• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.1
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• pp.51-69
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• 1996

We consider a consumer self-selection model in which a regulated firm faces two market segments with differing valuation of quality of telecommunication services and examine some economic implications from the behaviors of the firm. In the context of a regulated monopolist, even though the results depend on the degree of privatization, the firm could lower the quality of the low-end model and reduce the price of the high-end in order to alleviate cannibalization. This justifies the provision of universal service policy in the telecommunications market. Based on this self-selection model, we also analyze an extended model of product introduction and show that the monopolist will introduce new product with the same introduction time of social planner. However, when we consider competition among firms, the market equilibrium may not guarantee the efficient time of product introduction.

• Journal of the Korean Society of Clothing and Textiles
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• v.28 no.910
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• pp.1208-1218
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• 2004

The purposes of this study were to examine the alliance success factors (ASF) and the business environments (BE) from the textile companies' viewpoint, to examine the differences in ASF and BE by firm characteristics, and to examine the relationships between BE and ASF. BE included the degree of market competition and the firm's competitive advantage, and firm characteristics included type of business, the number of employees, and length of business operation. Data were obtained from 155 textile companies in Daegu and Gyeongbuk regions in Korea via a questionnaire survey. Four factors including relationship capital, organizational support, alliance management, and alliance performance were extracted from ASF, and resources, product development, and marketing were extracted from the firm's competitive advantage. There were differences in product development by the number of employees and in the degree of market competition by type of business. The degree of market competition had significant relationships with all of ASF while the firm's competitive advantage differed in the relationships.

• International Commerce and Information Review
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• v.10 no.4
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• pp.417-437
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• 2008

Korean firms have had a short history of foreign direct investment and export in China market entry. This present study empirically analyzed determinants of the choice of foreign market entry modes, Particularly forcusing on the China market entry on Korean manufacture firms. This study developed a research model to determinant factor in the China market entry and collected 77 survey responses from the Korean manufacture firms. This study model construct in the third factor, China market character, company character and product character. In China market character, the variance are China trade barrier, culture different, competition power. The variance in company character are internationalization experience, enterprise rage and entry motivation. Also the variance in product character are product different, customer service and cost advantage. It is researcher's main interest that which type of China market entry format brought most positive evaluation form the Korean manufacture firms. therefor, these research results turned out to be different a little both export and direct investment in China market of Korean manufacture firms.

• International Journal of Reliability and Applications
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• v.2 no.3
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• pp.161-187
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• 2001

Starting with the meaning of the word quality, diverse concepts connoted by the term are examined. Instead of a bathtub curve, the desirable shape of a failure rate covering the entire life of a good product, which might be called hockey-stick line, is introduced. From the hockey-stick line and the definition of reliability, two measurements are extracted. The terms reliability, failure rate, product life, and durability are explained. From the customer's standpoint, the concept of product quality is classified in five factors, according to related technology: performance, reliability, conformance to specifications, customer perception, and fundamentals advantage. The correlation of the five factors for a first-class product is discussed, Since the market share of a company is determined as the competition result of its product value, defined as product quality and price, the market share increase is derived mathematically from the increment of product value. The market share increase, $\Delta$S, can be calculated from the present market share, S, and the oriented relative value increment of new product, R, to the current product in the same company for the same market target: $\Delta$S : $\Delta$(1-S). R/(1+S.R). Finally, the importance of separating warranty cost from the profit equation for the durables is explained.

• Journal of Distribution Science
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• v.11 no.3
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• pp.13-22
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• 2013

Purpose - Product purpose for optimal values solution for synthesize evaluative criteria and optimize product design values. In addition, product designer has to consider the product design to conform to project, laws and regulations, authentication, from the product design stage. Research design, data, methodology - How to use an evaluative criteria model's imprecise market data by evaluative criteria research design; product mapping relationships between design parameters and customer requirements using product predicted value method. An evaluative criteria model and their associated criteria status, product evaluative criteria model of results. Results - Therefore, after the enterprise product design project analysis, effectiveness and the customer degree of satisfaction must be appraised to obtain the maximum value for the benefit on behalf of the implementation goals, the promotion product level and market competition strength. Conclusions - In multi criterion decision making (MCDM), using its searching software capacity to obtain the optimal solution.

