• Journal of Digital Contents Society
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• v.18 no.3
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• pp.599-606
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• 2017

'Video Commerce' has grown significantly, and is in the era of so-called V-commerce 2.0. Based on this background, this study focused on the link and the possibility of creating synergy between V-commerce 2.0 content and MCN, and examined the linkage strategy considering its characteristics. In conclusion, first, V-Commerce has evolved into the age of 2.0, centered on the characteristics of content that are oriented towards fun and sympathy, beyond the 1.0 era. Second, V-commerce 2.0 content has the characteristic of replacing the sharing and recommendation based on the nature of SNS networks as promotion and purchase enhancement. Therefore, competitiveness as 'content' is relatively important before 'commerce'. Third, V-commerce 2.0 and MCN industry have a strong connection with each other in terms of securing core competitiveness and creating a new profit model. In order to create the synergy between V-Commerce 2.0 and MCN, we proposed the use of big data to reinforce V-Commerce 2.0 customized content competitiveness, building of storytelling marketing and branding, and enhancement of live performance and interactive communication.

• Journal of the Korea Safety Management & Science
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• v.14 no.1
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• pp.189-200
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• 2012

Many companies have endeavored to build a quality cost management system in order to be more productive business organization. This study shows the detail procedures of constructing a quality cost management system which is believed to be appropriate for their business system. That is, the method to calculate the quality cost and the linking logic between the quality improvement and its financial impact are explained based on a particular industry case. In this sense, the changes of business performance measures such as market share, customer satisfaction, etc. were analyzed in the longitudinal perspective for the consecutive 4 years (2003~2006). As the quantitative results of this study, the improvement activities based on the quality cost management system resulted in the 32% reduction of quality cost and the 121% increase of business profit, compared 2005 with 2006. In the qualitative perspective, the successive practice of quality cost reduction and the job information sharing in business unit were obtained by providing the best practices and bench-marking cases. Finally, the customer satisfaction has increased so that the customer-friendly management system has been accomplished. With these efforts, the 3.4% increase of the market share and the 3% increase of the customer satisfaction were obtained in 2005. As the future study, the current study can be extended to the concept of COPQ (cost of poor quality) which focuses on the hidden quality cost of the whole business activities. Such extension of analysis will help us understand the wider role of a quality cost management system in the business.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.129-134
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• 2007

In 1996, GS E&C became the first in the industry to adopt a Project Management System using EVM(Earned Value Management) to link schedule with profit/loss. In 2006, the TPMS(Total Project Management System) was completed by adding the concept of Lean Construction and JIT(Just In Time) to the Project Management System. This was done with the purpose of reducing waste and creating optimal work processes. This has been implemented on all sites and has enabled drastic increase of productivity. The portal provides customized information to the client, inspector and subcontractor personnel. Since various parties are receiving information that suits their requirements and is easy to use, usage has increased and since they are on the same platform, quick decisions and information sharing is possible. The purpose of the PMIS's success model in construction projects, this paper tests and proves the TPMS's efficiency and productivity to Dongnam Distribution Complex project.

• The Journal of Information Technology
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• v.6 no.1
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• pp.21-38
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• 2003

The college and university is a knowledge-centered organization, and 'knowledge' is the important strategic resource. Although this organization composed entirely of the knowledge worker that is able to use the knowledge in the most efficient and effective method, our university is not enough to manage the knowledge as strategic advantage. So, we need to implement knowledge management system under knowledge community centered in students, faculty and staff. The well-designed knowledge community can produce a new value and profit that can develope the university organization. We used to the portal technology defined as a personalized, single point of access through a web browser to various information located inside and outside of an university Knowledge portal supporting the activities of knowledge community will improve the knowledge transfer in student's learning activity, the knowledge creation in faulty's research activity, the knowledge sharing amount the various communities, and the accumulation of a process knowledge in operation and management. Eventually, a redesigned knowledge portal-based system will create a new value of university.

• The Journal of The Korea Institute of Intelligent Transport Systems
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• v.19 no.6
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• pp.118-133
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• 2020

Research interest in the Mobility-as-a-Service (MaaS) concept for enhancing users' mobility experience is increasing. In particular, dynamic pricing techniques based on reinforcement learning have emerged since adjusting prices based on the demand is expected to help mobility services, such as taxi and car-sharing services, to gain more profit. This paper provides a simulation framework that considers more practical factors, such as demand density per location, preferred prices, the distance between users and drivers, and distance to the destination that critically affect the probability of matching between the users and the mobility service providers (e.g., drivers). The aforementioned new practical features are reflected on a data structure referred to as the Matching Matrix. Using an efficient algorithm of computing the probability of matching between the users and drivers and given a set of precisely identified high-demand locations using HDBSCAN, this study developed a better reward function that can gear the reinforcement learning process towards finding more realistic dynamic pricing policies.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.37-45
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• 2022

