• International Journal of Advanced Culture Technology
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• v.10 no.1
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• pp.67-74
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• 2022

In this study, the core competencies of 7-Eleven, Japan's representative convenience store, were derived through a qualitative analysis method using VRIO (value, rarity, Imitability, and organization) framework, a management strategy model based on Resource-Based View (RBV). As a result of VRIO analysis, the value can be based on the scale that 7-Eleven ranks first in the Japanese convenience store industry in terms of the number of stores and market share that it has developed based on capital. The rarity is based on the fact that raw material procurement, the main activity of a company, is establishing the nation's largest distribution channel in the entire process, from producers to logisticians and franchisees. The difficulty for Imitability is based on a dominant strategy and has secured a competitive advantage by opening stores in a specific area, improving awareness, and raising barriers to entry. As the largest company in the convenience store industry, it is confirmed that 7-Eleven is the result of organizational power that has built stores not only in Korea but also in 16 countries around the world.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.3
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• pp.85-98
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• 2018

This study aims to investigate the effects of venture & inno-biz companies' technological innovation competences on technological performances and economic competitive advantage, using VRIO framework. The empirical data for this study were based on the technology assessment results of Korea Technology Finance Corporation (KOTEC) on 3,462 venture & inno-biz companies and the following 2 years' financial data. Sample companies with technological innovation resources, such as technology management strategy(Value), differentiation of technology(Rarity), imitation difficulty of technology(Imitability) and technical organization capability(Organization), made efforts to expand their intellectual property rights, technological development and commercialization of new products, thereby ensuring technological competitive advantage. Furthermore, technological competitive advantage were proved to improve sales growth, increase in operating revenue, and financial soundness. Compared with four VRIO factors' influence on business performance, imitation difficulty of technology(Imitability) and organization technological capability(Organization) had much more influence than any other internal resources or capabilities respectively.

• The Journal of Fisheries Business Administration
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• v.54 no.3
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• pp.93-114
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• 2023

Around the 1980s, with government's promotion and dissemination policies for FRP (Fiberglass Reinforced Plastics) of the government as a main material of fishing boats, approximately 97% of the entire fishing boats in Korea have utilized FRP until now. Nevertheless, diverse social and environmental issues have emerged due to the susceptibility to fire and the generation of substances detrimental to human health during the construction process of FRP fishing vessels. Especially, the high disposal cost and the limitation of recycling technology in the disposal process of FRP fishing boats have elicited attention to circular economy. This research intended to grasp the management status and problems of disposed FRP fishing boats in Korea, and to assess the level of competitive advantage of FRP fishing boats' recycling technologies of FRP fishing boats based on VRIO (Value, Rarity, Imitability, Organization) analysis through domestic and foreign management policies and related recycling examples. According to the survey of 161 respondents, including the industry, stakeholders and experts related to the collection, treatment and recycling of fisheries wastes, it was revealed that FRP fishing boats' recycling technologies of FRP fishing boats are at the level of 'unused competitive advantage' that satisfied the level of value, rarity and imitability, but not the level of organization.

• Proceedings of the Korean Society of Computer Information Conference
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• 2022.07a
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• pp.687-688
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• 2022

국내 커피산업에 있어서 2020년 기준으로 개인 커피전문점 점포수는 7만 5520곳으로 전체 커피전문점 점포수의 90%를 차지하였으나, 국내 3대 대형 커피프랜차이즈(스타벅스, 투썸플레이스, 이디야)의 매출액 비중은 60%으로 대형 커피프랜차이즈의 매출비중이 매우 높다[1]. 개인 커피전문점의 경우 대형프랜차이즈에 비해 자본력과 브랜드 파워 부족으로 어려움을 겪고 있는데, 본 연구에서는 마이클포터의 Five-Forces Model을 커피산업에 적용하여 한국 커피산업 외부환경을 분석하고, VRIO 분석을 통해 개인 커피전문점 내부자원을 분석하여 개인 커피전문점의 발전을 위한 경영전략을 도출하고자 한다.

