• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.2
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• pp.1-8
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• 2019

Network externalities are essentially dynamic in that the value consumers feel about a product is affected by the size of the existing customer base that uses that product. However, existing studies on network externalities analyzed the effects of network externalities in a static way, not dynamic. In this study, unlike previous studies, the impact of network externalities on price competition in a vertically differentiated market is dynamically analyzed. To this end, a two-period duopoly game model was used to reflect the dynamic aspects of network externalities. Based on the game model, the Nash equilibria for price, sales volume, and revenue were derived and numerically analyzed. The results can be summarized as follows. First, if high-end product has strong market power, the high-end product vendor takes almost all benefits of the network externality. Second, when high-end product has strong market power, the low-end product will take over most of the initial sales volume increase. Third, when market power of high-end product is not strong, it can be seen that the effects of network externalities on the high and low-end products are generally proportional to the difference in quality. Lastly, if there exists a strong network externality, it is shown that the presence of low-end product can be more profitable for high-end product vendor. In other words, high-end product vendor has incentive to disclose some technologies for the market entrance of low-end product, even if it has exclusive rights to the technologies. In that case, however, it is shown that the difference in quality should be maintained significantly.

• Journal of the Korean Society of Clothing and Textiles
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• v.28 no.2
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• pp.212-223
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• 2004

The purpose of this study is 1) to identify Chinese environment for investment and apparel market, 2) to analyze the current situations of Korean fashion brands＇entry to Chinese market, 3) to analyze the marketing strategies to China according to product category, and 4) to identify merits and problems of Chinese market. For data collection, secondary resources were collected, and the telephone interview with merchandisers were implemented with brand managers. Twenty-one fashion brands were included for the study. Results of the study were as followed： 1) China was a big potential apparel market due to its rapid economic growth. Apparel purchase behavior and clothing preference of Chinese consumers were various by regional groups. 2) The motives of entry to China were to competition in domestic markets, saving raw material cost. The entry modes to China were direct export, license and regional manufacturing system. 3) Marketing strategies were to pursue high quality branding, high pricing and placing strategies with high-class department stores. Also star marketing were used with ＂Han Rue＂. Also various promotion strategies were implemented such as fashion show and unique VMD. 4) The merits of Chinese market were high potential market for export, close proximity, cultural similarity and Han-Ryu syndrome. Problems of Chinese market for export were lack of experts on Chinese market, fierce competition in China, and unstable economic policies.

• Journal of Distribution Science
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• v.18 no.5
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• pp.61-70
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• 2020

Purpose: The aim of this paper is to investigate whether labor unions are the main determinants of advertising expenditures and whether market competition has an impact on the relation between labor unions and advertising expenditures, focusing on distribution firms. Research design, data, and methodology: Using 914 observations of KOSPI market from 2001 to 2009 in distribution firms, this paper examines whether labor union is related to advertising expenditures, focusing on distribution firms. For this, this paper employs not only OLS regressions method but also 2SLS regressions method in which Female_Ratio(percentage of female employees) is used as instrumental. Results: This paper finds that in the distribution firms, labor union, as a major stakeholder of the company is, in terms of statistic, negatively associated with advertising expenditures. Also, market competition, in this paper, doesn't have real impact on the relation between labor unions and advertising expenditures. Conclusions: This paper presents the influence of labor unions, as a major factor in determining advertising expenditures. An executive who understands that as the amount of advertising expenditure increases, the total pie of wages to be attributed to the members of labor union will decrease.

• Knowledge Management Research
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• v.12 no.3
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• pp.73-96
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• 2011

Recent market saturation makes the local retailers consider an attempt to innovate the market with the retailer's brand. This is the retailers' efforts to expand the market control through the enhancement of private brands. As the competition among manufacturers extends to the competition between manufacturers and retailers, the marketing knowledges of manufacturers need to be diversified to the ones that can be applied to the manufacturers and retailers due to their bilateral competition. This research concentrates on the customer acquisition strategy (attack strategy) and customer retention strategy (defense strategy) in the place of both sides of manufacturers and retailers. Also this research targets to develop the differential marketing strategies for target market's National Brand(NB)/Private Brand(PB) purchase by analyzing individual customer's purchase probability on repurchase and switch-purchase of NB and PB. This study is based on the data of frequently consumed product, tomato ketchup on scanner panel from the ERIM data of University of Chicago, USA. This study compares and analyzes the NB and PB repurchases and switch-purchase of 4 types. The comparisons provide the informations that which factors should be managed for the attack strategy, the defense strategy, and the differential marketing strategies both for manufacturers and retailers. This research is expected to contribute on cumulating the industrial knowledges of retailers' and manufacturers' survival strategy, expecially focusing on the effect of marketing factors and consumer-characteristic factors.

