• Proceedings of the KIEE Conference
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• 2003.11a
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• pp.14-16
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• 2003

For four decades now KEPCO has experienced an incredible growth rate of over 10% per year in each year. This growth led to the fast development of new facilities, especially in the transmission systems field, and we also managed to gain an enormous amount of experience and technology in the construction and design. With this experience and technology we curbed the electricity demand. Experts now predict that we will enter a new phase in which our growth rate will stagnate and eventually level off. This isn't what KEPCO or any company wants. We are looking for continued growth. In the last decade KEPCO began selling its technology in the generation sector of the electricity business to overseas markets. Sales in the generation sector have been a great success. This decade marks another milestone for KEPCO as overseas sales in the transmission sector began. Our first project, "Myanmar Power System Development Study" and its subsequent successful completion gave us the ammunition necessary to expand in this line of business. This success has also given birth to this paper. KEPCO is still the People's company, but with a new vision. It now hopes to not only sustain a high growth level but to also increase the growth of domestic companies by sharing with them a piece of the proverbial pie, as it ventures forth to be a Global player on the international stage.

• Journal of Wellbeing Management and Applied Psychology
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• v.4 no.2
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• pp.1-13
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• 2021

Purpose: This study analyzed the general status and conditions of the kimchi industry in Korea. The purpose of this study is to contribute to the information of a desirable kimchi market by analyzing the distribution, price, market, and consumers of kimchi based on the current status and status of the kimchi industry in Korea. Research design, data and methodology: This study basically conducted research design and analysis based on theoretical consideration and kimchi market data. Results: The conclusion of the study is that in order to globalize kimchi, it is expected that a strategy to target overseas markets with relatively low competition through a low-salt diet and premium strategy along with the image of Western health is expected. Conclusions: In Korea, small and medium-sized companies can target the B2B (Business-to-Business) market first and then target department stores or convenience stores at a stable time in the future to expand sales channels and profitability through premium or low-cost policies. Another strategy is to target overseas markets as soon as the company stabilizes through B2B. Therefore, in the kimchi industry, it is necessary to establish a sales/marketing strategy according to what position and position of one's own company in the kimchi industry.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2023.05a
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• pp.343-344
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• 2023

In order to expand its entry into not only the domestic construction market but also overseas global markets, it is necessary to secure technological competitiveness, and as a fundamental measure, it is necessary to increase the proportion of R&D investment and establish and revitalize R&D organizations. Therefore, the purpose of this study is to analyze construction sales and construction R&D investment for global construction companies in Korea and Japan, derive implications, and provide basic data for government policy establishment and global construction company strategy establishment. As a result of analyzing R&D investments in construction companies in Korea and Japan, it can be seen that Japanese construction companies have higher R&D investment costs compared to sales compared to Korea. In particular, the proportion of R&D investment continues to increase year-on-year, strengthening global competitiveness due to technology development. In addition, Japanese construction companies have established a technology research institute to discover and conduct future R&D research such as advanced IT, disaster prevention, and environment.

• International Area Studies Review
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• v.20 no.3
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• pp.81-100
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• 2016

In this study we analyze the performance of overseas subsidiaries of Korean multinationals with localization in sales, purchase, and employment. We use the data of 2,116 overseas subsidiaries in 61 countries between 2008 and 2011 provided by The Export-Inport Bank of Korea. As a result, analysis shows that the effect of localization on the performance is quite different by sectors and countries which the subsidiaries have entered. In the manufacturing sector, increase of local sales has positive effect only in China, while local purchase improves the performance of the subsidiaries in developing counties excluding China. However, the subsidiaries which had made a foray to service sector in advanced countries aquired better performance with localization of sales, purchase, and employment, whereas those in China had no merit except localization of purchase.

• Korea Trade Review
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• v.41 no.3
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• pp.43-62
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• 2016

As global online business expands, direct overseas sales, where company directly sells products to foreign consumers, has become a new trend. The purpose of this study is to find out the characteristics of B2C Korean online exporters. This study analyzes export companies, 45,267 doing offline business and 205 online, and the two findings drawn from the study are as follows: First, B2C online exporters shipped 4-5 times more products to 10-13 times more countries than offline exporters. It also showed higher rate of export persistency. Second, from using gravity model analysis, it was found that export through online sales removes distance barrier by 60% more than offline. In addition, Free Trade Agreement appears to help boost online overseas sales. This study has significance in that it is the first analysis on B2C online export using actual proof, and it can be differentiated by other researches in terms of identifying the traits of Korean online export.

