• Journal of the Korean Operations Research and Management Science Society
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• v.14 no.2
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• pp.139-139
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• 1989

Recently banking industry is experiencing fundamental changes by advancement of information technology. The traditional role of branches is rapidly being replaced with new electronic service channels such as ATM. Phone and PC for they are time-saving and convenient. Automated service channel strategy of retail banks is divided into two different ways, automation and networking. Automation is mainly focused on cost reduction related to the branch operation, while networking is on expansion of customer contact points. Strategic types of banks can be defined from a matrix model where the positioning is determined by the extent of automation and networking. The effectiveness of automated channel strategy depends on how separate strategic types show their performance. Results for deposits and productivity will be given to verify the economic performance of each strategic type.

• Journal of Navigation and Port Research
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• v.42 no.2
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• pp.107-116
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• 2018

Planning strategies to achieve higher competitiveness of ports are becoming increasingly important in business environment. Therefore, strategic competitive position and efficiency analysis needs to be performed to increase ports' effectiveness and competitiveness. This matches with one of targets of new concept e-Navigation to increase the agility and efficiency of ports. The purpose of this study was to apply Boston Consulting Group matrix to analyze competitive positioning of major ports in Korea and China in term of several main cargo types and then use a combination of Data Envelopment Analysis and Principal Component Analysis model to calculate efficiencies. Results show that, at the moment, Chinese ports are still on the top with high position and efficiency score for the representative-Shanghai port. However, result also points out that except container type, Korean ports have chance to compete in other cargo types. Moreover, Gwangyang port is regarded as efficient. It has better position time. It is believed that Gwangyang port together with Busan port can compete with Chinese port in the near future.

• 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.

• Journal of Global Scholars of Marketing Science
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• v.18 no.2
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• pp.1-18
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• 2008

The objective of this paper is to describe the construct of bullwhip effect beyond supply chains, namely at industrial and societal levels. The author provides a conceptual discussion of the bullwhip effect - its derivation is extended, and the positioning of the construct is broadened. The bullwhip effect has been explored within intra-organisational and inter-organisational supply chains. A broader descriptive framework is introduced, one that positions the bullwhip effect construct at industrial and societal levels. A conceptual framework is provided that bridges the interface between the micro and macro environments of the bullwhip effect construct, but further conceptualization is required. The introduced derivation and positioning of the bullwhip effect construct reveal a number of research potentials. A principal one is that the exploration of the construct may consider the industrial and/or the societal environment when the bullwhip effect is studied in supply chains. The extended derivation and broadened positioning of the bullwhip effect in the overall environment is of interest to practitioners. It stresses the importance of contextual factors in operative, tactical and strategic supply chain performance. The principal contributions are: a) an interface between micro and macro levels in supply chain performance contributing to an extended derivation of the bullwhip effect; b) a typology of the bullwhip effect contributing to broadening the positioning of the same construct; c) the bullwhip effect being seen as two-way view construct at the micro level and d) a framework ofmanagerial implications. Most important of all is that the causes and effects of the bullwhip effect have been addressed in a wider context that so far has been underestimated in literature.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.10
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• pp.274-280
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• 2017

The smart-car industry has emerged as the important variable that will decide the future industrial contour of the automotive industry, together with commercialization of electronic vehicles, connected cars, infotainment, telematics, and the autonomous/self-driving car. This study analyzes the strategic position of platform companies and car manufacturers that would determine the future of the smart-car market. The findings of this study show that despite the entry barriers in industrial factors, such as economies of scale, the industrial infrastructure, and global production networks, and technical factors like exclusive head-sector information, car manufacturers may be deprived of their industrial leadership by platform companies with map and user data, big data capabilities, and user interface experience if they lag behind ICT innovation. This insight is based on the emerging importance of software and platforms, and the simplification of car structures, proven by the successful commercialization of electronic vehicles. This study complements existing studies mainly focused on technical aspects of the smart-car industry by examining the strategic dimensions of platform companies and their approach to the future smart-car market by comparing them with existing car manufacturing multinationals.

