• Journal of the Korea Fashion and Costume Design Association
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• v.19 no.3
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• pp.175-192
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• 2017

The purpose of this study is to provide the characteristics and development direction of K-fashion and to systematize the strategic features performed by government agencies, fashion associations, fashion companies, and other companies to activate K-fashion. This research analyzed K-fashion related articles published in major newspapers and magazines in Korea from the late 1990s to early 2017. The results of the study are as follows. 1. The characteristics of K-fashion are as follows: The first is a trendy and sophisticated design with modern sensibilities, unique designs that reinterpret the latest trends with designer creativity, practical and popular designs that ordinary people can wear comfortably in everyday life. The second is functional and trendy materials. The third is excellent sewing technology. The fourth is rapid turnover of products by quick connections among planning, production and sales. The fifth is a lower price than quality. 2. The direction for K-fashion to pursue was the continuous and ongoing development of the above characteristics and the creation of a 'design with the Korean emotion of its 5,000 year history'. 3. The following projects were carried out to promote K-fashion. 1) Utilization of K-pop, K-drama and other Korean wave content. (1) Holding a fashion concert event that combines Idol's K-Pop performances with fashion shows. (2) Hallyu (Korean wave) star's costume support and design collaboration with Hallyu stars. (3) Collaboration between entertainment companies and fashion companies. 2) Nurturing a global fashion branding project. 3) Business support for overseas expansion of the K-fashion brand. (1) Support project for foreign trade fair participation. (2) Holding a fashion brand fair in Korea. (3) Overseas business support by establishing a showroom and design center 4) Business to discover and nurture new designers

• Journal of the Korean Society of Costume
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• v.61 no.6
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• pp.131-145
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• 2011

The purpose of this study is to provide preliminary data on strategies to create a domestic prestige brand based on Korean traditional designs. This study also deals with how to promote this brand around the world. The two points mentioned above will be accomplished by examining the characteristics of the brand '3.1 Phillip Lim' which succeeded in both design and marketing during a short period of time. The method of the study will be followed. Firstly, the basic design and philosophical background of Phillip Lim was investigated, after reviewing the global luxury market and current status of overseas expansion of Korean designers through paper study and antecedent workups. Secondly, for the practical stage, design characteristics and marketing strategies were reviewed with the collections of '3.1 Phillip Lim'. Three factors found in '3.1 Phillip Lim's design success are as follows: First, practical and simple designs using fabrics of high quality. Second, handcraft elements and interesting details that differentiates his design identity. Third, femininity expressed in the feminine silhouette and color. The marketing elements that made '3.1 Phillip Lim' as a successful brand are: First, differentiated positioning as a luxurious contemporary brand. Second, brand promotion through various collaborations. Third, the gradual expansion of women's, men's, kids' apparel to accessory, lingerie and the stable flagship stores. Thus, '3.1 Phillip Lim' has combined modern and classic styles using high quality fabrics and practical designs with unique details. Through it's differentiated marketing strategy targeting New York's market, which prefers popular 'luxury contemporary brand's rather than high-end luxury brands, this brand's creativity and commercial aspects contributed to make '3.1 Phillip Lim' into a luxury brand that represents New York fashion. Korean designers who seek to enter the global fashion industry should consider applying Korean traditional designs on global designs to make favorable products and localize these products according to regional characteristics.

• Journal of Korea Port Economic Association
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• v.28 no.1
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• pp.159-178
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• 2012

Recently, Global network expansion strategy of GTOs(Global Terminal Operator) coupled with each country's port policy, plays huge role for the evolution of modern container port. The Chinese ports can be regarded as the major markets to the GTOs. However, there are scant of researches for finding the key success factors of GTOs' strategies when they consider to invest in overseas. In this respect, the aims of this study were to draw out the evaluation variables for successful investment strategies of GTOs, and to calculate the selected target ports. The 14 variables are selected including the variable named 'development potentiality of a port' through literature reviews. Using the Factor Analysis (FA) based on selected variables, four principal factors were extracted such as 'ability for port operating and cargo generating', 'the trade route and volume', 'the calling potentiality for large vessels' and 'the possibility of utilization of existing infrastructure'. In addition, the weights of factors and variables are evaluated through Fuzzy AHP method. As a result, 'ability for port operating and cargo generating' is chosen as the most important factor among principal factors as scored 0.343, and 'the development potentiality of a port' (0.107) is represented as the most important variable among 14 detailed variables. In overall, from the Global Terminal Operator's point of view, Shanghai is ranked as most suitable port for operating new terminal among the top 5 Chinese ports.