• STI Policy Review
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• v.8 no.2
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• pp.75-93
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• 2017

Recently, global competition in the manufacturing sector is driving firms in the manufacturing sector to conduct product innovation projects to maintain their competitive edge. The key points of product innovation projects are 1) what the purpose of the project is and 2) what expected results in the target market can be achieved by implementing the innovation. Therefore, this study focuses on the performance of innovation projects with a business viewpoint. In this respect, this study proposes the "achievement rate" of product innovation projects as a measurement of project performance. Then, this study finds the best strategies from various innovation activities to optimize the achievement rate of product innovation projects. There are three major innovation activities for the projects, including three types of R&D activities: Internal, joint and external R&D, and five types of non-R&D activities - acquisition of machines, equipment and software, purchasing external knowledge, job education and training, market research and design. This study applies decision tree modeling, a kind of data-mining methodology, to explore effective innovation activities. This study employs the data from the 'Korean Innovation Survey (KIS) 2014: Manufacturing Sector.' The KIS 2014 gathered information about innovation activities in the manufacturing sector over three years (2011-2013). This study gives some practical implication for managing the activities. First, innovation activities that increased the achievement rate of product diversification projects included a combination of market research, new product design, and job training. Second, our results show that a combination of internal R&D, job training and training, and market research increases the project achievement most for the replacement of outdated products. Third, new market creation or extension of market share indicates that launching replacement products and continuously upgrading products are most important.

• International Journal of Contents
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• v.16 no.3
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• pp.33-44
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• 2020

Small and medium enterprises need a wide range of information regarding technologies, industries, market conditions, other companies, and products to facilitate identification of new growth opportunities and to respond quickly to changes in the business environment. Collecting such information, however, requires the input of resources (human resources, cost, and time), and the lack of marketability resulting from the shortage of such resources is often cited as the reason small and medium often fail in their effort to commercialize their technology. The purpose of this study was to analyze the environmental factors such as market concentration and the current level of competition to enable companies to make the necessary decisions when considering market entry following R&D planning and technology commercialization, or after the development of a new product. Also, an expert-based 5FORCE analysis can be performed using the KMAPS, an industry and market intelligence system: this facilitates automatic production of analyses based on the corporate finance and transaction data. The key contribution of the study is that it facilitates conveniently and quickly analyzing the 5 Forces, which had been a difficult task in the environmental analysis, and that the outcomes of this study empower companies in the decision-making process.

• Journal of Industrial Convergence
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• v.13 no.1
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• pp.75-79
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• 2015

This paper investigates two important relationships relating to firm behaviour and performance using econometric methods. First, the relationship between product market competition and innovation is examined, and then the association between innovation and productivity is separately investigated. Data from the Australian Bureau of Statistics' Business Longitudinal Database are used in the analysis. For every measure of competition considered except one, the results of the modelling are consistent with an anti-Schumpeterian relationship between competition and innovation - that is, firms appear more likely to innovate if they face stronger competition. The results examining the relationship between innovation and productivity, although weaker than those between competition and innovation, suggest that innovation is associated with better productivity outcomes.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.22 no.50
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• pp.231-241
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• 1999

Recent market competition forces the price to be determined in the design stage so that the design would meet the target price of the product. However, most commercial PDM(Product Data Management) systems currently in use lack such a cost estimation function. In this paper, we propose detailed structure and functions of a new approach to estimate the cost of new products using integrated BOM in PDM. Such system will reduce the total life cycle cost of the products to be designed.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.28-36
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• 2009

