 'pioneer importer strategy' for the new emerging market or niche. Lastly, DLC has to make a road map or process for expanding the logistics service area without collision exiting business models.

• Journal of the Korea Furniture Society
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• v.25 no.4
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• pp.277-287
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• 2014

Current Korea furniture market is holding and leading with Hanssem, Livart, and other 10 main furnitures companies. The Hanssem furniture company is the first sales in Korea. And whole sales revenue was over 1 trillion KRW. Recently in Korea furniture market is changing rapidly by announcement of IKEA of expansion to Korea. IKEA is the number one furniture company in north european countries. Also, this company spreads at world widely, 44 countries and 358 shops, with their own marketing plans between lowest prices and developing north european furniture styles. Korean furniture companies are get in dangerous condition, and especially serious problems near Korean furniture company using same market place with IKEA. This research is expecting IKEA's brand power will hitting Korea furniture industries. Therefore, Korea furniture companies and industries need analysis of IKEA furniture, marketing strategy of IKEA, production strategy and other plans must be prepare for expansion of IKEA in Korea.