• Journal of Korea Society of Industrial Information Systems
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• v.29 no.2
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• pp.133-151
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• 2024

The purpose of this study is to analyze the core values of Donghwa Pharmaceutical, which has been in the pharmaceutical industry in South Korea for 126 years, and examine the core competencies that have consistently enabled it to maintain a competitive advantage. When applying the VRIO Framework, various general pharmaceuticals, including Donghwa Pharmaceutical's 'Hwalmyeongsoo,' which has maintained the top position in the liquid digestive medicine market for 126 years, are identified as powerful resources (Value) that generate 'sustained competitive advantage.' The principles of ethical management based on the Donghwa spirit, the long-standing principles of trust and belief, and the entrepreneurial spirit possess rarity. Having won four Guinness World Records and holding numerous new drug patents, Donghwa Pharmaceutical has consistently secured the top position in the digestive medicine category of the Korean Industrial Brand Power for 19 consecutive years. The company has been designated as a 'Golden Brand,' and its products have high levels of awareness, making them highly difficult to imitate. Lastly, the organization is structured to efficiently utilize resources such as a transparent hierarchical system, fair personnel management, diverse training programs, and high employee welfare and salaries. This study systematically analyzes the core values of Donghwa Pharmaceutical from a managerial perspective and proposes directions for the company to evolve into a long-lasting enterprise. The research outcomes will provide valuable insights for formulating long-term management strategies.

• Journal of Distribution Science
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• v.13 no.2
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• pp.55-62
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• 2015

Purpose - This study aims to investigate the success factors pertaining to K-POPs from an analysis of the internal business environment. Much research has investigated Korean Moves or how to popularize them. The research mainly focused on aspects of Korean Moves. However, few studies have attempted to examine Korean Moves or K-POPs from a managerial viewpoint. The current research tries to investigate the success factors of K-POP from strategic perspectives, specifically utilizing internal resource based view perspectives. It differentiates itself by looking at the competitiveness of K-POP from the internal resources. Research design, data, and methodology - In the entertainment industry, where creativity is heavily stressed, competitiveness is often regarded within the organization as a form of intangible asset, knowledge, or technology that is often related with the organization's personnel. Some research has tried to reveal the competitiveness of K-POP using Porter's competitiveness of nations framework. Others utilize the adapted model of Porter's structure. However, these models only look at the outside environment, and not inside a firm's resource, knowledge, or capabilities. This research utilizes the VRIO model to examine the internal resources and capabilities of K-POP producers. The model measures whether a firm's internal resources and capabilities are valuable, rare, difficult to imitate by competitors, or organizable. The research covered businesses whose yearly revenue exceeds $10 Million in music planning and recording in South Korea. There were only thirteen such companies (one percent of the total population). Of these, companies for whom 20 percent or more of the sales revenue comes from the abroad are targeted. Only seven are selected and these participated in the research. In order to find a firm's internal resources, we conducted qualitative research methodology. Their business names and persons who participated in this research are not revealed due to case sensitive issues. Instead, we use unrelated initials for their names and their statements. Results - From the in-depth interview with top-tier K-POP producers and managers, the current research tried to identify resources and capabilities that helped to strengthen their competitiveness. These resources and capabilities are sought from the scope of the VRIO model, which looks at the internal resources and capabilities from the scope of value, rarity, imitability, and organization. Interviews with the top tier producers and managers reveal the internal success factors of K-POPs. We conclude that these resources and capabilities are from internally accumulated producing know-how, unique managing (training) system, and outstanding all-round entertainment capabilities of the performers. Conclusions - These results indicate that the core resources and capabilities of K-POP are robust. It will take a significant amount of time and money to imitate for followers, because these resources and capabilities are the result of time investment and are embedded into producers' and performers' know-how. Taking Luo (2000)'s argument, K-POP is in the second stage of the globalization process, which is configuring and allocation resource capabilities to a global scope.