• Asia Marketing Journal
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• v.21 no.1
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• pp.23-44
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• 2019

A decade has passed since the first generation of Genesis was launched in the U.S. with the plaque of Hyundai-Genesis. Genesis Motors was separated from Hyundai Motor in 2015, and has struggled to have the Genesis stand alone in the competitive U.S. luxury sedan market. The present case study aims to find challenges facing the Genesis, which Hyundai has positioned as a luxury sedan competing against conventional luxury brands such as BMW, Mercedes-Benz, and Lexus; evaluate Genesis Motors' strategic response to meet these challenges; and explore an alternative positioning strategy. Specifically, the present case study addresses barriers against the Genesis' market performance, by focusing on the obstacles rooted in the consumer perception as well as the obstacles that stem from the change in the U.S. automobile industry and the nascent network of the Genesis dealership. Genesis Motors' current strategies are evaluated, and an alternative strategy is explored that is largely based on the American consumers' perceptions of the Genesis vis-a-vis conventional luxury brands and outperforming midsize brands.

• 한국디지털정책학회:학술대회논문집
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• 2003.12a
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• pp.219-227
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• 2003

E-business including e-commerce boosts the competitiveness of corporations remarkably through the creation of new value added, positioning itself as the key to national competitive edge. Thus, advanced nations and international organizations such as WTO and OECD are structuring a positive support system for e-transformation. Korea also has been pushing for activating e-business at the government level since 2000. ECRC(Electronic Commerce Resource Centers) project is an efficient government initiative and inter-agency coordination in implementing e-Business policy for industry. This project has been sponsored by the MOCIE and operated through prime contracts with KIEC. ECRCs provide such services as educational training, technology transfer, consulting and information service related to e-Business for industry. They had given the digital opportunity demanded by industry from 1997 but in these days there are many other new e-business activating projects in Korea. This paper sought to study a strategic reform plan of ECRC.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.

• Journal of the Korean Society of Clothing and Textiles
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• v.35 no.5
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• pp.587-600
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• 2011

This study presents the strategic directions for Korean multi-brand fashion stores by running in-depth industry research and market analysis. Over 20 professionals were selected from Korean multi-brand fashion stores for this study and in-depth interviews were conducted to evaluate related subjects. The results of the study were as follows. First, Korean multi-brand fashion stores could be classified into three criteria: operating ownership, merchandise mix, and store identity. Second, operating ownership criterion was chosen for further investigations of strategies and directions of the multi-brand fashion stores. The operating ownership criterion consists of three types; department store types, specialty store types, and boutique types. Each type deploys different buying practice, organizational strategies, and distribution channels. Lastly, the suggested strategic directions for each type are summarized as follows. The 'department store type' should utilize its strong direct buying capabilities and acquisition of merchandising can be more effectively managed. The store should utilize its strong buying power as a tool to develop new private brands (PBs). For 'specialty store type', two key factors have been derived: market share expansion and positioning themselves to become a new distribution channel. To respond to these factors, the store needs to be perceived as a brand then diversify its business. Strengthening its brand will allow it to expand into a new distribution channel and also enable a strategic partnership with its competitor brands. The factors influencing 'boutique type' is personalization and uniqueness. With an emphasis on the uniqueness of products and merchandising it will be able to implement the role as a personal shopper and stylist to provide a very personalized service to its customers.

• Archives of design research
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• v.14 no.4
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• pp.77-85
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• 2001

In order to sustain competitive advantage through strategic product differentiation in global market, this research aims to establishment of strategic design conditions for domestic manufacturing firms through the means of product image alignment and positioning, using visual character of product as the foundation for establishing corporate image. Case studies on how globally successful multinational companies manage design strategy and corporate culture uniformly for coherent product image management are reviewed. To establish product image alignment methodology for manufacturing firms, the criteria for product image positioning and aligned product image development process are developed in three stages. First, in image positioning stage, it is important to set the direction for corporate image and design strategy by identifying consumer needs through market trends analysis and forecasting as well as comparative positioning of the analysis results of the firms's own corporate image and that of the competitor's. Second, in awareness building stage, before building the product image alignment, firm-wide shared awareness of differentiated corporate and product image, establishment of designer's role as the consolidated manager of product image, sharing form language, and building the infrastructure for defining form information should be preceded. Third, in managing the aligned product image stage, the condition for setting up image information management guideline, management of decision making process for arriving at logical decisions on product form, development of guideline for increasing efficiency and its evaluation system, and co-development of related design should be induced. Further research on the product image alignment with corporate image should be conducted through various empirical studies on image and form, building an information system of related design language, and continuous assessment and management of applied solutions.