• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.1-13
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• 2018

This study examines the relationship between the organizational general characteristics (industry, size, location, development stage, and company age) and success factors of Korean venture firms using secondary data. Among the industries with the highest sales figures in 2016 are food / fiber / (non) metals, and the smallest category was software development. The sectors with the highest net profit were computer / semiconductor / electronic components, and the smallest category was telecommunication equipment / broadcasting equipment. The industries with the largest sales growth rate are IT / broadcasting services and software development. The industries with the highest net profit margin of sales are energy / medical / precision, and the smallest is telecommunication equipment / broadcasting equipment. In terms of the number of employees, venture firms with more than 100 employees have the largest sales and net profit, with employees between 1 and 9 have the smallest. However, these results are predictable. In general, the number of employees is highly correlated with sales and net profit. Rather, the sales growth rate and the net profit margin of sales may be meaningful. In particular, with employees between 50 ~ 99, the growth rate of sales and the net profit margin of sales were high. In terms of location, Seoul / Incheon / Gyeonggi were the regions with the highest sales and Daejeon / Sejong / Chungcheong / Gangwon were the least regions. Gwangju / Jeolla / Jeju and Seoul / Incheon / Gyeonggi were almost similar in the areas with the largest net profit. However, Daejeon / Sejong / Chungcheong / Gangwon had the lowest net profit. Unusually, the areas with the highest sales growth rate and the highest net profit margin of sales were Gwangju / Jeolla / Jeju, and the smallest areas were Busan / Jeonnam / Ulsan In the relationship between the stage of development and the performance of the company, the sales of maturity and decline stages were the highest and establishing stage was the lowest. Net profit was also the highest in mature stage and the smallest in establishing stage. The sales growth rate shows a typical pattern in the order of establishing stage, early growth stage, high growth stage, maturity stage, and decline stage. In terms of business performance, sales and net profit are the highest with 21 years or more of company age, and the smallest is less than 3 years. In addition, the sales growth rate was the highest in three years or less, and the net profit margin of sales was the highest in 4 to 10 years. This study can present lots of useful implications by suggesting integrated research model and examining the success factors of Korean venture firms and presenting the application methods of secondary data in analyzing the current status of venture industry in Korea.

• Journal of the Korean Society of Clothing and Textiles
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• v.27 no.11
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• pp.1219-1228
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• 2003

This research was conducted to find out what the general globalization trends of Korean fashion enterprises are, and what the factors required the Korean fashion enterprises to improve the global competitiveness under the globalized circumstances are. The data were collected from the survey by questionnaire on Korean leading fashion enterprises and the Directory of Companies Branching out abroad in 2000/2001(Korea Trade-Investment Promotion Agency, 2000). The Results of the research are as follows: first, Korean fashion enterprises expanded evenly worldwide in the sales and distribution functions while relying heavily on Asian countries for manufacturing functions; Secondly, the globalization of Korean leading fashion enterprises was progressed, but still remains at the stage of the sales of manufacturing capability or the sales of low costs products rather than at the stage of manufacturing products of high added-value or the sales of design or marketing capability. Thirdly, the factors for the global competitiveness of the Korean fashion enterprises are related to capability of low cost, quick response, product development, marketing, internationalization and high value added.

• Journal of Venture Innovation
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• v.6 no.4
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• pp.1-21
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• 2023

This study is related to the performance of open innovation collaboration between startups and large corporations and financial institutions. In the life cycle of a typical company, the growth of a startup is difficult to predict. Startups that possess innovative technology but have only recently been established seek to verify their technology and capabilities by participating in open innovation with large corporations and financial institutions, and further strive to lay the foundation for corporate growth. However, if you approach it only as a theoretical coexistence plan, it will be viewed as a vague attempt from the startup's perspective. The purpose of this study is to differentiately verify the benefits of open innovation by analyzing the difference in sales growth of startups for the purpose of sales performance based on the open innovation participation of large companies and small and medium-sized companies(startups). In verifying this, the analysis was based on the sales results of the actual open innovation collaboration B2C model, and the difference was confirmed by comparing before and after collaboration. Here, the differentiation of the study was added by reflecting the corporate growth stage theory, a growth theory. When the corporate growth stage theory was excluded, it was confirmed that sales growth due to open innovation of startups was applied from the third month, and sales growth depending on participation was confirmed to be significant. On the other hand, when the corporate growth stage theory was applied, sales growth was not significant, but the difference in growth could be confirmed from the fourth month, and it was also confirmed in sales growth depending on participation. As a result, this study objectively confirms the effects that can be gained when startups participate in Open-innovation, and it is expected that Open-innovation led by large corporations, financial institutions, and government agencies will develop into a high-quality program environment.

