• The Journal of Industrial Distribution & Business
• /
• v.9 no.11
• /
• pp.17-24
• /
• 2018

Purpose - The portability, functionality, and convenience of smart phones are constantly updated. With the rapid popularization of users of mobile terminals, Xiaomi is also developing rapidly. In February 2015, the users of Xiaomi exceeded 100 million people. As a transnational industry, Xiaomi has developed rapidly in not only China but also Korea. However, through the literature review, there is no radmissible study on the Xiaomi mobile telephones in the Korean market, so it is necessary to study the Xiaomi mobile phones in Korean market. Research design, data, and methodology - Figure analysis of data and social science analytical software of IBM SPSS AMOS 23.0 and IBM Statistics 23.0 were used for all the data researched. Results - First, the innovative diffusion temperament and the compatibility of Xiaomi have positive impacts on achievement expectations and effort expectations. Second, the innovative diffusion temperament and the complexity of Xiaomi have negative impacts on achievement expectations and effort expectations. Third, the innovative diffusion characteristics and the relative superiority of Xiaomi have positive impacts on achievement expectations and effort expectations. Conclusions - Through the analysis of the prior study, the innovation acceptance characteristics consist of compatibility, complexity, relative superiority, observation possibility, and the attempt possibility; the technical acceptance characteristics consist of achievement expectations, effort expectations, social influence, promotion condition, the study conducts relevant research on the continued use intention and analyze the hypothesis of research model.

• International Journal of Advanced Culture Technology
• /
• v.9 no.1
• /
• pp.52-57
• /
• 2021

Most internet companies in China are learning from Xiaomi Corporation's management model and to improving their organizational structures and human resource management practices. This study analyzed the development situation of Chinese Internet economy and the Internet thinking of Xiaomi which is a role model of Chinese Internet companies. In addition, we studied Xiaomi's organizational structure, human resource management, employee training, performance management and incentive system. In particular, Xiaomi's human resource management system has a great influence on the company's high performance and efficient service culture. Furthermore, the organization of Xiaomi is horizontally divided into three floors (7 key founders, department heads, and employees), each floor is managed by one founder. Xiaomi is interested in and considers not only the work of new employees, but also personal issues, and is concerned with the work of others in performance management and shares responsibility. Xiaomi adopts a unique and rational human resource management model, guaranteeing a lot of work autonomy for employees, and improving organizational performance.

• East Asian Journal of Business Economics (EAJBE)
• /
• v.6 no.3
• /
• pp.16-23
• /
• 2018

Purpose - 2013 to 2014 was a transitional situation in which China's Smartphone industry was fluctuating. So in this paper, we will look at the strategies and achievements of Xiaomi, a company that has emerged in this situation and topped the market share. In particular, the purpose of this paper is to analyze why Xiaomi, which is considered a copycat, was able to succeed in the smartphone market four years after entering the market and analyze its strategy. Research design and methodology - Various secondary data are to be used for this study. Using various newspaper articles as well as corporate reports, the company analyzes the transitional situation from 2013 to 2014 and the competitors together. Through these analyses, Xiaomi's strengths are selected objectively and analyzed to identify the factors that made Xiaomi successful. Results - After China's transitional shift in 2014, Xiaomi brought about a 152.3 percent share change over the previous year. In addition, it surpassed Samsung Electronics, which has been the industry's No. 1 player, in 2014, and achieved the No. 1 ranking with a 16 percent share. Xiaomi Mi4's phone had a strong point of maintaining low price while being loaded with high performance. Conclusions - Xiaomi's success is because its price and performance was excellent. Xiaomi's Mi4's specifications were not far behind its competitors', but it was very cheap compared to its competitors' prices. They also valued software and used talent-oriented human resource strategies. Plus, it created the 'Mifan' culture successfully and benchmarked the strengths of its competitors smartly.

• International Journal of Internet, Broadcasting and Communication
• /
• v.13 no.1
• /
• pp.20-25
• /
• 2021

In the background of the rapid development of the IoT, smart home work is becoming more and more important to each science and technology company. Smart home provides a safe, comfortable, high-quality, high-performance smart home living space compared to general homes, and at the same time It is responding to the low-carbon, eco-friendly global trend. Growth drivers driving the smart home market are increasing the number of Internet users, increasing disposable income in developing countries, increasing the importance of remote home monitoring, and increasing the need for energy saving and low carbon. In 2013-2014, Xiaomi launched a series of smart routers and smart home hardware devices. In 2015, it announced the latest product of the Xiaomi Ecological Chain, the "Smart Home Package," and in 2016 launched the MIJIA brand to invest in various smart product companies. In 2017, Xiaomi announced a plan to build an open smart hardware MIOT platform. We investigated the management strategy of Xiaomi home smart service based on IOT. The management strategy was divided into cost lead strategy, differentiation strategy of Xiaomi home service, and AIOT strategy of Xiaomi smart home.