• Fourth Industrial Review
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• v.1 no.2
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• pp.9-16
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• 2021

Purpose - O2O (online to off-line) is a new economic concept being emerged in the 4^th industrial age. Automobile distribution is also undergoing a change to the O2O system. In overseas, vehicles are already being sold through various online platforms. The purpose of this study is to analyze the domestic and foreign automobile distribution structure and intends to suggest the desirable direction of automobile sales in the 4th industrial age. Research design, data, and methodology - Through the investigation of previous studies and the actual cases, the advantages and disadvantages and trends of different types of automobile distribution structures. Result - It can be seen that domestic and foreign automobile brands have quite diverse distribution structures such as direct managed system, agency system, dealer system, direct sales system, online system and online/offline parallel system. Each type has its own characteristics. Conclusion - The distribution structure of automobiles is very diverse, and in particular, it is rapidly changing to an online sales system thanks to the development of information and communication technology and Internet technology and the popularization of smartphones. Through the online system, consumers can quickly and conveniently obtain vehicle information. Although the online sales system has many advantages, it requires continuous management

• Fourth Industrial Review
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• v.2 no.1
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• pp.1-8
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• 2022

Purpose - O2O (online to off-line) is a new economic concept being emerged in the 4^th industrial age. Automobile distribution is also undergoing a change to the O2O system. In overseas, vehicles are already being sold through various online platforms. The purpose of this study is to analyze the domestic and foreign automobile distribution structure and intends to suggest the desirable direction of automobile sales in the 4th industrial age. Research design, data and methodology - Through the investigation of previous studies and the actual cases, the advantages and disadvantages and trends of different types of automobile distribution structures. Result - It can be seen that domestic and foreign automobile brands have quite diverse distribution structures such as direct managed system, agency system, dealer system, direct sales system, online system and online/offline parallel system. Each type has its own characteristics. Conclusion - The distribution structure of automobiles is very diverse, and in particular, it is rapidly changing to an online sales system thanks to the development of information and communication technology and Internet technology and the popularization of smartphones. Through the online system, consumers can quickly and conveniently obtain vehicle information. Although the online sales system has many advantages, it requires continuous management.

• The Journal of the Korea Contents Association
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• v.11 no.8
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• pp.311-320
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• 2011

This study analyzed the persuasive marketing communication strategy which applied by showhost for TV homeshopping sales. Specifically, the current study focuses on the comparative analysis of tangible goods and intangible goods sales. Four sales homeshopping TV programs were selected for analysis: two overseas travel package products, one climbing clothes product and one produce of walnut. The method of rhetorical content analysis was conducted to analyze the strategy of persuasive communication. The results shows that , , were commonly used for both tangible and intangible products sales. But , , and were heavily utilized only for intangible products sales. The result of this study can contribute to provide theoretical background for future advanced research, although it has a limitation of only analyzing four sales programs.

• 한국체육학회지인문사회과학편
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• v.57 no.6
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• pp.123-134
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• 2018

The purpose of this study is to analyze the economic efficiency of the policy implemented by Ministry of Culture, Sports and Tourism on leading company in sport industry. The leading companies in sport industry are those who have a certain amount of sales in sport industry and the ones with potential to become global companies. Supporting areas include business advancement, overseas market development, and overseas PR marketing integration support. The research is performed by developing the equilibrium model composed of supply as well as demand and applying input-output analysis. The economic efficiency is estimated to in the form of changes in the sales of corporations and the ripple effect of the national economy. The results of the study are as follows. First, it is estimated that the sales growth rate of the company due to the implementation of the policy is from 3.74% to 5.19%. Second, the increase in sales reaches to a maximum of KRW 4,081 billion with a minimum of KRW 1,573 million, depending on the size of the company. Third, it is estimated that the production inducement effect for the national economy is from KRW 36 billion to KRW 93.4 billion. Fourth, the induced value added for the national economy is estimated to be at least KRW 11.3 billion, up to KRW 29.2 billion.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.67-80
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• 2022

This study was conducted to derive policy measures such as fostering and supporting by examining the actual conditions of domestic startups. The subject of this study was the start-ups located in Seongnam-si, where Pangyo Techno Valley, which is the highest-level innovation cluster in Korea and is evaluated as a start-up mecca. Startups were defined as startups under 7 years old based on new technologies such as IT, BT, and CT, and the subjects of the study were selected. This can be seen as a step forward from previous research in that it embodies the concept of a startup that was previously abstract in a quantitatively measurable way. As a result of the analysis, about 94% of startups are distributed in the so-called "Death Valley" growth stage, and startups above scale-up, which means full-scale growth beyond BEP, account for about 6%. appeared to be occupied. He cited the problem of start-up funds as the biggest difficulty in the early stages of startups, and cited the loan evaluation method that prioritizes sales or collateral in raising funds as the biggest problem. In addition, start-ups rated the access to private investment capital such as VC, AC, and angel investors at a low level compared to policy funds, which are public funds. Most startups showed a lot of interest in overseas expansion, and they chose matching overseas investors such as overseas VCs as the biggest support for overseas expansion. The overall competitiveness in the overseas market was 49.6 points, which is less than 50 points out of 100, indicating that the overall competitiveness was somewhat inferior. It was analyzed that public support and investment in overseas sales channels (sales channels, distribution networks, etc.) should be prioritized along with enhancement of technological competitiveness in order for domestic startups to increase their competitiveness in overseas markets as well as in the domestic market.