• Journal of Technology Innovation
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• v.10 no.2
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• pp.107-129
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• 2002

Expansion and enhancement of information and communication infrastructure can create a market closer to an ideal type for a perfect competition, utilizing a cyber space in the network (with the expanded usage of Internet and e-commerce) and it could be a market of a monopolistic form. The government can take one of the two approaches responding to this monopolization of the digital market. First, the government maintains laissez-faire policy since the monopoly cannot be maintained over a long period of time due to an increasing in the production, decrease in the price, profit resulting from this and rapid technology evolution. Second, the government can actively interrupt the monopolization of the digital market. Monopolization in a digital market can lead to a market failure. Unstable market structure and too much frequent merger and acquisition contribute to making the digital market very dynamic. Information goods exchanged in the digital market have the features of very low marginal cost required to copy the original product whereas its initial fixed cost is very high. This explains why the information products are not priced based on the existing marginal price determination principles and why companies producing them have various product sales strategies (price/product differentiation strategy, and other sales strategies).

• Asia Marketing Journal
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• v.8 no.3
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• pp.161-186
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• 2006

Since launching a spoonful yogurt 'Yoplait' for the first time in the nation, Binggrae Co. has established the reputation of the Yoplait brand, and secured its leading position in the yogurt market. This study examined how Binggrae as a market pioneer (in the spoonful yogurt market) or a market follower(in the drinking yogurt market) has developed and responded to the yogurt market in which competition between companies are becoming fierce. Instead of being bound by conventional competition rules, Binggrae was found to have implemented distinctive marketing strategies for new products. That is, providing new values, the company led the market to change the paradigm of competition in the yogurt market. Together with long-term strategic marketing plans to manage the assets of the Yoplait brand, Binggrae Yoplait is required to put continuous efforts into marketing to lead the market.

• Journal of Convergence for Information Technology
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• v.7 no.2
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• pp.17-24
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• 2017

As the fourth industrial revolution era, lots of new convergence products are being launched but most of them are disappearing due to intense competition. In particular, small and medium-sized businesses(SMBs) don't have a lot of management capabilities, so they focus on performance and quality rather than considering specific marketing strategies when planning a product. However, if the strategy isn't included when new convergence products are planned, it can be difficult to enter the initial market and mainstream market. In this paper, we examined the risk factors that may occur in the process of transition from the initial market to the mainstream market, from chasm marketing perspective. Through this analysis, to launch new convergence product and go beyond chasm at the same time, we have analyzed the chasm marketing and social network perspective, and then suggested four marketing strategies. When SMBs make new convergence product enter into mainstream market, these marketing strategies will be favorable to them which want to position at the dominant advantage of the market in the fierce competition.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.1
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• pp.85-100
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• 2009

An online marketplace, such as eBay, is an example of two-sided markets. In online marketplaces, there are transactions between sellers and buyers and direct competition effects among sellers and among buyers. Previous research on two-sided market has not handle these competition effects and mostly focused on indirect network externalities between sellers and buyers. We analyze the fee structure of an online marketplace considering direct competition effects among sellers and among buyers. We find that when fees for sellers and buyers can be imposed, an auction or fixed-pricing rule can be chosen according to the characteristics of a product traded. But when only fees for sellers can be imposed, an auction can be taken as a trading mechanism solely.

• The Journal of Industrial Distribution & Business
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• v.10 no.11
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• pp.49-56
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• 2019

Purpose: Corporate social responsibility is a self-regulating business model that helps a firm be socially accountable to the public. By practicing corporate social responsibility, firms can be conscious of the kind of impact they are having on all aspects of society, including economic, social, and environmental. Corporate social responsibility activities are not directly linked to increasing corporate performance and corporate value, but rather involve spending expenses. Based on these facts, this study verifies whether the effects of corporate social responsibility activities differ depending on the firm's situation. Research design, data and methodology: This study analyzed the effect of market competition on corporate social responsibility activities using logistic regression analysis on listed companies in the KOSPI and KOSDAQ for fiscal years 2014 through 2016. In this study, market competition was measured using the Herfindahl-Herschman Index(HHI). Higher HHI value can be interpreted as a lower degree of market competition. We also measured corporate social responsibility activities using the KEJI Index published by the Korea Economic Justice Institute (KEJI). If a firm-year is included in the top 200 companies of the KEJI Index, it is classified as a good corporate social responsibility activity firm. Results: We find that companies in less competitive market were not included in the KEJI Index. This result indicates that firms in the market with lower market competition perform less corporate social responsibility activities that incur costs. An additional analysis showed that there was a significant negative relationship between the market competition and the corporate social responsibility activity scores published by the KEJI Index. These result adds robustness to the result of the hypothesis that firms that have a monopolistic place in the market practice passive corporate social responsibility activities. Conclusions: The results show that managers of a firm in the lower market competition have a lower incentive to use limited resources for projects that are not directly related to revenue. The results of this study imply that corporate social responsibility activities vary according to the position of the business. Therefore, this study suggests that market investors should consider the degree of competition in the market when they evaluate corporate social responsibility activities.