• Culinary science and hospitality research
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• v.16 no.4
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• pp.15-27
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• 2010

As most companies in the world are much interested in the overseas market as well as in the domestic market, many Korean food service enterprises came to focus on extending their branches to the overseas market. However, lack of business strategies including market research, marketing strategies, localization, etc. has made them continue to fail in market entry. The purpose of this study is to develop entry mode of determinants of Korean food service enterprises, considering their characteristic factors and environment factors in the overseas market. To do this, companies which have a head quarter in Korea and over 2 year business experience in the overseas market were chosen and used for a self-administered questionnaire survey. Statistical processing, including descriptive statistics, logistic regressing analysis, and multi regression analysis using an SPSS/PC 12.0 statistical package were conducted The result is as follows. First, explanation suitability was 85% of the entry mode in the overseas market. Second, as business size was smaller, product differentiation was higher, and CEO's will for success in the overseas market was higher, independent entry mode in the overseas market was likely to he chosen. Lastly, as the uncertainty of demand and trade barrier were lower, and a sociocultural gap was smaller, independent entry mode in the overseas market was likely to be chosen.

• The Journal of the Korea Contents Association
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• v.21 no.1
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• pp.55-65
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• 2021

The purpose of this study is to explore whether entering the overseas market can be an opportunity in overcoming the limitations of the single profit structure in which the traditional performing arts industry relies on public support. To this end, we applied the concept of industrial value-chain and business model and divided the overseas market entry process into four stages-preparation, promotion, harvest, and follow-up. Based on three case-studies that actively pursued overseas market development with market-oriented thinking in the field of traditional music, the relevant entry model of overseas market for the Korean traditional performing arts industry was suggested. Although the overseas market is not yet a major source of revenue, the traditional performing arts teams searching for profit diversification can consider the overseas entry model derived from this study. Also as found in case studies, the Korean government should establish an institutional system to foster planning and distribution experts in charge of overseas markets for the traditional performing arts, and develop a long-term information provision program away from the one-time expense support.

• Korean Journal of Construction Engineering and Management
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• v.20 no.1
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• pp.86-95
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• 2019

As the urban development economy is stagnating due to the reduction of the budget for Social Overhead Capital (SOC) and the stabilization policy of the real estate market, there is a steady increase in the interest of domestic construction companies to enter the overseas market. However, domestic construction companies are showing a decline in overseas urban development market as compared with advanced foreign companies having excellent financial management and overseas project management ability. Therefore, it is necessary for domestic companies to select an urban development model that meets the environment and the level of the country of entry, and to establish an advance strategy to manage the risks of overseas business. For this purpose, the factors of entry into the overseas urban development market through the existing research, literature analysis, and FGI were derived, and survey strategy and IPA analysis were conducted to develop strategies for entering the overseas urban development market. As a result, we have established a strategy for private companies to enter the overseas urban development market.

• Asia Marketing Journal
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• v.11 no.2
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• pp.21-35
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• 2009

In December 5, 2006, "The Economic Times", India's the most famous economy daily newspaper, reported Korea Lotte Mart is planning to enter into India's market. Lotte group, marking number 7^th in Korea's list of conglomerates, established VRIC(Vietnam, Russia, India, China)'s strategy. This strategy is targeted to enter into emerging markets such as Vietnam, Russia, India, China and etc. As of 2007, Lotte Group aggressively is placing its subsidiaries such as Lotte Department Store in Russia and China, Lotte Mart in Vietnam and China and Lotte Confectionery in China and India, into emerging markets. From this case, Based on the assumption of Lotte Mart's India market entry scenario, this study considers various decision-making factors such as market attractiveness evaluation, timing of entry, entry mode, location, scale, positioning, operation strategy, and others, while developing an overseas market entry strategy. This case study also provides India's distribution market environment that Korean companies can utilize when entering into the Indian market in the near future.

• 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.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2019.11a
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• pp.195-196
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• 2019

The purpose of this study is to analyze the scale of overseas design orders in Korea, China and Japan by region and type of work, and to draw implications. As a result of analyzing the overseas design sales market of Korea, China and Japan, all three countries have the highest percentage of overseas sales in the Asian market, and the overseas design sales are the highest in power generation, chemical plant and transportation sectors. In addition to the Middle East and Asian markets, Japan and China have also diversified their strategies to diversify their markets by taking orders in various regions such as Europe, Africa and the United States. In particular, China is promoting the "New Silk Road Project" (One belt, One road), linking land and sea to a total of 25 countries and actively supporting aid projects in Africa and Asia, have. In addition, Japan has been actively supporting the government's expansion of ODA projects to expand overseas market entry. Therefore, it is necessary for Korea to increase its market share through diversification of overseas design market and diversification of industrial type, and to participate in overseas design market by expanding customized R&D investment.

