• Management & Information Systems Review
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• v.4
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• pp.557-572
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• 2000

Nowadays, after beginning of 21 centuries, owing to simplify market, the world is in the era of an influx of new paradigm that requires infinite competition. The manufacturing industries of Korea are in need of casting off high cost and low efficiency structure. The forfeiture of competition is resulted from the lost of level in quality of product. Today, the achievement of competitive product quality is coming from the following factors, that is., quality control, quality of service, marketing, human resources, finance, etc., together with process management. While Six Sigma, a newly introduced method to achieve process qualify outcome by sector of enterprise, is now being enjoyed a high reputation as a key device for competition by superiority enterprises in the United States, it has not been introduced sufficiently in the domestic enterprises yet. In our research, we, first of all, organized systematically the materials being released up to now. Furthermore, we looked over case studies of the American enterprises that apply Six Sigma strategy very successfully. Finally, we discussed the situation of domestic enterprises which are about to importing Six Sigma strategy as well as main causation of success by adopting it. While the enterprises approach Six Sigma strategy not in the way of on time and short term but in the way of long term, consistent renovation and persistent innovation we can assure that they will produce the highest quality and globally competitive products which are second to none.

• Korean Management Science Review
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• v.32 no.1
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• pp.83-100
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• 2015

We analyze a duopoly competition when two firms face input cost increases. The objective of this study is to determine the firms' optimal strategy between a price increase and downsizing under conditions of a spatially differentiated market and consumers' diminishing utility on the product size. We develop a theoretical model of two competing firms offering homogenous products using the standard Hotelling model to determine how firms' optimal strategies change when facing input cost increases. In this paper, there are two types of duopoly competitions: symmetric and asymmetric. In the symmetric case, the two firms have the same marginal cost and are producing and selling identical products. In the asymmetric case, the two firms have different marginal costs. The results show that the optimal strategy decision depends on the size of the input cost increase and the cost differences between the two firms. We find that when two firms are asymmetric (i.e., they have different marginal costs), the two firms might choose asymmetric pairs of strategies in equilibrium under certain conditions. When the cost differences between the two firms are sufficiently large and the cost increase is sufficiently small, the cost leader chooses price increase, and the cost-disadvantaged firm chooses downsizing in equilibrium. This asymmetric strategy reduces price competition between two firms, and consumers are better off. When the cost differences between the two firms are sufficiently large, downsizing is the dominant strategy for the cost-disadvantaged firm. The cost-disadvantaged firm finds it more profitable to reduce the product size than to increase its price to reduce price competition, because consumers prefer downsizing to price increases. This paper might be a good starting point for further analytical research in this area.

• Journal of the Korean Society of Clothing and Textiles
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• v.31 no.4 s.163
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• pp.519-530
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• 2007

This study is an exploratory research on the brand architecture of Korean apparel enterprises and the differentiation strategy among in-house competing brands. For data analysis, secondary data was used. 20 apparel enterprises were used as the subjects. The results are as following. First, as a result of brand architecture composition, apparel enterprises used the strategy that initially paved the way launching several brands in a specific item category and after that diversified to other categories. Most enterprises used the multi-brand strategy operating plural brands in a same zoning. The terms for launching succeeding brands were about $1{\sim}5$ years. Second, as a result of analysing the cases which several brands competes within a same zoning, all the posterior brands had some differences from the prior ones. The most frequent differentiation factor was price. Concept, target age, and distribution channel followed. The order of the factors was somewhat different among the item categories. The differentiation strategy among in-house competing brands meant that the enterprises manage plural brands in a same zoning for the growth of whole market share instead of the direct competition among in-house brands. The results of this study can suggest a growth direction to the enterprises planning to launch new brands.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.3
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• pp.97-109
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• 2016

In Korea, the survival rate of start-up of 5-year after foundation is as low as 29.6% of the country. This low survival rate is from because of insufficient resources in start-ups compared to those of mid-sized companies. Therefore, the marketing characteristics of entrepreneurship has emerged as a major cause. Therefore, In this study, because learning orientation, marketing experience, competition orientation and etc are differently owned in start-ups, marketing impact to marketing strategy in start-up companies are differently investigated. Therefore, the relationship of learning orientation, marketing experience, competition Orientation with marketing strategies was examined. Based on this, Business performance was examined to suggest contents related to eco-system of start-up companies to representative of start-up companies. For this study, Survey was conducted for 250 start-up entrepreneurs within 3 and half year since foundation from Nov. 20 to Dec. 20, 2015. In result of data-cleaning, 207 meaningful samples were gathered. Based on these, conclusion was obtained. Using SPSS 20.0 statistical program, frequency analysis, reliability analysis, correlation analysis and regression analysis were conducted. the following conclusions were drawn. First, in the impact of marketing environment of Phase 1 start-up companies on marketing strategy, product strategy, distribution strategy and promotion strategy were positively affected by learning orientation, marketing experience and competition orientation. Second, in the effect of 2nd phase marketing strategy to business performance, the financial performance and the non-financial performance. Were positively affected by product strategy, distribution strategy and promotion strategies. Third, The effect of learning orientation, marketing experience and competition orientation to financial performance was positively mediated by product strategy and distribution strategy among 3rd phase meditation strategies. the effect of learning orientation, marketing experience and competition orientation to non-financial performance was positively mediated by products strategy. In comprehensive summary, in order to increase business performance in start-up companies, marketing strategy should be applied in. Especially, the role of learning orientation and marketing experience is vital. In increasement of business performance to characteristics of star up marketing, financial performance can be increased by product strategy and distribution strategy. And, both of financial and non-financial performance can be increased by product strategy. Therefore, in conducting of marketing characteristics of start-up, to increase business performance, the apply of marketing strategy to marketing characteristics of start-up should be required.

