• Journal of the Korean Home Economics Association
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• v.44 no.10
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• pp.9-20
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• 2006

Due the globalization trends of industry environment, not only fashion companies of the developed countries but also those of NICs and the developing countries are pursuing to globalize their businesses. This study was conducted (i) to identify the characteristics of international marketing mix of Korean fashion companies operating in oversea fashion markets and (ii) to analyze the performance of Korean fashion companies related to international marketing mix. The data were collected from inter-Korean fashion enterprises. A questionnaire was distributed to a person in charge of international division/international trade division who doing business in domestic market and a person in charge of a local subsidiary in oversea market. The methods of analysis used in this study were factor analysis, cluster analysis, and one-way ANOVA. The results of this study are as follows: First, according to factor analysis and cluser analysis, Korean fashion companies were classified in four (4) clusters. The fashion companies in Cluster I put their priority on price. The companies in Cluster II are traditional fashion companies which have relatively low power of product and price. The companies in Cluster III put their priority on product, and the companies in Cluster IV put their priority on local market. Second, according to ANOVA, a growth rate of sales make significant difference among 4 clusters and Clusters II and III were comparatively high in performance.

• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.5
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• pp.692-703
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• 2008

In the fashion enterprises of today, there are many kinds of inter-enterprises' collaborations which are related to the strategic management for reinforcing their competitiveness in various fields. These inter-enterprises' collaborations, which began to increase in the year 2000, will increase even more in the near future. The study investigated the differences of collaboration motive types in collaboration areas, trust/devotion, performance and satisfactions of collaborations, and characteristics of collaborated companies and their partners. A questionnaire was administered to 194 key employees of the fashion enterprises in Korea and the analysis was performed by factor analysis, cluster analysis, ANOVA, and $X^2$ test. The results showed that the collaboration motive had four factors: economic efficiency, business expansion, product planning improvement, and brand competitiveness increase. The cluster analysis showed that there were four collaboration motive types: brand competitiveness type, economic efficiency type, product planning type, and passive collaboration type. There were significant differences among the collaboration motive types in regard to collaboration areas, trust/devotion, and the performance/satisfactions of collaboration, and characteristics of companies. The brand competitiveness motive type tended to choose the marketing and brand collaboration areas, had a higher trust, and had higher scores on the performance and satisfactions of collaboration than did the other types.

• Journal of the Korean Society of Costume
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• v.66 no.8
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• pp.109-122
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• 2016

This study is to explore the ways to increase the export performance of start-up companies, as opportunities are rising along with more companies entering the global market. Thus the study analyzed the factors affecting export performance of the start-up company by mainly looking at the international marketing capabilities of enterprises type of marketing strategy and internal environmental capabilities. The following were derived as factors for marketing 4P strategy: innovation of product, flexibility of export price, differentiation of distribution channels, diversity of promotional activities, and positive-ness of promotion. For internal capabilities of enterprises, innovation of CEO, initiative of CEO, risk susceptibility of CEO, information power of export market, and information power of competitor were derived as factors. Two types of performances were considered for export performance, financial and non-financial. Among innovation of product and risk susceptibility of CEO the non-financial performance of export performance, and only differentiation of distribution channels of marketing 4p strategy the financial performance. It showed that since performance was different depending on the entrepreneurship of the CEO, only innovative products differentiated from small and medium enterprises. risk susceptibility of CEO increased export outlook by corporate acknowledgment and image, creation of potential customers, and financial performance affected only differentiation in distribution channel rather than entrepreneurial spirit, information power, or organizational flexibility because of short business career and insufficient period enough to gain trust. Therefore, start-up companies need to improve their non-financial export performance by increasing innovation of product and risk susceptibility of the CEO. The companies need to widen the differentiation of distribution channels in the financial export performance.

