• 산경연구논집
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• 제9권11호
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• pp.17-24
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• 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
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• 제9권1호
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• pp.52-57
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• 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.

• 동아시아경상학회지
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• 제6권3호
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• pp.16-23
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• 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
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• 제13권1호
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• pp.20-25
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• 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.

• 품질경영학회지
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• 제52권2호
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• pp.323-340
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• 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.

• 한국컴퓨터정보학회논문지
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• 제29권9호
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• pp.225-236
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• 2024

본 연구는 4차 산업혁명으로 변화되면서 이슈가 되고 있는 샤오미를 연구하였다. 약 10년간 샤오미에 대한 고객 인식을 Textom을 활용해 수집 및, 텍스트 분석을 실시하였다. 2015년부터 2023년까지 종단데이터를 활용해 중국의 고객인식과 비교분석해보았다. 텍스트분석을 위해 단어분석와 CONCOR분석, 토픽모델링분석 및 감성분석을 실시하였다. 분석결과 첫째, 한국과 중국 모두 초기(2016년 이전)에는 샤오미 기업 및 기본 제품 중심이었으나, 2016이후에는 샤오미 인식이 증가, 확장 제품이나 loT나 농업제품 등에 대한 키워드가 도출되었다. 둘째, 한국과 중국 샤오미에 대한 인식이 긍정적이다. 한국은 샤오미에 대한 인식이 긍정적으로 변화되고 있음을 알 수 있으며 진입 장벽이 많이 낮아졌음을 알 수 있다. 중국 본토내에서 긍정적인 인식을 유지하고 있다. 향후 빅데이터 관련 다양한 분석 및 타국가와의 비교분석을 통해 지속적인 연구를 통해 일반화시킬 수 있는 더욱 객관적인 시사점을 도출할 필요가 있다.

• 경영정보학연구
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• 제18권2호
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• pp.1-22
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• 2016

글로벌 시장 환경 변화에 따라 ICT 산업 내 기업들은 기업생태계 단위의 경쟁 및 협력을 추구하게 되었다. 특히 신성장동력 산업인 IoT 산업을 선도하기 위해 각국의 기업들은 플랫폼 영역의 장악을 중심으로 가치사슬의 다른 영역까지 유기적으로 연계하려는 모습을 보이고 있다. 삼성과 샤오미 역시 IoT 산업에 진출하기 위해 자체 플랫폼을 개발하여 이를 중심으로 기업생태계를 구성하는 전략을 추구하고 있으나, 두 기업의 세부 전략은 기업생태계 유형에 따라 상이하게 나타났다. 두 기업의 가치사슬과 기업생태계 분석 결과, 삼성은 개방적인 플랫폼을 부품 및 보완기업에게 공유함으로써 시장 표준을 선점하고자 하는 기술요소형으로, 샤오미는 폐쇄적인 플랫폼으로 참여 기업들을 통제하는 채널통제형 기업생태계로 구분됐다. 이에 따라 삼성과 샤오미는 각 기업생태계 유형에 따라 적합한 전략을 모색하여, 생태계 내 참여자들과 유기적으로 상호작용하며 가치를 창출해야 할 것으로 분석할 수 있었다.

• 품질경영학회지
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• 제44권3호
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• pp.689-706
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• 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
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• 제8권2호
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• pp.353-364
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• 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
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• 제5권1호
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• pp.1-18
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• 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.