• Journal of Venture Innovation
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• v.4 no.2
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• pp.43-55
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• 2021

Based on the modifier 'K', the Republic of Korea has been drawing attention from around the world in various fields. Therefore, if you look at a representative field, it can be called the beauty, that is, the cosmetics industry. In particular, paying attention to the fact that interest in appearance has been increasing in recent years, regardless of age or gender, we intend to explore ways to create competitiveness in the industry. In particular, from this perspective, we tried to deal with the company case of AMOREPACIFIC, one of Korea's leading cosmetic companies, and seek the direction of development through analysis of corporate competitiveness. Therefore, as an analysis method for this study, we tried to subdivide and examine the factors that have been possible for a company to succeed using the diamond model of Michael Porter. Based on the factors derived after that, we intend to present the direction for the company to discharge in the future.

• Journal of Digital Convergence
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• v.14 no.8
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• pp.151-161
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• 2016

ICT-convergence cluster is considered as critical policy means because it can create higher value-added products and services in the era of creative economy. Previous research has focused on comprehensive ICT-convergence cluster strategy based on Porter's diamond model. This paper adopted AIDA(Attention, Interest, Desire, Action) model and investigated a specific domain of government supporting policies related to non-R&D support. For two weeks, we gathered and analyzed 181 data from companies located in Chungbuk province. The results showed that support for technology, commercialization, and participation conditions positively leads to companies' interest in ICT-convergence cluster, which, in turn, makes positive impact on their intention to participate in it. It is significant that this paper verified AIDA model in the Government-to-Business(G2B) context. Future research will need to adapt AIDA model to national projects.

• Journal of Korea Port Economic Association
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• v.28 no.1
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• pp.289-312
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• 2012

Shipping is a global industry, with 80% of the world's international trade of goods transported by sea. Many countries with large international trade volumes place great importance in developing their shipping industry. Recently changes in the world economy, international trade, world oil prices and other uncertainties have led to increased competition in the world shipping market. This is specially true, along the Pacific coast, where five of the world's major maritime countries, Japan, China, South Korea, Singapore and the United States are located. This paper aims to compare the international competitiveness of Japan, China, South Korea, Singapore and the United States with Port's Diamond Model and AHP analysis. The results of this research give some suggestions for international competitiveness of Chinese shipping industry, is very competitive in quantitative terms but is relatively weak in qualitative terms.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.16 no.3
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• pp.39-46
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• 2016

For several decades, Korean corporations have achieved remarkable success in the world market pursuing a quantitative growing strategy by benchmarking developed countries such as the United States, Japan and European Union. Recently, however, since not only the world economy enters into low growth age of New Normal, but the continuously increasing pressure of emerging countries like China and India, the global position of Korean corporations has ruffled. For these reason, the purpose of the study based on searching the strategy for Korean corporations to promote sustainable growth while gaining a competitive advantage in the world market. The study uses two analytical tools, Porter's Diamond Model and Productivity Frontier by analyzing the smart phone industry where Korea, the United States and China are competing desperately. The study is aimed at analyzing and comparing the global competitiveness among Apple as a leader, Samsung Electronics as a follower and Chinese corporations as newcomers in the smart phone industry. Based on the analysis and comparison, the study focuses on searching the strategic decision of Samsung Electronics, and suggests the future strategic positioning of major corporations in different industries in the world market.

• The Journal of Industrial Distribution & Business
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• v.8 no.2
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• pp.33-38
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• 2017

Purpose - The objective of the current research is to explore success factors of the 'Night Markets' in Korea. Unlike other countries, where the markets are culturally established based upon various socioeconomic factors, the night markets are relatively new phenomena in Korea and are created by the government's support. Since the first introduction in 2011, now there are 34 Night Markets that are operating or are in the process of operation. Some of them attract nearly 100,000 customers a day, while some are discontinued shortly after the introduction due to lack of visitors. Its influence on the customers' behavioral motives of engaging in various activities in the night markets is increasing. However, because of its brief history in Korea, not much of research has cast attention on them. It is imperative to figure out the success factors of the night markets, so that other night markets can learn the secret of successful operation of the markets. Research design, data, and methodology - The research is based upon both qualitative and quantitative data. Data are collected from multiples levels of the night market related parties. Four groups are chosen: customers, night market sellers, sellers' union and government officers who are in charge of the market. Conventional survey formats are employed for customers and night market sellers. For night market union and government officers, survey and in-depth focus group interview methods are applied. Of the night markets in operation, commonalities of successful or well established ones are elaborated. Results - Night Market operation success factor are sought utilizing Porter's The Competitive Advantage of Nations model (1990). Results are shown that successful night markets commonly have satisfactory 'Factor Conditions.' Specifically, established night markets have either nearby big cities or tourist attractions in common. While these have fair 'Firm Strategy/structure/rivalry,' and 'Related and supporting industries,' they commonly demonstrate weakness in 'Demand conditions.' Conclusions - A successful night market incurs new customers not only to the market itself but also to the traditional periodical market the night markets are within. Government support to the night market can be justified where the circulation of new customer to the night market and the night market to the periodical market mechanism is in effective.

