• Journal of Information Technology Applications and Management
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• v.9 no.3
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• pp.57-78
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• 2002

This paper studios billing mechanisms of value-added telephone services In Korea and major foreign countries. The billing methods of toll-free phone service, voice Information service, one number service, personal number service and calling card service ate compared with each other. The results show that several differences are identified among service providers due to the difference of the regulation, numbering mechanism and underlying networks employed. This paper also provides implications and suggestions to incumbent Korean value-added service providers and regulators

• 한국경영정보학회:학술대회논문집
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• 2007.11a
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• pp.527-532
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• 2007

Differentiation strategies have been suggested as the critical sources of competitive advantage in B2C industry where customers can switch internet shopping mall with one click with virtually no transaction cost. Indeed, competition on low pricing cannot be a viable strategy in B2C industry. Moreover, cultivating customer loyalty to attain profitability is still a challenging task for most internet shopping mall. In this study, we provide empirical analysis results on key managerial variables that indicate the difference between the product categories in terms of customer perception on relative value importance. We first identified comprehensive managerial variables and organized them in terms of customer decision stage. Next, with reference to extant literatures on product characteristics based e-commerce strategy, hypotheses are developed to formalize the customer value differences on the key managerial variables. Empirical testing results indicated that there are significant differences on customer perceived value of the key managerial variables between the product groups. The findings provide useful insight for further study on e-commerce differentiation strategy.

• Journal of the military operations research society of Korea
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• v.30 no.1
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• pp.70-80
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• 2004

In discrete red and black, you can stake any amount s in your possession, but the value of s takes positive integer value. Suppose your goal is N and your current fortune is f, with 0＜f＜N. You win back your stake and as much more with probability p and lose your stake with probability, q = 1-p. In this study, we consider optimum strategies for this game with the value of p greater than $\frac{1}{2}$ where the player has the advantage over the house. The optimum strategy at any f when p>$\frac{1}{2}$ is to play timidly, which is to bet 1 all the time. This is called as Timid1 strategy. In this paper, we perform the simulation study to show that the Timid1 strategy is optimum in discrete red and black when p＞\frac{1}{2}.

• Journal of the military operations research society of Korea
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• v.31 no.1
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• pp.122-129
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• 2005

In discrete red and black, you can stake any amount s in your possession, but the value of s takes positive integer value. Suppose your goal is N and your current fortune is ${\Large\;f},\;with\;O<{\Large\;f}. You win back your stake and as much more with probability p and lose your stake with probability, q=1-p. In this study, we consider optimum strategies for this game with the value of p less than ${\frac{1}{2}}$ where the house has the advantage over the player. It is shown that the optimum strategy at any ${\Large\;f}$ is the DBold strategy which is to play boldly in discrete red and black when $p<{\frac{1}{2}}$. And then, we perform the simulation study to show that this strategy, which is to bet as much as you can, is optimal in discrete case.

• Knowledge Management Research
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• v.17 no.3
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• pp.181-206
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• 2016

Under the influence of growing popularity of "hallyu" (Korean wave), corporates that have copyrights such as music, movie, drama as their core competitiveness are showing continuing growth. In Addition, they built on contents are rapidly growing, interests in protection and management of intellectual property rights linked to contents are growing. Global contents development corporates are making great efforts to create profits out of copyrights. They could utilize original contents to strengthen brand value use it to produce additional contents in current market. Also they take advantage of existing storyline of the contents and strong brand to explore new markets. This paper looks into Value articulation model by Professor James Conley and analyzed the firms that utilized intellectual property rights to extend the period of protection, strengthen their competitiveness and succeeded in breaking into new market by using the rights they possess. Also, this paper examines the usage of intellectual property rights and business expansion strategy of of Iconix, the Korean entertainment company, which gained tremendous popularity in last ten years using this model. In Value articulation model, Conley classifies the process of exploiting the portfolio of the single product's(or service's) intellectual property right for a period of time into three stages ; value transference, value translation, value transportation. Pororo's strategy of utilizing intellectual property right is suggestive to domestic entertainment companies. Under the influence of hallyu" (Korean wave), domestic contents such as movies, dramas and music are enjoying the high level of popularity recently not to mention animations. In reality, Korean entertainment companies who have no background or experience of Intellectual property rights are not creating enough added values compared to fast growing market. It is believed Iconix's intellectual property rights management strategy will suggest positive aspects to domestic companies. Moreover, I hope various intellectual property rights management strategies including Conley's value articulation are studied and they can make contributions to managing domestic entertainment companies.