• Journal of Korean Society for Quality Management
• /
• v.52 no.2
• /
• pp.323-340
• /
• 2024

Purpose: The purpose of this study was to propose useful suggestions by analyzing research Xiaomi which are big data analyses, by collecting data based on Customer Perception in Textom. Methods: The collected data through scraping social media on the Textom site. And data preprocessing was performed using deleting and organizing data(text) that are duplicated, irrelevant, and where there is no meaning. The derived data were analyzed using Textom and Ucinet 6.0 with Text Analysis, WordClould, TF-IDF, Network Analysis, and Emotional analysis. Results: The results of this study are as follows; although the results of Xiaomi's text at domestic and global were similar, it was analyzed that there were perceptions of Xiaomi-related smart home products and cost-effectiveness in Korea, while in foreign countries, there were perceptions of functions and performance centered on smartphones. At domestic and global, the perception of Xiaomi was analyzed to be positive, and implications were presented based on these analysis results. Conclusion: Based on the results, if the product's performance or product competitiveness is considered to be meaningful in the market, and it is expected that there will be an opportunity to change the overall image of Chinese products.

• Journal of the Korea Society of Computer and Information
• /
• v.29 no.9
• /
• pp.225-236
• /
• 2024

This study focuses on Xiaomi, which has gained attention amid the Fourth Industrial Revolution. Using Textom, customer perceptions of Xiaomi were collected over approximately 10 years and analyzed. Data from 2015 to 2023 were used to compare customer perceptions in South Korea and China. The analysis revealed that before 2016, both countries focused on Xiaomi as a company and its basic products. However, after 2016, perceptions shifted to include keywords related to expansion products. Additionally, perceptions of Xiaomi were positive in both countries, with South Korea showing an increasing positivity, while China maintained positive views. This suggests that entry barriers for Xiaomi in the domestic market have decreased significantly. Future research should involve big data analysis and comparative studies with other countries for more objective insights.

• Information Systems Review
• /
• v.18 no.2
• /
• pp.1-22
• /
• 2016

In response to changes in the global market environment, companies in the Information and Communications Technology (ICT) industry have begun to pursue cooperation and competition on a business ecosystem level. In particular, to become a leader in the new growth engine industry of Internet of Things (IoT), companies around the globe aim to consolidate vertically up the value chain through a solid establishment of their platforms. This paper looks at Samsung and Xiaomi, whose strategies for creating an ecosystem based on their own platforms differ in accordance to the ecosystem in which they compete. An analysis of these two companies indicate that Samsung pursues a strategy to become the market standard by openly sharing its platform with complementary companies, whereas Xiaomi pursues a strategy that achieves value as a channel owner through the restriction on which companies may become partners. This paper concludes that as Samsung and Xiaomi strive to become IoT industry leaders, each company pursues a variant of a platform-based value chain integration strategy based on the specific nature of the ecosystems in which they compete, thereby creating value through a symbiotic relationship with their partner companies.

• Journal of Korean Society for Quality Management
• /
• v.44 no.3
• /
• pp.689-706
• /
• 2016

Purpose: This study identifies causality in IoT-based healthcare user's experience(playful experience, economical experience), trust, usage, degree of dependence and continuous use intention, especially focused on chinese case. Methods: Face to face interviews was conducted for people who has experience in the use of the Xiaomi Mi band. This study used Partial Least Square(PLS) method with the questionnaires from the interview. Results: IoT-based healthcare users taking playful experience have a strong trust in a positive economic experiences. Also, the user recognizing the experience as an economic one shows stronger intention to use continuously. Conclusion: By getting healthcare users have more economic experience, they have continuous use intention of healthcare product. The empirical findings can be applied to the related companies strategy building.

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.2
• /
• pp.353-364
• /
• 2021

Originating in value congruence theory, this study aims to give a clear understanding of the transformation process of consumers from incumbent technology to disruptive innovation technology. Moreover, the moderating effect of personal innovativeness in the process of consumers' switching to disruptive innovation is investigated. This study combines value congruence with expectation-disconfirmation theory, technology-switching theory, and the personal innovativeness of the disruptive innovation product, explaining why consumers have transformed from an incumbent product into a disruptive innovation. Data was collected through a questionnaire from 280 smartphone users in China. The respondents were mainly potential consumers who had never bought Redmi phones, namely, a smart product owned by the renowned Chinese company Xiaomi. The hypothesis of the research model is based on the example of the Redmi smartphone, which has been confirmed by existing smartphone users in China. Through investigation, the results of multivariable regression analysis show the decisive variables that influence consumer intentions, and we analyze the role of personal innovativeness in moderating between dissatisfaction with the incumbent product and purchase intention of a product based on disruptive innovation. The findings of this study can provide a certain reference for the sustainable growth of Xiaomi and the development of new products.

• Asian Journal of Innovation and Policy
• /
• v.5 no.1
• /
• pp.1-18
• /
• 2016

Catch-up is a well-known and familiar terminology for innovation scholars in developing countries such as Taiwan, Korea and China. The strategy, however, is too difficult to perform in each industry. This study looks into a catch-up strategy that Apple and Xiaomi used and examines the results on the creative imitation of business model in the smartphone industry. It is quite surprising that even Apple is based on catch-up strategy. They wanted to catch-up Nokia. Our case study shows that these two companies quickly caught up with the leaders, and the common feature of their strategy is characterized as creative imitation of business model. Creative imitation of business model is different from creative imitation of innovation. Furthermore, this research confirms that the creative imitation of business model leads to aggressive creative innovation.