• The Korean Journal of Food And Nutrition
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• v.25 no.1
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• pp.205-213
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• 2012

This study investigated the life cycle of menus and made suggestions on the appropriate time for when new menus should be developed. For this purpose, a total of 636 customers who visited 'T' Restaurant more than 25 times in the past three years were used for analysis. After estimating product life cycles based on sales and selling period, an empirical study was conducted. In terms of product life cycle, a growth stage was observed in the category of pasta and pizza in both stores A and B, whereas sales in the rice category stayed constant. Regarding trend in seasonal sales, a big difference was detected between the two stores. While store A was already in the decline stage of the life cycle in all menu categories, store B remained in the growth stage. In terms of menu life cycle, the product life cycle of long-lived products was observed in the pasta category in both stores A and B. While the pizza category was in the growth stage, the product life cycle of long-lived products was observed in the rice category. It is expected that the results of this study could be useful in development of new menus and product life cycle management to fulfill diverse customer needs in the dining-out business.

• Asia Marketing Journal
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• v.16 no.1
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• pp.229-241
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• 2014

In 1997 the Asian Foreign Currency Crisis hit Korean shores. In its wake, Korean consumers demanded cost-saving solutions which will increase both the use-life and the fuel efficiency their vehicles. Bullsoneshot's effects include increases in gas mileage as well as cleaner cylinders, intakes and exhaust valves, the product was welcomed by an explosive demand from people driving older cars in an adverse economy. The history of Bullsone can be categorized as two major stages. The First stage is lunching era of "Bullone Shot" following competitor brand. The second stage is extension stage of brand and line based on Bullsone's positive brand equity. Mr. Hyun Woo Shin, formal CEO of OXY inc. and also formal vice president of OCI (Oriental Chemical Industries) take charge of New CEO of Bullsone. He energetically push the Bullsone's family brands and got a desirable results. He also setup ambitious goal : reach 100bn KRW in gross sales within 3 years. "Ripping itself free from 30~40 bn KRW sales range in which the company has stagnated in the last 10 years, Bullsone intends to be aggressive enough in marketing to reach 150 bn KRW in sales in 2013, and reach 700 bn KRW by 2018." This is the goal iterated by Bullsone's top executive team.

• Knowledge Management Research
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• v.22 no.1
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• pp.183-215
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• 2021

The purpose of this study is to present a framework for sales activities necessary for the successful sales development in the sales process of value-based selling and to explore individual sales activities for successful value-based selling. When we understand value-based selling as a procedural progression in the sales process, integrate it into the sales activity framework, and segment your sales activities to identify the key activity elements for successful execution, the intrinsic effect of value-based selling can be achieved. Sales activities related to the success of value-based selling are reflected in the sales activity framework based on the sales process through literature studies and application cases in actual sales field, and detailed elements of individual sales activities for successful deployment are identified through case studies. Through literature research and sales practice in actual field, 13 sales activities are presented in the five-stage sales process, and 42 detailed sales activities for successful value-based selling through case studies are identified in an improved sales activity framework. Through this study, the sales activity framework provides a role in evaluating whether the sales function of value-based selling is being performed as a correct activity in the sales process, and whether sales opportunities with specific customers can continue value-based selling activities. The sales activity framework serves as a guide for successful value-based selling.

• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.1
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• pp.59-70
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• 2020

This study was proceeded to empirically identify the start-up support policy as an element that affects the performance of the early start-ups and measure the effectiveness of the current start-up support policy, in order to suggest the direction future policies according to the study. To accomplish this the influence of the start-up support policy on the early start-ups was analyzed, and the differences according to the industry and growth stage of the start-ups, as the characteristics of the start-ups, were identified. The research subjects collected real data of 297 start-ups of the past three years that were selected for the Initial Start-Up Package project, and performed multiple regression analysis on the influence between variables, and hierarchical regression analysis on moderating effects. The summary of the study is as follows. First, as a result of identifying the influential relationship between the start-up support policy and the performance of the start-up, sales had made a significant impact on the start-up fund, start-up mentoring, and start-up infrastructure(space), while start-up education failed to show a significant effect on the increase in sales. In terms of employment, start-up mentoring was the only field that showed a significant influential relationship. Second, as a result of identifying the moderating effect of the start-up's industry and growth stage, the industry did not have a statistically significant influence, but the interactive effect was seen in start-up education. To be more specific in terms of the sales relationship of each industry, knowledge services turned out to be helpful in improving sales, while manufacturing turned out to be effective in improving sales regardless of being supported with start-up mentoring and start-up infrastructure (space). The sales relationship regarding the start-up growth stage was identified to be statistically significant. The preliminary stage was not statistically significant, while providing start-up mentoring and start-up funding were effective for start-up stage and growing stage, respectively. On the other hand, employment did not perform a significant influence on the start-up growth stage. This study analyzes the effectiveness the start-up support policy for early start-ups, identifies the need in differentiated support policies according to the characteristics of the start-ups, and suggests implications for the direction in which future policies should be made towards.

• Journal of Information Technology Services
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• v.18 no.5
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• pp.209-224
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• 2019

When evaluating the performance of a NPD(New Product Development) project, it is common to evaluate the project performance according to the achievement of the planned goal in terms of time, quality and cost management, which are usually three main constraints of the project. The evaluation of the financial factors by which sales contributed to the return of the company is more influential. This is why companies need to increase sales and raise profits. Therefore, it is more reasonable to evaluate the sales performance of NPD projects over a certain period of time against the input costs. At this time, we can analyze the causes of inefficient projects and compare them with other projects and find out how to improve the sales performance to help the company increase its competitiveness. In this paper, we analyze the relative efficiency of the sales performance on the input of the projects by using the actual sales in the period of one year after mass production of the NPD projects of 'S' company in ICT industry. Input factors include developer resource and development cost for the NPD reported after the project has been completed, the delay weeks for the schedule targeted at the project planning stage, and the number of quality issues due to development design faults during initial mass-production. The sales figure and the contribution margin of the product after one year from the start of mass production are defined as the output factors. In this paper, we analyze the efficiency of the projects by using data envelope analysis (DEA). As a result, we found out the reason of the inefficient project of DMUs according to the differences in the characteristics of the efficient and inefficient B2B markets based on the result of DEA of NPD projects. Thus, the goal of this paper is to identify strategies for improving sales performance of NPD projects in inefficient markets.

• The Journal of Fisheries Business Administration
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• v.50 no.3
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• pp.17-29
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• 2019

This paper aims to find out the problems and improvement direction of quality control and hygiene management of fishery products in Korea. For this reason, we conducted a comparative analysis of quality control and hygiene management of fishing, landing and selling between Japan and Korea, taking mackerel as an example. Japan has established a systematic freshness management system from fishing to landing (production) areas and consumption areas. On the other hand, Korea is not fully lead-managed in the production area after fishing, and is distributed in a state where the quality of the product is deteriorated due to exposure to room temperature. Accordingly, a certain quality can not be secured at the final consumption stage, and sanitary problems occur. In order to improve the quality control and hygiene management of the fishery products, the following needs to be improved. First, we will improve the fishing level freshness management system. Second, we will improve the quality control and hygiene management of fish in the production area and wholesale stage. Third, we will promote the introduction of innovative sales and consignment sales systems at the production stage. Fourth, we will establish a consistent low temperature distribution system from the production area to the wholesale stage from a long-term perspective. Fifth, we will promote the development and education of manuals on fish quality and hygiene management.