• Journal of Information Processing Systems
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• v.7 no.2
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• pp.385-396
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• 2011

Information technology is changing the business value chain and business systems. This situation is due to the business value chain and the value creation factors in business. Technology companies and researchers are developing new businesses, but many companies and researchers cannot find successful ways to analyze and develop a business in a specific way. In this paper, the following will be explored. First, the value creation motive in business is analyzed through a literary review. Second, business attributes are analyzed while considering the value creation motive and business factors in management. Finally, the business attributes of information technology are studied through a review of previous research that has been conducted on this topic.

• 한국IT서비스학회:학술대회논문집
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• 2006.11a
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• pp.60-65
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• 2006

The authors map some of the current Business Models in the Massively Multiplayer Online Player scenario. These maps represent Value Creation Systems by resorting to Value Net constructs and notations, and are offered here as a proof of concept and utility. The authors claim that these mappings can enable readers, managers and IT experts, to build new insights onto such Business Models and develop requirements for Information System infrastructure. When approaching the Value Creation System as a Value Net the goal is to think outside the conceptual box of Value Chains and understand how the different activities interact, by exposing the multiplicity of value types and flows. In doing this study the authors are attempting to synthesize a new Business Model proposal that could underlie the development of an infrastructure for the collaborative creation, distribution and exploration of online massively multiplayer games, beyond the traditional producer-consumer roles.

• Asia pacific journal of information systems
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• v.31 no.3
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• pp.415-432
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• 2021

The growth of social media has enabled firms to create virtual organizations (online communities) in which value can be co-created with members. Yet, current typologies of firm-sponsored online communities focus either on the firm or participants, and not the interaction between them. This paper provides a systematic review of the online community literature from 2000 to 2018 to develop an understanding of the types of firm-sponsored online communities and the co-creation of value within them. Four types of sponsored online communities are found. These can be differentiated based on the output for the sponsoring firm and the level of self-organization of the communities. This study contributes to the discussion of value co-creation by (i) shedding light on differences among firm-sponsored online community types based on the level and nature of interaction within an online community; and (ii) examining the perceived value co-created through community interactive experiences.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.3
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• pp.127-136
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• 2014

As a new management paradigm, co-creation for creating new value through collaboration with stakeholders, including customers, distributers, suppliers, and partner organizations has been issued in the private and public organizations. To collectively create new value, effective communication tools among the interest groups should be provided. In fact, most of organizations have utilized information technology such as home pages and SNS for distributing information and respecting customer opinions. However, they are seriously experiencing in difficulty of systematic management and overlapped investment on information technology for co-creation. Thus, this study proposes the conceptual model for co-creation platform through case studies and it is verified by scenario analysis and experts. The study contributes to accumulate knowledge in the area of co-creation platform. It also defines the requirements and the functions for the design of co-creation platform for practitioners.

• Management & Information Systems Review
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• v.37 no.2
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• pp.169-185
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• 2018

Customers are not merely responders but rather active value creators. As a result most researches related to customer value creation behavior focus on customer participation behavior and interaction between service provider and customer. This study set the research model to examine the correlation between customer to customer interaction, brand attachment and customer value creation behavior. For this study, the relationship among social support, C-to-C social interaction, similarity, brand attachment, and customer value creation behavior were modelled and used to validate our hypotheses. A path model was verified with structural equation modeling using dataset from survey. Results of this study are summarized as follows. First, this study show the C-to-C social interaction, such as social support, C-to-C social interaction, similarity have effects on brand attachment. Thus, this was statistically significant although dismissed from hypothesis verification. Second, the structural correlation shows brand attachment has positive effect on customer value creation behavior The findings suggest that managers need to identify and pay attention to positive customer to customer interaction in the service encounter so that it influence customer brand attachment and customer value creation behavior which is the competitive advantages of service brand.