• Journal of the Korean Institute of Landscape Architecture
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• v.29 no.6
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• pp.62-71
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• 2002

How parks are to be made in the twenty-first century should certainly be different. This is the inevitable conclusion of the recent significant international design competition for Downsview Park in Toronto, 2000. The purpose of this critical study is to investigate new strategies for urban park design manifested in the proposals of that competition and to explore alternative ways of landscape design that could solve the recent crisis of urban parks. Tree City, the winning entry, and other final entries proclaim that city is park and park is city. In this sense, Downsview Park marks the end of traditional Olmstedian parks and the dichotomy between city(culture) and park(nature). Rem Koolhaas and Bruce Mau's Tree City will become the model for urban park design in the near future. There are three reasons for this. First, its design is a strategy rather than a form. We can interpret that Tree City is to be developed over time as directed by six strategies: grow the park, manufacture nature, 1000 pathways, sacrifice and save, curate culture, destination and dispersal. Second, it places faith in landscape as a revenue generator instead of a fiscal liability. Third, its implementation is possible with crude installation, requiring virtually no craft. Koolhaas and Mau intend for Downsview to be an environment that is never actually designed but is formed through natural succession, cultural action, and programmatical insertions. Rather than designed objects and formal solutions, their strategy is to allow the landscape to evolve with changing uses.

• IE interfaces
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• v.14 no.3
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• pp.326-333
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• 2001

The purpose of this paper is to empirically investigate the relationships between market environments and technology strategy using the data gathered from Korean manufacturing firms. As the significant environmental factors influencing company's technology strategy, two sorts of market aspects are considered; market competition factor and technological dynamics factor. And companies are categorized with respect to the characteristics of market environments they are facing with. Then we seek to find the differences in the contents of technology strategy among the companies in different types of environments through statistical analysis. As a result, it is found that there exist significant relationships between the companies' technology strategy and the environments facing firms.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.8
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• pp.3446-3451
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• 2011

Nowadays, industry clusters have been considered as critical factors for regional competitiveness and economic revitalization. It should be important to evaluate strategic positioning and establish competition strategies for Korean industry clusters. I proposed strategic positioning, identified problems, and established strategic directions by analyzing potential attractiveness based on growth and productivity and retained capabilities of proximity, networks, correlation and revenue increase for 7 regional industry clusters. In addition, I analyzed best practices of global industry clusters to provide implications on establishing competition strategies.

• Journal of the Economic Geographical Society of Korea
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• v.15 no.4
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• pp.481-492
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• 2012

This paper deals with the deepening global competition of talent between regions as well as states in the process of globalization and the transition toward knowledge-base economies. This study figures out the global geography of talent by examining the distribution and spatial changes of the talent at the global scale. It also analyzes key policies and mechanisms by investigating various countries' policies to attract global talents. Finally this paper points out the limitation of current city-regional development strategies for global competition in that it lacks the consideration of the importance of the talent. In response to that, we propose the strategy to focus on the quality of place to attract the global talent for the city-region development.

• Journal of Korean Institute of Industrial Engineers
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• v.39 no.6
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• pp.562-576
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• 2013

Power TAC (Power Trading Agent Competition) is an agent-based simulation for competitions between electricity brokering agents on the smart grid. To win the competition, agents obtain electricity from the electricity wholesale market among the power plants. In this operation, a key to success is balancing the demand of the customer and the supply from the plants because any imbalance results in a significant penalty to the brokering agent. Given the bidding on the wholesale market requires the price and the quantity on the electricity, this paper proposes four different price estimation strategies: exponentially moving average, linear regression, fuzzy logic, and support vector regression. Our evaluations with the competition simulation show which strategy is better than which, and which strategy wins in the free-for-all situations. This result is a crucial component in designing an electricity brokering agent in both Power TAC and the real world.

• International Journal of Advanced Culture Technology
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• v.12 no.1
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• pp.202-208
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• 2024

Objective: The purpose of this study is to examine the competitive environment of 7-Eleven using Porter's 5 Force model to analyze the specific competitiveness of 7-Eleven that has maintained continuous growth as a competitive company. Methods: This study is a case study of 7-Eleven. Results: As a result of the analysis, 7-Eleven has reinforced its competitiveness with existing competitors by raising entry barriers by expanding domestic stores and developing overseas convenience store business, focusing on North America, based on economy of scale. In addition, 7-Eleven seeks to differentiate itself from other convenience stores by developing a "private brand" and strengthens its bargaining power with suppliers through the development of new products by gathering information and know-how of experts in product development based on customer needs. The bargaining power with customers has been strengthened by building loyalty and trust in the brand by allowing consumers to purchase the same products at the same price no matter which store they visit. As a threat to potential competitors, 7-Eleven has secured a competition advantage by raising the barrier to entry by concentrating stores in specific areas through a dominant franchise development strategy and increasing awareness of 7-Eleven among consumers. In the case of threats from substitute products, it was confirmed that 7-Eleven has overcome the threat from substitute products by opening 24 hours a day and providing various services such as ATMs and copiers.