• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.209-212
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• 2007

A very detail instruction of a m-Business application case for small scale company is given. Two results are proved. The one is that m-business application can reduce system building and maintaining fee. The other is that m-business application should running on the mobile machine with caching some application data on it.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.137-147
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• 2016

The purpose of this paper is to highlight the importance of the use of two analytical tools to the business and the academic world. The 'business model canvas' originally developed by Osterwalder and Pigneur(2010) consists of 9 building blocks, and provides an overview of the business model in a single page. The '10 types of innovation model' presented in Keeley et al.(2013), shows the framework and cases for innovating business model. Two tools contain the whole components of business model from value proposition, value creation, value delivery to value capture. Two tools, however can not provide much new idea for managers to improve the existing business model. Developing various business model cases and innovative business model archetypes are needed.

• Culinary science and hospitality research
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• v.19 no.1
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• pp.42-56
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• 2013

This study showed that a sales executive officer, a founder of foodservice, and marketing methods and activities influence the duration of business and business performance. The hypotheses of the study are as follows. First, a foodservice business will influence marketing management. Second, marketing management will influence business performance. Third, founding a foodservice business influences business performance. Fourth, marketing management will influence the duration of business. Fifth, business performance will influence the duration of business. As a result, all the hypotheses are adopted. Consequently, business methods such as marketing activities and costs should be continually studied to improve management, and founders and managers should invest in marketing management in various ways.

• The Journal of Information Systems
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• v.10 no.1
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• pp.323-352
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• 2001

Venture business plays a great role in creating national competitive power in every country. In particular, software venture business can mostly belong to manufacturing business, and takes the top seat of core industry as the basis of globalization, informatization and localization as well as the driving force of national competitive power. However, software venture business still has some risks in the whole area of business administration including the process of business starting. There are also problems to be solved in such areas as manager's ability, leadership, talent, level of technical development, marketing channel, recruiting of marketing specialists, financial plan and fund raising. In this respect, this study divides 102 software venture businesses into two; business in the stage of growth and matured business through the analysis of questionnaire and analyzes their present managerial conditions according to their characteristics after classifying them into four categories such as general management, technical development, marketing, finance and accounting. Therefore, this study attempts to provide the basic data useful for business activities of software venture business from now on. The results are as follows; First, it can be judged that software venture businesses make efforts for their technical development in their character, and that they make a great investment in research and development. Consequently, it can be believed that this kind of investment must be continued in the future. Second, it can be seen that they are not much interested in marketing and its manpower. In fact, software venture businesses develop products technically at the risk of their life, while marketing plays an important role in the continuity of business. Thus, it is necessary for them to invest in the supplement of manpower in marketing. Third, it is observed that they generally have some difficulties in raising money from outside. By the way, it. is believed that this problem will be solved by appealing to the persons interested such as investors and creditors, if evaluation system would be developed more exquisitely so that their accounting and technical value may be appraised.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.153-164
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• 2013

Business model innovation creates differentiated value to customers by transforming various elements of doing business. Rather than focusing singularly on either the external or internal environment, the business model innovation aims to identify the optimal combination of internal resources, competence, and the external factors, such as customer's needs and new opportunity. However, due to lack of clear definition of business model innovation, and inability to generate company's core business model, business model innovation has been difficult for companies to lead next growth. This paper reviews existing definitions of business model innovation and explore existing types of business model innovation and timing of business model innovation through two case studies. Concept of business model innovation which we identify, is composed of value proposition, value creation through value chains and networks, and profit model innovation. Finally, we demonstrates that already successful businesses can also create new values through business model innovation and adaptive advantage, even in a rapidly changing market environment.