• Journal of the Korea Safety Management & Science
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• v.10 no.2
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• pp.105-111
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• 2008

Six sigma has been evolved into three generations. The first generation focused on eliminating or reducing defects as Motorola originally developed and applied. The second generation focused on reducing costs and improving process efficiency as GE extended the first generation. The next generation of six sigma such as D2MAIC(Discovery, Define, Measure, Analyze, Improve, Control) and ICRA(Innovate, Configure, Realize, Attenuate) has been discussed since the beginning of the 21st century. Although the third generation of six sigma emphasizes value creation, but there are few specific tools for its implementation. In this thesis, some tools for finding opportunities for value creation are suggested. It is explained and discussed with examples how the tools can be applied.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.371-375
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• 2004

As the importance of customers has been emphasized, most companies began to operate various CRM strategies to understand and manage customers' needs. The investments that businesses are making are categorized into four areas. The first area of investments is in contact centers and channels to manage the voice of customers. The second area is in loyalty management, target marketing using segmentation, profiling, profitability analysis and targeting. The third one is involved in the measurement of customer satisfaction. The last one is planning to deliver products and services to appropriate customers. Despite the various efforts, it is lowering the efficiency of these investments and interrupting their value creation that these are being operated independently in different departments. All CRM activities of an enterprise should be processed interactively and consistently for a common goal; value creation, to overcome these shortcomings. In this research, we propose CS Road Map that systematizes the four kinds of CRM activities; VOC management, survey activities, loyalty management and planning. Under this road map, these four activities will achieve the improvement of service qualities, customer satisfaction and further value creation. This paper demonstrates the road map that is built for a service industry emphasizing the objectives and strategies of the four categories.

• Journal of Distribution Science
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• v.20 no.8
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• pp.9-20
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• 2022

Purpose: Distribution competence plays a key role in supply chain management. A successful distribution system will bring high values and profit for company. Omni-channel is a modern type of distribution which is used by many companies to access customers more effectively. This research is about the influence of distribution competence on customer value creation, competitive advantage and business performance of retailers in omni-channel. Research design, data and methodology: Questionnaires were issued to 200 managers who have experiences in using an Omni-channel to provide consumer goods. PLS-SEM is used to check the relationship among these above factors in omni-channel in Vietnam context. Results: Distribution competence has positive direct effect on business performance. At the same time, it has positive indirect effect on business performance through the mediating role of customer value creation and competitive advantage. Moreover, the role of mediating variables make contribution to strengthen the relationship of distribution competence and business performance in omni-channel. Conclusions: Through distribution competence, retailers can get competitive advantage, create more values for customers and increase business performance in omni channel in Vietnam.

• The Journal of the Korea Contents Association
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• v.21 no.7
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• pp.374-385
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• 2021

Brand community refers to a group of consumers who are passionate about the brand, and actively participate in enhancing the brand value. This study examines the impact of brand community experience on brand satisfaction, brand trust, and brand value co-creation, focusing on BTS's fan community, 'ARMY'. The results show that the value of aesthetic sensitivity, self-consistency, and intellectual fulfillment, obtained through brand community experiences, had a positive impact on brand satisfaction and brand trust, and brand value co-creation. The implications of this study are as follows: First, rather than company-centered traditional marketing campaign strategies, future brand marketing strategies should focus on nurturing brand communities through which encourage emotional communication and solidarity between consumers and companies. Second, in order to enhance brand community experiences, it is necessary to provide various opportunities to satisfy customers' intellectual curiosity and self-consistency as well as sensory stimuli related to the brand.

• Journal of Korea Game Society
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• v.16 no.6
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• pp.173-184
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• 2016

This research explores strategy for game developers to select platforms in the game industry where are traditional two-sided market focusing on mobile game platforms. We conducted content qualitative analysis by collecting data through contents on online and offline and interviewed four CEO of game developers to secure validity and reliability as well. The results of the research are the following: First, platforms selection factors of game developers are game implementation ability and technical stability, marketing competence of platforms, and profitability creation. Second. the initiative of mobile game platforms has handed over from first generation of mobile games to second mobile games according to their value creation and value capture.