The purpose of this study is to determine social values of self-support enterprises, known as the origin of social economy by using a qualitative research method. Main themes representing social values of self-support enterprises were developed through four sessions of FGI and thematic analysis. First, self-support enterprises embody the value of 'social safety net' by providing workfare for disadvantaged people as well as by operating market-oriented business. Additionally, 'communal spirit', for which self-support enterprises strive, is social value that enables the entirety of self-support enterprises and participants to fulfill non-profit values, reciprocity, and sharing. Lastly, ontological, diachronic, and ecological 'sustainability' of self-support enterprises is a foundational element which creates continuous positive impact on our society. Findings of this study are significant to provide theoretical and empirical evidence for preservation and development of the social economy ecosystem. Based on this, further researches on comprehensive social economy are suggested.

• Journal of Advanced Technology Convergence
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• v.2 no.2
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• pp.1-8
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• 2023

Due to the recent long-term economic downturn, the number of non-store and mail-order sellers is increasing as prospective entrepreneurs are concentrated due to the phenomenon of non-store start-ups with low start-up costs. In particular, in addition to unemployed young people and housewives who lack funds, many office workers who wish to have a 'two-job' are jumping into the business. Therefore, in this paper, we have moved away from provider-oriented service platforms that are dependent on specific networks, operators, and service types. In addition, we plan to design a business integration support system that can provide B2B services in the promotional material industry that contributes to business support and profit generation of wholesale and retail non-store entrepreneurs through sharing and participation. The proposed system is judged to be a business integrated operation support system applying orchestration and service management technology and enterprise business partner management technology that can provide stable operation management service.

• Journal of Venture Innovation
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• v.3 no.2
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• pp.95-109
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• 2020

The source of value-added creation in modern times has been transformed from material to man's value-added generating power, and ownership of the means of production has been converted from a particular landlord, capitalist to a person with value-added capacity, and a system of capital participation is needed beyond the profit-sharing system or performance incentive system in which workers of an enterprise participate in simple profits if they significantly increase the added value of the company. It is also necessary to introduce our private stock system as a means of addressing the problem of capital bias and for the stable development of capitalism. The purpose of Employee Stock Ownership Plans is to improve the economic and social status of workers and promote labor-management cooperation by allowing workers to acquire and hold shares of the stock company in which the employee ownership association is established through the employee ownership association, but the reality is that our stock ownership system has failed to achieve its purpose due to insufficient protection against the employee. In terms of welfare, the acquisition of our company shares should include active government support for the welfare of workers' ownership on a social welfare level rather than on the logic of the capital market, and in terms of investment, it would not be appropriate to apply the regulation for investor protection to see workers' acquisition of our company shares as 'investment' in the view of workers' willingness to own shares on the stock market. Therefore, as a way to support and deregulate employee's stock acquisition, 1. Expanding direct support, such as tax support, 2. As employee's stock ownership association is being discussed as a division's nature, it is less effective in terms of various management, not investment, and 3. Those who own stocks with 1% of the company's shares and 300 million won in face value will be classified as major shareholders. As a way to reduce the risk of management of our company owners and cooperative funds, As a measure to reduce the risk of management of our company owners and cooperative funds, only our employee shareholders' association shall manage the fund in a long-term deposit, and even though our employee's stock is managed by the association or company after the end of the deposit period, the management of each employee shall be allowed and In terms of improving the utilization of our company's stock and fund, 1. Employee's stockholders are prohibited from lending during the deposit period, but it is necessary to improve profitability by allowing them to borrow under strict restrictions, 2. It is necessary to make the use of the employee's welfare funds available for the preservation of losses, and to stipulate the redemption obligations of unlisted companies in order to improve the redemption system of our company.

• Journal of Distribution Research
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• v.17 no.4
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• pp.29-53
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• 2012