• Journal of Information Technology Services
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• v.11 no.2
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• pp.307-317
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• 2012

We investigate the long-term effect of servitization strategy on firm value. Manufacturing companies recognize servitization as their competitive strategies. While most of existing literature have focused on developing theory, presenting framework, or cases, only a few papers examine effects of servitization strategy empirically. We aims to empirically test the long-term relationship between servitization strategy and firm value. Service ratio and Tobin's q are used to measure the degree of servitization and firm performance, respectively. Data set covers 130 manufacturing companies for 12 years from 1998 to 2009.

• ETRI Journal
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• v.32 no.1
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• pp.169-171
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• 2010

Even though Internet phone service (IPS) continues to evolve in terms of quality and competitive pricing compared with the public switched telephone network (PSTN), the number of Internet phone subscribers is still low in South Korea. The Korean government decided to apply number portability to the IPS market in 2008. This study expresses its value in monetary terms with a contingent valuation approach. With this methodology, this study investigates the willingness of 316 current PSTN subscribers to pay for IPS, using a specific survey method called double-bounded dichotomous choices, to obtain more accurate data. The results show that the calculated value of Internet phone number portability positively impacts consumer welfare.

• International Journal of Advanced Culture Technology
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• v.11 no.3
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• pp.338-345
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• 2023

Nowadays, many companies are striving to turn customer value into business value. Customer Relationship Management is a management system that develops effective and efficient marketing strategies by classifying customers in detail based on their information, i.e. databases, and consists of various information technologies. To implement this management system, a customer integration database must be established, and customer characteristics (buying behavior, preferences, etc.) must be analyzed with the databases established and the behavior of each customer must be predicted. This study aims to systematically manage a large amount of customer data generated by companies that apply Customer Relationship Management, in order to develop data design and data governance strategies that should be considered to increase customer value and even company value. We mainly looked at the characteristics of customer relationship management and data governance, and then explored the link between the field of customer relationship management and data governance. In addition, we have developed a data strategy that companies need to perform data governance for customer relationship management.

• 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.

• Archives of design research
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• v.19 no.5 s.67
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• pp.191-202
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• 2006

Recently the market environment surrounding business firms has been remarkably changed due to the increasing variety of consumption value and taste. On account of technological gap becoming narrower among business firms, the most important thing is for the soft value, such as that of emotional and subjective factors, in order for business firms to be able to create such strategic positioning, for which business firms should first look carefully into latent needs and values of the consumers. Since such products possessing those factors are able to supply the consumers with an appropriate value in attractive forms and meanings, new product development for the valuable products initiates a very important strategic action for securing the strategic positioning. The purpose of this paper is to study the strategic position and role of design in new product development strategy. Design has become the momentous competence of an enterprise in the most recent. Design performs its strategic role as a bridge between a business firm and the consumers. Consumers perceive value added by their purchase of products with attractive designs offered by business firms and, then, satisfy their emotional and subjective value with the products. This study, however, reviewed a new angle on the role of design as an implement for discovering consumers' latent needs and values which could be main factors for obtaining the strategic positioning. In other words, this study intended to suggest a new strategic role of design as value suppliers in new product development strategy for firms formulating and implementing their business strategies. For the new angle on the role of design, this study discussed a new approach of design strategy and intended to formulate its system first. And then, it suggested a general idea for strategic design analysis and its methodology, ethnography, as a strategic value creator. Finally, the suitability and usefulness of strategic design analysis for new product development strategy was discussed.