• Journal of the Korean Society of Clothing and Textiles
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• v.33 no.11
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• pp.1719-1732
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• 2009

A firm seeking to enter a foreign market must make an important strategic decision of which market entry mode to use. Because entry modes involve resource commitments, the initial choice by a firm on a particular entry mode is difficult to change without a considerable loss of time and money. Substantial prior research has been undertaken to explain why firms select a particular entry mode into global markets. However, there exists limited research on this area in the field of foreign apparel brands in Korea, although some research has analyzed influential entry mode factors when Korean textile and clothing companies went overseas. This study reviews prior research on the entry mode choice and analyzes the factors that influence the entry mode choice for 510 foreign clothing brands in Korea. Price range, clothing types, distribution strategy, and cultural distance were considered as influential determinants for different entry mode choices. Crosstabs with a chi-square test and logistic regression are used for analysis. This study shows that high-priced brands and luxury brands are associated with the export orientated entry mode in the Korean market. Brands that pursued the strategy of multiple distribution channels showed a preference for a licensing mode or direct investment over other entry modes, and brands from higher-cultural-distance countries entered the Korean clothing market by licensing mode. The findings of this study are appropriate for the strategic planning of foreign apparel intent on entering the Korean market or for Korean apparel firms planning to enter the global market.

• The Journal of Industrial Distribution & Business
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• v.5 no.3
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• pp.25-34
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• 2014

Purpose - This study aims to investigate Korean distribution enterprises' entry into the Chinese market. By studying Korean companies' strategy and current situation in the Chinese retail market and analyzing Lotte Mart's strategy, this study was aimed at identifying comprehensive strategies for Korean companies striving to expand in China's retail market. Research design, data, and methodology - A case study approach is used, focusing on the three northeastern provinces in China, and examining global firms' entry into the Chinese market. The study employed a direct survey and a literature review. Results - Korean distribution firms' entry into the overseas market is in the inception stage and it should be developed, considering its effects on the national economy and other industries. Conclusion - The cases of E-mart and Lotte Mart, representing Korean distribution firms, showed that they should not rely on scale to succeed in China. Both preliminary analysis and careful strategies are required to ensure success. Considering the high growth potential of the Chinese market, a management strategy that takes account of Chinese people's emotions was needed.

• The Journal of Economics, Marketing and Management
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• v.9 no.5
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• pp.27-37
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• 2021

Purpose: By foreshadowing the historical background and cultural influence of Korean food and economic development in China, this paper demonstrates Chinese market entry strategies taken by TheBorn with its company history and CEO's background. Research design, data and methodology: The eclectic paradigm was utilized to analyze ownership, localization, and internalization advantages for TheBorn's first entry into the Chinese market. The research answers how TheBorn could expand its business in the early 2000s while most were skeptical about the globalization of Korean food. Results: First, possessing various restaurant franchises, food patents, and developments, and media use enabled to achieve a strong ownership advantage. Second, the Chinese market is conveniently located in South Korea. Thus, TheBorn could exercise direct management to its overseas restaurant to maintain the food quality and service. Lastly, establishing a sauce manufacturing plant and its branch company accelerated further expansions to other Chinese cities. Conclusions: Based on those success factors, TheBorn extended its business into different cities in China and emerged as a franchisor giant in the Korean restaurant franchise industry.

• Journal of Distribution Science
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• v.15 no.12
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• pp.5-19
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• 2017

Purpose - This study involves the following questions: "Does internalization theory fully explain reality?" and "Which additional factors may add extra value to the theory?" To answer these, this study divides market entry mode into two steps, initial and subsequent and then, focuses on the subsequent distribution step; that is, the post-entry strategy after initial entry. In addition, this study relies on finding strategic orientations that affect the decision of post-entry into foreign markets. Research design, data, and methodology - To investigate this, this study examines 252 cases of Korean online games for each foreign market and the distribution mode at the product-team level. Results - The result shows that companies use different distribution strategies as a post-entry mode, like licensing, or joint distribution rather than exclusive distribution, through subsidiaries even if they already have wholly owned local subsidiaries which have enough experience and resources to select the entry modes among various types and then provide full commitment and control. Additionally, it finds that strategic orientation affects post-entry strategies differently. Conclusions - Therefore, this study is noteworthy and significant, as it practically extends the existing theories such as an internalization and distribution for decision making regarding the overseas expansion of entertainment businesses.