• Korean Journal of Construction Engineering and Management
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• v.17 no.5
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• pp.97-107
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• 2016

CM services have been focused on the advancement of the CM industry and expansion to overseas market based on CM capabilities. However, there has been lack of quantitative and comprehensive research to investigate current CM trends and prospects for improving competitiveness. In this sense, the purpose of this study is to statistically analyze total of 3,453 CM service contracts over the past 18 years (between 1997 and 2014) in term of market type, contract size, owner's type, commodity type. Finding of this research reveal that 1) compared to 2005, CM market size in 2015 increased as much as 2.5 times, and that 2) domestic CM projects count for 87.5%, architectural project 88.4%, less than 1 billion won small contracts 75%, respectively. Also, recently as CM company are developing capability and competitiveness, 1) overseas CM market share has grown up to 20% among total CM contract amount, and 2) CM contracts by private owners has increased 3 times demanding the total management services based on high technical capability. Additionally, the result of this paper supports the growth path model proposed by Jung et al. (2014), where a path from Domestic Public (DP3) and Domestic Private (DC2) CM projects towards the expansion to International Private (IC5) contracts was quantitatively analyzed. Implications for other practical issues are also briefly discussed.

• Asia Marketing Journal
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• v.15 no.4
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• pp.1-32
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• 2014

The purpose of this paper is to investigate upon a diversification strategy through market creation of CJ Group, which has contributed in positioning of the firm as one of the leading conglomerates in South Korea. With such objective, the background of CJ Group, followed by its business diversification strategies were explored, with reference to several case studies. The history of CJ Group began with establishment of CheilJedang Industrial Corporation in 1953, as the first domestic sugar producer and exporter of South Korea. The corporation gradually expanded its business ever since at both national and global level, to include the fields of food production, pharmaceutical, biotechnology, and life chemicals. Later, CheilJedang (CJ) Group was established as an affiliate of CheilJedang Industrial Corporation. With such independence, extension of business has been witnessed across the industries of media, entertainment, finance, information technology and distribution. Thus, the current CJ Group pursues to define itself as a progressive global living culture company with four major business categories from food and food service, biotechnology, entertainment and media, and logistics. Despite its success in today's market, CJ Group underwent hardships in its business diversification in 1990s due to indiscreet management, along with the Asian financial crisis. Here, many firms overcame the financial difficulties by taking advantage of the exchange rate for overseas expansion. Though, CJ Group tried to differentiate itself by focusing on the domestic market by creating something out of nothing. Hence, CJ Group takes a unique position among many cases of business diversification and their categorization. In an effort to identify and classify the types of growth experienced by the top 30 companies in South Korea, the firms were categorized into four groups according to their diversification strategies adapted after the Asian financial crisis. Based on the mode and time of entry, corporations were identified either as the 'Explorer', 'Invader', 'Venture Capitalist', or 'Assimilator'. Here, the majority of the firms showed the qualities of Invader, entering mature markets through large-scaled mergers and acquisitions. However, CJ Group was the only firm that was categorized as an Explorer, for its focus on the newly emerging service sector in culture-contents industry. This diversification strategy through market creation is worth examining, due to its contribution in generating simultaneous growth between the market and the company itself. Diverse brands of CJ Group have been referred to as case studies in this regard, from 'Hatban', 'Cine de Chef', 'VIPS' to 'CJ GLS'. These four businesses, each to represent processed food, film, restaurant service, and logistics industries respectively, show CJ Group's effectiveness in creating a whole new category of goods and services that are innovative. In fact, such businesses not only contributed in advancement of consumers' wellbeing, but toward generating additional value and employment. It is true that the diversification strategy of CJ Group requires long-term capital investment with high risk, compared to the other strategies mentioned in the paper. However, this model does create high employment and additional values that are positive to both the society and the firm itself. Therefore, the paper comes to a conclusion that the diversification strategy through market creation conveys the most positive impact relative to the others.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.3
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• pp.17-25
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• 2016

This study aims to empirically examine serial entrepreneurship in Korea. Using the ICT startups survey data, I compare serial entrepreneurs with their novice counterparts in terms of business behaviors and performances. I found that serial entrepreneurs are more likely than novice ones to co-found a business with other entrepreneurs, enter a market with relatively large assets and expand their business into overseas market. They tend to put more importance on large-scale production and expansion strategy than first-time entrepreneurs. They are more likely to cooperate with suppliers and customers but less likely with the governments. From their experience of founding and operating businesses, the findings suggest that serial entrepeneurs are more market-oriented and more capable of managing internal human relations and external network of supply chain. Consequently, serial entrepreneurs show stronger early financial performance than novice entrepreneurs especially when they team up to found a business.

• Cartoon and Animation Studies
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• s.45
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• pp.127-146
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• 2016

The most presentative case would be functional evolution of webtoon as a contents business model, which has taken a initiating role in both innovated strategic experiments and outcomes. Most of all, There are the launch of PPS(Page Profit Sharing) sevice in NAVER webtoon, the paid service model implementation in KAKAOpage and potential business as an exclusive application in Lezhin entertainment This study to analyze these phenomina and results can figure out how the business model in the webtoon platform is developed in various fields diversely and what makes this model evolved and extended. Especially, the diversification of the webtoon platform has been received attention since it pursued the grouped spin off through horizontal convergence and transformational expansion among similar platforms, and also this shows that which factors enhance these phenomina to be controled and expanded. On the basis of the result of this study, we try to find the way to connect business vision of the domestic webtoon platform with affiliated business. Furthermore, it proposes the interrelationship between this and the business strategy for overseas in the globalized platform.