While existing literature has focused extensively on the strengths and weaknesses of the Chaebol and their ownership and governance, there have been few studies of Korean non-Chaebol firms. However, Lee, Lee and Pennings (2001) did not specifically investigate the competitive strategies that non-Chaebol firms use to survive against the Chaebol in the domestic Korean market. The motivation of this paper is to document, through four exploratory case studies, the successful competitive strategies of non-Chaebol Korean companies against the Chaebol and then offer some propositions that may be useful to other entrepreneurial firms as well as public policy makers. Competition and cooperation as conceptualized by product similarity and cooperative inter.firm relationship respectively, are major dimensions of firm.level marketing strategy. From these two dimensions, we develop the following $2{\times}2$ matrix, with 4 types of competitive strategies for non-Chaebol companies against the Chaebol (Fig. 1.). The non-Chaebol firm in Cell 1 has a "me-too" product for the low-end market while conceding the high-end market to a Chaebol. In Cell 2, the non-Chaebol firm partners with a Chaebol company, either as a supplier or complementor. In Cell 3, the non-Chaebol firm engages in direct competition with a Chaebol. In Cell 4, the non-Chaebol firm targets an unserved part of the market with an innovative product or service. The four selected cases such as E.Rae Electronics Industry Company (Co-exister), Intops (Supplier), Pantech (Competitor) and Humax (Niche Player) are analyzed to provide each strategy with richer insights. Following propositions are generated based upon our conceptual framework: Proposition 1: Non-Chaebol firms that have a cooperative relationship with a Chaebol will perform better than firms that do not. Proposition 1a; Co-existers will perform better than Competitors. Proposition 1b: Partners (suppliers or complementors) will perform better than Niche players. Proposition 2: Firms that have no product similarity with a Chaebol will perform better than firms that have product similarity. Proposition 2a: Partners (suppliers or complementors) will perform better than Co.existers. Proposition 2b: Niche players will perform better than Competitors. Proposition 3: Niche players should perform better than Co-existers. Proposition 4: Performance can be rank.ordered in descending order as Partners, Niche Players, Co.existers, Competitors. A team of experts was constituted to categorize each of these 216 non-Chaebol companies into one of the 4 cells in our typology. Simple Analysis of Variance (ANOVA) in SPSS statistical software was used to test our propositions. Overall findings are that it is better to have a cooperative relationship with a Chaebol and to offer products or services differentiated from a Chaebol. It is clear that the only profitable strategy, on average, to compete against the Chaebol is to be a partner (supplier or complementor). Competing head on with a Chaebol company is a costly strategy not likely to pay off for a non-Chaebol firm. Strategies to avoid head on competition with the Chaebol by serving niche markets with differentiated products or by serving the low-end of the market ignored by the Chaebol are better survival strategies. This paper illustrates that there are ways in which small and medium Korean non-Chaebol firms can thrive in a Chaebol environment, though not without risks. Using different combinations of competition and cooperation firms may choose particular positions along the product similarity and cooperative relationship dimensions to develop their competitive strategies-co-exister, competitor, partner, niche player. Based on our exploratory case-study analysis, partner seems to be the best strategy for non-Chaebol firms while competitor appears to be the most risky one. Niche players and co-existers have intermediate performance, though the former do better than the latter. It is often the case with managers of small and medium size companies that they tend to view market leaders, typically the Chaebol, with rather simplistic assumptions of either competition or collaboration. Consequently, many non-Chaebol firms turn out to be either passive collaborators or overwhelmed competitors of the Chaebol. In fact, competition and collaboration are not mutually exclusive, and can be pursued at the same time. As suggested in this paper, non-Chaebol firms can actively choose to compete and collaborate, depending on their environment, internal resources and capabilities.

• Journal of Energy Engineering
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• v.29 no.1
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• pp.85-99
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• 2020

This article analyzes the influence of sectoral system of innovation(i.e. technological regime, market demand, networks, and institution) on innovative performances(i.e. product-, process-, organizational-, marketing-, and environmental- innovation) in Korean environmental industry, conducting a multiple regression analysis based on survey data from 201 Korean environmental companies. As the results, product innovation is positively influenced by internal technology accumulation and market demand response, while not affected by external knowledge utilization, market competition, networks among market and non-market agents, government support and regulation. Process innovation is positively influenced by internal technology accumulation, networks among non-market agents and regulation, but not by external knowledge utilization, market demand response, market competition, networks among market agents, and government support. While organizational innovation is positively influenced by internal technology accumulation, external knowledge utilization and regulation, it is not affected by market demand response, market competition, networks among market and non-market agents, and government support. While marketing innovation is positively influenced by internal technology accumulation, networks among non-market agents, and government support, it is not affected by external knowledge utilization, market demand response, market competition, networks among market agents, and regulation. Environmental innovation is positively influenced by external knowledge utilization and regulation, but negatively influenced by market competition. It is not affected by internal technology accumulation, market demand response, networks among market and non-market agents, and government support. Such results suggests the following policy implications. First, it is necessary to expand the sphere of relating markets through the application of convergence technology, new regulations, and overseas markets. Second, reinforcing ecosystems among environmental market agents through demand-linked joint R&D should be revitalized. Third, it is needed to strengthen more supporting policies rather than regulation. This article has the limitation of using the survey data. And further researches on the environmental sectoral system of innovation structure itself will be tried.