As so many marketers get to use diverse sales promotion methods, manufacturer and retailer in a channel often use them too. In this context, diverse issues on sales promotion management arise. One of them is the issue of unplanned buying. Consumers' unplanned buying is clearly better off for the retailer but not for manufacturer. This asymmetric influence of unplanned buying should be dealt with prudently because of its possibility of provocation of channel conflict. However, there have been scarce studies on the sales promotion management strategy considering the unplanned buying and its asymmetric effect on retailer and manufacturer. In this paper, we try to find a better way for a manufacturer in a channel to promote performance through the retailer's sales promotion efforts when there is potential of unplanned buying effect. We investigate via game-theoretic modeling what is the optimal cost sharing level between the manufacturer and retailer when there is unplanned buying effect. We investigated following issues about the topic as follows: (1) What structure of cost sharing mechanism should the manufacturer and retailer in a channel choose when unplanned buying effect is strong (or weak)? (2) How much payoff could the manufacturer and retailer in a channel get when unplanned buying effect is strong (or weak)? We focus on the impact of unplanned buying effect on the optimal cost sharing mechanism for sales promotions between a manufacturer and a retailer in a same channel. So we consider two players in the game, a manufacturer and a retailer who are interacting in a same distribution channel. The model is of complete information game type. In the model, the manufacturer is the Stackelberg leader and the retailer is the follower. Variables in the model are as following table. Manufacturer's objective function in the basic game is as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. And retailer's is as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+p_u(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. The model is of four stages in two periods. Stages of the game are as follows. (Stage 1) Manufacturer sets wholesale price of the first period($w_1$) and cost sharing level of channel sales promotion(${\Psi}$). (Stage 2) Retailer sets retail price of the focal brand($p_1$), the unplanned buying item($p_u$), and sales promotion level(L). (Stage 3) Manufacturer sets wholesale price of the second period($w_2$). (Stage 4) Retailer sets retail price of the second period($p_2$). Since the model is a kind of dynamic games, we try to find a subgame perfect equilibrium to derive some theoretical and managerial implications. In order to obtain the subgame perfect equilibrium, we use the backward induction method. In using backward induction approach, we solve the problems backward from stage 4 to stage 1. By completely knowing follower's optimal reaction to the leader's potential actions, we can fold the game tree backward. Equilibrium of each variable in the basic game is as following table. We conducted more analysis of additional game about diverse cost level of manufacturer. Manufacturer's objective function in the additional game is same with that of the basic game as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. But retailer's objective function is different from that of the basic game as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+(p_u-c)(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. Equilibrium of each variable in this additional game is as following table. Major findings of the current study are as follows: (1) As the unplanned buying effect gets stronger, manufacturer and retailer had better increase the cost for sales promotion. (2) As the unplanned buying effect gets stronger, manufacturer had better decrease the cost sharing portion of total cost for sales promotion. (3) Manufacturer's profit is increasing function of the unplanned buying effect. (4) All results of (1),(2),(3) are alleviated by the increase of retailer's procurement cost to acquire unplanned buying items. The authors discuss the implications of those results for the marketers in manufacturers or retailers. The current study firstly suggests some managerial implications for the manufacturer how to share the sales promotion cost with the retailer in a channel to the high or low level of the consumers' unplanned buying potential.

• Journal of Intelligence and Information Systems
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• v.17 no.3
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• pp.131-146
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• 2011

It is becoming more essential than ever for office professionals to become competent in information collection/gathering and problem solving in today's global business society. In particular, office professionals do not only assist simple chores but are also forced to make decisions as quickly and efficiently as possible in problematic situations that can end in either profit or loss to their company. Since office professionals rely heavily on their tacit knowledge to solve problems that arise in everyday business situations, it is truly helpful and efficient to refer to similar business cases from the past and share or reuse such previous business knowledge for better performance results. Case-based reasoning(CBR) is a problem-solving method which utilizes previous similar cases to solve problems. Through CBR, the closest case to the current business situation can be searched and retrieved from the case or knowledge base and can be referred to for a new solution. This reduces the time and resources needed and increase success probability. The main purpose of this study is to design a system called COKRS(Case-based reasoning Office Knowledge Recommender System) and develop a prototype for it. COKRS manages cases and their meta data, accepts key words from the user and searches the casebase for the most similar past case to the input keyword, and communicates with users to collect information about the quality of the case provided and continuously apply the information to update values on the similarity table. Core concepts like system architecture, definition of a case, meta database, similarity table have been introduced, and also an algorithm to retrieve all similar cases from past work history has also been proposed. In this research, a case is best defined as a work experience in office administration. However, defining a case in office administration was not an easy task in reality. We surveyed 10 office professionals in order to get an idea of how to define a case in office administration and found out that in most cases any type of office work is to be recorded digitally and/or non-digitally. Therefore, we have defined a record or document case as for COKRS. Similarity table was composed of items of the result of job analysis for office professionals conducted in a previous research. Values between items of the similarity table were initially set to those from researchers' experiences and literature review. The results of this study could also be utilized in other areas of business for knowledge sharing wherever it is necessary and beneficial to share and learn from past experiences. We expect this research to be a reference for researchers and developers who are in this area or interested in office knowledge recommendation system based on CBR. Focus group interview(FGI) was conducted with ten administrative assistants carefully selected from various areas of business. They were given a chance to try out COKRS in an actual work setting and make some suggestions for future improvement. FGI has identified the user-interface for saving and searching cases for keywords as the most positive aspect of COKRS, and has identified the most urgently needed improvement as transforming tacit knowledge and knowhow into recorded documents more efficiently. Also, the focus group has mentioned that it is essential to secure enough support, encouragement, and reward from the company and promote positive attitude and atmosphere for knowledge sharing for everybody's benefit in the company.