• Journal of the Korean Society of Clothing and Textiles
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• v.29 no.2
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• pp.286-297
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• 2005

Recently, due to the gloalization of the industry environment and the consequent multi-national companies led by industrialized countries, fashion companies of newly industrialized countries are pursuing to globalize their businesses. This study conducted to review the global configuration of activities of the added value chain, the strategies to enhance global competitiveness, and global performance of value activities of Korean fashion companies. The data were collected from the survey by questionnaire on Korean fashion companies. The methods of analysis used in this study were regression, and descriptive statistics of the data. the results werw as follows. First, Korean fashion companies were undergoing diverse value activities through their foreign subsidiaries and overseas out-sourced companies in a wide spectrum of business activities ranging from design/planning o products to marketing/logistics. Second, the global competitive strategies that the Korean fashion companies were most focused on were the cost/productivity aspects. The efforts to differentiate the products from competitors, the efforts for innovation, an the efforts of growth were the next strategies. The strategy that was least emphasized was on seeking alliance with other business partners. Third, the result of the globalization efforts showed an overseas market growth of and average of 9%, and an average overseas market profit of 7.8%. The overall satisfaction on the result of the overseas market activities, and the rate of accomplishment of market targets were generally low.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.651-661
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• 2020

This research aims to examine the relationships among entrepreneurial orientation, organizational learning capability, firm innovation, and firm performance. To achieve a data collection, a mail survey procedure via questionnaire was implemented by using executives or managers of gems & jewelry industries, textile and clothing industries, leather and accessories, fashion apparel industries in Thailand as the key informants. Of the surveys completed and returned, 388 were usable. Hence, a model with a structural equation was used to evaluate the data survey of 388 respondents. The results reveal that, in terms of the mediating effect, organizational learning capacity and firm innovation can complement each other in order to improve entrepreneurial orientation. Findings show that entrepreneurial orientation improves firm innovation, which in turn improves firm efficiency. Firm innovation acts as a variable mediating between enterprise orientation and firm performance. Our findings contribute to the current emergence of organizational learning capacity that mediated the relationship between entrepreneurial orientation and firm performance. Entrepreneurial orientation is normally a firm performance that enterprises develop which can have use the information available and make an impact. It can be considered through the mediation of organizational learning capability, and firm innovation variable and as stated in previous literature, it can influence firm performance.

• Management & Information Systems Review
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• v.17
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• pp.191-214
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• 2005

Recently, most enterprises are having a knowlege management boom. A number of books associated with the knowlege management are being published, countless public seminars are held, and many research councils have been organized studying it formally or informally as if not importing the system is like falling behind a fashion. However, there are not many cases that achieved success by constructing the system of knowledge management. Then, why the knowledge management is not so much effective despite so many voices wanting the change of management system and a lot of public lectures about it? I guess the reason is that most companies do not have concrete methodology. Seeing a result of a survey which reported that with spread of venture boom and successful examples being known widely, the outflow of precious human resources is accelerated and a large number of employees of conglomerates have already resigned or are considering separation from their positions, we can realize that are occurring a change which can be nearly called severance in an occupational view and an organization culture. The preference to a large enterprise or a public institution of labor is low today and the notion about a lifelong job is regarded as past remains. As for this, it could be said that the social atmosphere that pursued the stability of a job has been changed to the practical one that attaches importance to ability and pay. The way of thinking of employees has been changed while established organizations cannot satisfy their desire and this explains why important members of a company are flown out. The reason why superior human resources move to venture businesses is that they can do their likable work and also prove their ability as well as unconventional rewards. Although existing companies are trying to preserve important human resources through performance compensating stock option, temporary patching up of personnel management cannot retard the rushing wind of foundation and the outflow of labor. On the contrary, clumsy import of performance-based reward system not only fails to hire superior labor power but also can bring about a sense of incompatibility and conflicts among the remaining employees. Therefore, this thesis, focusing on how to choose, develop, and maintain the human resources, will suggest a future-aiming human resources management model of Korean enterprises after comparing and analyzing the actual condition of domestic companies and the trends of advanced corportaions.