• Journal of Korea Game Society
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• v.9 no.1
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• pp.43-54
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• 2009

This paper is written for analyzing the history of the Korean game legislation system. The regulation system of amusement place business that is discussed in this paper was started at the Enforcement Rule of the Amusement Place Act of 1973. It was maintained till 1999 and comes under the quickening period of the current game legislation. The legal regulation of this times was accomplished through the Amusement Place Act, the Amusement Place Business Act and the Public Health Act. The amusement place business was differentiated into the athletics facility business, the amusement facility business and the game proffer business of current legislations. The game proffer business succeeds to the kernel of the regulation system of amusement place business. Therefore, The basis of the current game legislation was constituted in the times of the regulation system of amusement place business. Two cores of the regulation system of amusement place business, (1) the separation of the amusement instrument and the speculation, (2) the regulation of a place of business, are still the important issues of the current game legislation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.6
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• pp.153-161
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• 2016

Small business start-up competition in the market has become overheated. It is effected by early retirement and unemployment, specially youth employment. It is a research on small business owners' satisfaction of SEMAS(Small Enterprise and Market Service) based on the funding policy, education and consulting program. It has surveyed 272 small business owners living Gyeongsangnam-province from January 2013 to September 2015. In addition, it analyzes some factors such as motivation, business model, item, owner's experience, sales and demographic by small business owner. Analysis results, the satisfaction of small business that uses support system is shown to be significantly related with education degree, entrepreneur motivation, and business kind is partly related. It will conduct a decision-making governor to help small business owners entered the start-up market and.

• Journal of Korea Multimedia Society
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• v.6 no.5
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• pp.928-936
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• 2003

In terms of B2B, business partners require works that define 1h13ir ability to operate business collaboration. The document outlining collaboration is the basis of improving the system of business partner and its interoperability. In addition, the definition of business interaction that is based on the documents demonstrating inter-cooperation of business companies is needed to function interoperability properly, and business trading is performed depending on the documents that define reciprocal action of collaboration. In ebXML, CPP(Collaboration-Protocol Profile) defines one business partner's technical capabilities to engage in electronic business collaborations with other partners by exchanging electronic messages. A CPA(Collaboration-Protocol Agreement) documents the technical agreement between two partners to engage in electronic business collaboration. In this paper, I draw up a plan for a composer system that deals with business collaboration document to ameliorate the interoperability of B2B companies.

• The KIPS Transactions:PartD
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• v.13D no.4 s.107
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• pp.535-548
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• 2006

To formally describe business process, many business process languages have been so far specified with different origins and goals such as XPDL, BPML and BPELAWS. Especially, XPDL proposed by WfMC has been widely used in various business process environments for a long time. On the other hand, the necessity of a standard graphical notation for a business process may create BPMN driven by BPMI. Because BPMN is composed of graphical constructs which can be used to graphically depict business process, BPMN-formed business processes should ultimately be converted to their corresponding semantically equivalent business process language(XPDL). Then, the business process languages can be consequently executed by business process engines. In this paper, we proposed a transformation mechanism from BPMN to XPDL for a business process. By this paper, We minimized the difference between process designers and process execution modules as reducing the gap of semantics between BPMN and XPDL.

• Journal of Fashion Business
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• v.9 no.2
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• pp.1-19
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• 2005

The purpose of this study is to investigate the practice d social marketing of fashion business in Korea. A questionnaire was designed by the researcher and consisted of items of 30 items of social marketing practice in fashion business. Responsers are administrators and merchandisers who work in fashion business. Data were analyged using SPSS by frequency, mean, standard deviation, $x^2$-test, ANOVA and Duncan's multiple range test. The results of this study were as follows : 1. In decision-making method of social marketing, degrees of practice were shown comparatively high. And, three practice factors (consumerism, humanism, and environmentalism) showed indifference in six business characteristics (store type, staff number, annual budget, annual education method, education frequency, and the location). 2. In feedforward method of social marketing, degrees of practice were shown comparatively high. And, two practice factors (business strategy, and product strategy) showed indifference in seven business characteristics (date of establishment, store type, staff number, annual budget, education method, annual education frequency, and the location). 3. In administrative method of social marketing, degrees d practice were shown comparatively high. And, four practice factors (product development, price decision, distribution management, and advertisement and promotion) showed indifference in eight business characteristics (date d establishment, store type, staff number, annual budget, education method, annual education frequency, the location, and distribution structure). 4. In total system method of social marketing, degrees of practice were shown comparatively high. And, two practice factors (marketing planning, and self-audits system) showed indifference in six business characteristics (business size, store type, annual budget, education method, annual education frequency, and distribution structure). The present findings provide that social marketing of fashion business in korea has been practiced comparatively high.