• Culinary science and hospitality research
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• v.12 no.3 s.30
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• pp.219-236
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• 2006

The purpose of this study is to examine the elements that satisfy customers in order for restaurants to survive in competition, and to examine effective positioning strategies. Since the designation of Haeundae in Busan as a Special Tourism Zone, diverse food service markets have been established and various marketing activities are anticipated accordingly. The results of this study can be summarized as follows: First, after the examination of the competitive relationships among restaurants, based on the image similarity data, it was found that Bennigan's, Outback Steakhouse, and T.G.I. Friday's are in close proximity with one another. Hence the fierce competition between them. Secondly, as a result of PC-MDS PROFIT analysis, a positioning map was drawn with image similarity measurement of the restaurants and scores 9 evaluation categories for each brand name as follows: food taste, food price, service, access convenience, hygienic condition and cleaning, atmosphere, various events, circumferential environment, and public image. Thirdly, as a result of MDPREFMAP analysis based on the customer preference, data from the restaurant brand names, an ideal location of a restaurant preferred by customers and the position of restaurant brand names were indicated at the same time.

• Management & Information Systems Review
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• v.5
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• pp.185-209
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• 2000

A review of shows that past research has focused predominately on foreign market entry strategy issues in relatively well-established firms. These studies have either ignored venture firms or have failed to treat these firms separately. Only recently, researchers have broadened their search to include aspects of the foreign market investment of the venture. The purposes of this study are to identify and explain the impact factors such as ownership specific advantage, transaction cost, and location specific advantage on the choice of foreign market entry strategy for venture firms. To find the perceived the foreign market entry strategy and determinant factors, 130 venture CEOs from the computer and communications equipment industries were asked to describe their venture's foreign market entry strategy through 17 questionnaire items on competitive method. Using factor analysis, the six determinant factors were categorized. To test the relationships between the foreign market entry strategy and factors such as ownership specific advantage, transaction cost, and location specific advantage, the data collected by questionnaire from 92 ventures. The main results of this research are as follows. First, the factors of ownership specific advantage have partially significant impact on the foreign market entry strategy of venture firms, Second, the factors of transaction cost have significant impact on their foreign market entry strategy. Third, the factors of location specific advantage have significant impact on their foreign market entry strategy. This study has produced evidence to demonstrate that the foreign market entry strategy profile of venture firms can be distinguished from those of relatively well-established firms. An expanded study would allow for stronger conclusions regarding the relative explanatory power of individual variables in the method. Additional research is also needed to examine other determinant variables connecting foreign market entry strategy.

• Journal of Korea Port Economic Association
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• v.20 no.2
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• pp.187-216
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• 2004

Northeast Asia logistics hub strategy was undertaken by Korean Government to gain a national competitive advantage in Northeast Asia. Current Government has Northeast Asian Economic Hub Strategy including construction of SOC in Northeast Asia for promoting peace, promotion of formation of Northeast Asia Community, logistics hub, Financial hub and national innovation for R&D Cluster. To realize Northeast Asian logistics hub, the Northeast Asia logistics hub road map has undertaken as follows: expansion of logistics infra in Incheon Airport, Busan Port and Gwangyang Port, systematic improvements such as adjustment of investment distribution, special logistics companies, transparent customs in logistics transactions, logistics manpower, improvement of system supporting global logistics and attraction of international logistics companies to the logistics center, construction of seamless and paperless logistics information network, Northeast Asia railway infra. The purpose of this paper is to study investment priority and improvements in the Northeast Asia Logistics Hub Road Map and to contribute to gain the national competitive advantage as logistics hub in Northeast Asia

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• Asia Marketing Journal
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• v.3 no.1
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• pp.67-79
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• 2001

• International Commerce and Information Review
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• v.15 no.1
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• pp.135-159
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• 2013

The globalization of business is making it more important than ever to understand how international human resource can be utilized more competitively. This study explores how the international human resource strategies between global integration and local responsiveness affects the company's competitive advantage. The findings for global integration strategy suggest that when a subsidiary is highly dependent on the parent company's resources and the findings for local responsiveness suggest that when a subsidiary is highly dependant on the host country's resources and institution. This study proposes competitive advantage by the global integration strategy and local responsiveness strategy. The effects of IHRM to create value for company's core competence was analyzed. Two IHRM strategic choices will affect the different competences such as integration and localization abilities. This paper also suggests the two kinds of core competences of IHRM strategies how impact on company's performance.