• Environmental and Resource Economics Review
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• v.19 no.2
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• pp.361-382
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• 2010

In 2005, the Korean government decided to postpone the introduction of competition up to 2009 in the power plant service industry. Thus, the purpose of this study is to analyze the efficiency changes and the determinants of international competitiveness of Korean power plant service industry by the comparison between before and after 2006. The sample used in the estimation of efficiency is six firms III Korean power plant service sector for the period of 2003~2008. According to the results, technical efficiency before 2006 (2003~2005) is 0.865 and that after 2005 (2006~2008) is 0.947, which implies that efficiency has been improved after the delay of introduction of competition. In addition, according to the analyses based on the diamond model of Porter using survey data, demand condition has been ranked first in the determinants of international competitiveness. The second and the third important conditions are government and input factor ones. Firm's strategy/structure/competitiveness condition is the most weak condition. Therefore, it would be necessary for firms to improve this condition for competitiveness.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.3
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• pp.1081-1089
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• 2013

The purpose of this paper is to suggest the formation plan of green cluster for the enhancement of green industry competitiveness in Korea. For this reason, this paper has the analysis to find out regional competitiveness and effective factors in the green industry. The major findings are as follows. First, the renewable energy industry was competitive at Gyeonggi, Gyeongnam, Chungbuk, Chungnam, Ulsan, Jeonnam, and the carbon reduction industry was competitive at Ulsan, Gyeonggi, Gyeongbuk,, Chungnam, Seoul, Chungbuk, Inchon. Second, the most important factors of the renewable energy industry was factor condition, such as business, labor, research and development; while in the carbon reduction industry was sector of structure and rivalry, such as performance, policy and institution, market share, industry specialization. Third, it showed that the green industry was more competitive at the local area with the better industrial infrastructure. So, we need to focus on the green of existing industry-infrastructure, and the strategy of selection and concentration, for the enhancement of green industry competitiveness in Korea.

• The Korean Journal of Health Service Management
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• v.5 no.2
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• pp.209-226
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• 2011

The purpose of this study is to analyze and find out key success factors and marketing strategies of Bumrungrad Hospital in Bangkok, Thailand. The major success factors of Bumrungrad Hospital are as follows; First, Bumrungrad Hospital had professional medical team and board of directors who had the international career. Second, Bumrungrad was supported by Thai government and they were in a cooperative relationship with each other for the development of the medical industry. Third, Bumrungrad appropriately handled the internal and external changes including Asia Financial Crises in 1997 and others. Fourth, Bumrungrad diversified and broaden its business field such as global medical investing and management, medical technology, anti-age medicine and wellness. Marketing strategies of Bumrungrad analyzed are the following four factors. First, Bumrungrad focused on the quality of services by employing professional medical staffs, who have the international certification, and by constructing IT system for hospital management. Second, Bumrungrad has maintained an equalized price policy to attract the customers bothin the domestic and foreign markets. The cost for care has appealed the foreign customers for its comparatively low price, but it focused mainly on the upper middle class in Thailand. Third, it established, managed, and consulted hospitals in the foreign countries including the Philippines and the Arab Emirates. Fourth, it adopted differentiated promotion strategies suitable for the special needs of domestic and foreign customers, and put emphasis on the buzz marketing.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.1-14
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• 2018

The 4th Industrial Revolution is making a big change for our company like the tsunami. The CPS system, which is represented by the digital age, is based on the data accumulated in the physical domain and is making business that was not imagined in the past through digital technology. As a result, the business model of the 4th Industrial Revolution era is different from the previous one. In this study, we analyze the trends and the issues of business innovation theory research. Then, the business innovation model of the digital age was compared with the previous period. Based on this, we have searched for a business model suitable for the 4th Industrial Revolution era. The existing business models have many difficulties to explain the model of the digital era. Even though more empirical research should be supported, Michael Porter's diamond model is most suitable for four cases of business models by applying them. Type A sharing outcome with customer is a model that pay differently according to the basis of customer performance. Type B Value Chain Digitalization model provides products and services to customers with faster and lower cost by digitalizing products, services and SCM. Type C Digital Platform is the model that brings the biggest ripple effect. It is a model that can secure profitability by creating new market by creating the sharing economy based on digital platform. Finally, Type D Sharing Resources is a model for building a competitive advantage model by collaborating with partners in related industries. This is the most effective way to complement each other's core competencies and their core competencies. Even though numerous Unicorn companies have differentiated digital competitiveness with many digital technologies in their respective industries in the 4th Industrial Revolution era, there is a limit to the number of pieces to be listed. In future research, it is necessary to identify the business model of the digital age through more specific empirical analysis. In addition, since digital business models may be different in each industry, it is also necessary to conduct comparative analysis between industries

• Korean Journal of Construction Engineering and Management
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• v.18 no.6
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• pp.3-12
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• 2017

In recent years, Project Management Consultant(PMC) project has been emerging as a high-value-added engineering project. However, domestic engineering firms have difficulties in entering the overseas PMC market because of poor project performance and lack of PMC capabilities. To overcome these limitations, this study analyzes the key competitiveness factors for successfully performing the global PMC projects. PMC competency factors based on Porter's double diamond theory were extracted, and a questionnaire survey was conducted on domestic and overseas engineering firms. In addition, the important PMC competency factors were derived through paired t-test and IPA matrix analysis. As a result, the PMC competitiveness of domestic engineering firms was analyzed as around 60% compared to that of global engineering firms. Furthermore, 'PMC track records' and 'project management/owner response skills' were identified as top priority competency factors which are the most necessary factors for present domestic engineering firms. This study is expected to support to establish the international PMC market entry strategies by providing priorities of key competitiveness factors.