• Asia-Pacific Journal of Business
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• v.9 no.1
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• pp.77-89
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• 2018

Today, the sports teams are in a highly competitive environment where they don't know what may happen in the near future. While the front-runner teams suffer a serious slump, the teams in lower ladder stacks victories. This recent phenomenon proves that no team can secure the sustainable competitive edge over others. This is the time when a complete change of the mindset about the short-term competitive edge is needed. Therefore, we conducted the case study to the short-term competitive edges by selecting OK Savings Bank Rush & Cash volleyball team(hereafter referred to as OK Savings Bank). Thus, we presented the Transient Advantage Wave which describes the five stages of Initiating-Promotion-Utilization-Reconstruction-Withdrawal as a framework for the case study. Finally, we organized the results of the analysis and based on this result, we discussed the significance and the limitation of the short-term competitive edge that the sports team should pursue. This study contributed to the changes in strategies & tactics of various sports teams by suggesting the new strategy called short-term competitive edges that teams should utilize in order to get the best results in the sports league that has the strong quality of Time-based system.

• Journal of the Korean Society of Clothing and Textiles
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• v.38 no.2
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• pp.175-190
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• 2014

This study analyzes the business strategy of fast fashion through Zara, a successful fashion brand from Inditex Spain. An in-depth case approach is adopted based on extensive secondary research that includes literature and press releases published in Korean as well as English. The findings of this research demonstrate a speedy and flexible process occurring in the supply chain of its fast fashion business and the cooperation between the company's headquarters and international subsidiaries. Zara's headquarters executes four representative strategies: competitive market research, an integrated organizational structure, small quantity batch production, and a specialized distribution system. Zara's international subsidiaries execute their own four representative strategies: differentiated international expansion, independent human resource management, small but fundamental IT, and maximization of store resources. These two core parts intimately work together to satisfy target customers all over the world by bringing competitive advantages to the fashion business and represent a key concept of Zara's business strategy. The main drawbacks of case studies are limited validity and representativeness restraining the potential for making generalizations. However this case is considered sufficient to provide valuable insight and improve the understanding of operation strategy in fast fashion.

• Management & Information Systems Review
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• v.25
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• pp.35-55
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• 2008

We draw on well-established thinking in the complementary fields of organization theory and strategic management to develop a model explaining why fit among a firm's competitive strategy, its structure, and its technology is a prerequisite for superior performance. The contributions of this theoretical treatise are twofold. Firstly, it helps reduce the disconnect in thinking that exists between the strategy and organization-theory literatures on business-level issues. Secondly, it reveals the importance of managing the coalignment among strategy, structure, and technology which, in turn, forces recognition that competitive advantage does not exist in a static state but in a dynamic condition.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.69-82
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• 2015

This Research is based on the theory of the prior researches that have demonstrated a positive impact of the entrepreneurship and competitive advantages on business performance. And the purpose of this research which approaches in the viewpoint of combining a entrepreneurial attribute including two factors(entrepreneurship and commercialization capabilities) and the differentiated competitive advantage as a role of core competence is to examine how the combined competence affects the business performance. In order to achieve this purpose, we conduct a survey for CEO of 250 small firms which belong to the start-up phase and are located in the 6 administrative region with the assistance of Small & Medium Business Administration representatives and analyze empirically the survey data by utilizing statistical program(Spss 18.0). As the results, we conclude that the entrepreneurial attributes of small firms' CEO and DFCA have a positive impact on business performance respectively and the entrepreneurship, one of the two entrepreneurial factors, has a positive impact on choosing DFCA. Also we report that DFCA plays a mediating role with regards to relationship between entrepreneurial attributes and business performance. Therefore, this research suggests the followings: First, the CEO of start-up business should focus on building a differential competitive advantage which is the basis for creating competitiveness from the initial point. Secondly, he should make a alignment for core competencies, in order to reach the stable growth phase in the shortest period, through which the entrepreneurial attributes is to be inherent as a discriminatory competitive competence. Third, he should promote to establish a business strategy based on strengthening of entrepreneurship and discriminatory competitive as a growth strategy during start-up phase.