• Archives of design research
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• v.17 no.1
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• pp.25-36
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• 2004

The purpose of this study is to analyse and interpret the way of differentiated expression and changing creative trend following 5-day workweek which has been recently adopted. For this aim 11 pieces of distinctive advertising text were analysed. The criteria for selection of analysing text were relativeness with 5-day workweek and cognitive inconsistency. These texts were negative phrases, exaggerated expression, and excessively humorous appeals. The study revealed the followings: First, 5-day workweek concerned advertising texts were considered as high attention getting and successful in stimulating advertising audiences' curiosity by using the elements opposing the value and belief system formed in the existing audience. Second, consumption-driving lifestyle was found in most expressions for credit cards advertising. Third, hedonic need-oriented lifestyle was typical in young consumer products category. Fourth, family centered lifestyle emphasized meaning of rest and solidarity of family.

• Journal of Internet Computing and Services
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• v.25 no.3
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• pp.71-81
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• 2024

In response to the COVID-19 pandemic, the global airport industry is actively introducing 4th Industrial Revolution technology-based systems for quarantine and passenger safety, and test bed construction and prior verification using airport infrastructure and resources are actively being conducted. Analysis of recent cases shows that despite the changing travel patterns of airport users and the diversification of airport service demands, most testbeds construction studies are still focused on suppliers, and task prioritization is also determined by decision makers. There is a tendency to rely on subjective judgment. In order to find practical ways to become a first mover that leads innovation in the aviation industry, this study selected tasks and derived priorities to build testbeds from a service perspective that reflects various customer service needs and changes. Research results using the AHP analysis method resulted in priorities in the order of access transportation and parking services (29.2%), security screening services (23.4%), and departure services (21.8%), and these analysis results were tested in the airport industry. It shows that innovation in testbeds construction is an important factor. In particular, the establishment of smart parking and UAM transportation testbeds not only helps strengthen airports as centers of technological innovation, but also promotes cooperation with companies, research institutes, and governments, and provides an environment for testing and developing new technologies and services. It can be a foundation for what can be done. The results and implications produced through this study can serve as useful guidelines for domestic and foreign airport practitioners to build testbeds and establish strategies.

• Journal of Global Scholars of Marketing Science
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• v.20 no.1
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• pp.4-14
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• 2010

Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, customer benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. They also commented that strong branding should come first before other marketing strategies. However, success factors recognized by experts and customers in this study showed different results by subcategories. Thus, target customers and target market should be studied from various dimensions to develop appropriate strategies for successful collaboration.

• The Journal of Industrial Distribution & Business
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• v.2 no.1
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• pp.5-15
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• 2011

Prior to the introduction of the CRM, we need to analyze the characteristics and the situations of the company, and should establish a clear vision of the CRM. And each company should identify elements and technologies for introducing the most suitable CRM for them, and optimize them, with long-term perspective. In addition, it requires the implementation strategy which integrates the existing company's routine marketing activities with the concept of the CRM. According to the implementation strategy, the company should improve the business process which is the most effective in investment step by step, and the information system strategy, which develops system investment gradually, should harmonize with it. First, we recognized that raising the company value is important by maximizing customer lifetime value (LTV) by understanding customer needs, and achieving the company's goal through customer satisfaction. Second, we understood that adopting the CRM should be accompanied by changes in the structure, business process and customer contact channels, and it can be successfully integrated with business when it gets proper understandings and attentions of the management. Third, the reality is that there are few cases of successful implementation of domestic companies, and some companies that successfully implement the system mean nothing but implement the solution for developing the CRM. Therefore, it needs to be observed for the long haul, and it seems that we need to approach more systematically to implementation cases for each industry about implementation of the CRM. Fourth, the CRM is no longer the preserve of major companies, and it is the time that medium and small sized enterprises also need it. Taking lesson from Switzerland's small size store merchants who successfully adopt right size of the CRM for their business, for domestic medium and small sized enterprises, the necessity to develop business through developing the CRM models which fit their situations and maintaining relationships with customers has been grown. Fifth, for adopting the CRM business processes, changing or converting the CRM system to the model which fits the company's situation is important rather than applying the advanced company's CRM system model. In other words, the CRM solution which can maximize their own strength by developing the CRM program that makes the most of features and characteristics of the company should be adopted.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.5
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• pp.91-107
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• 2023

Lean startup is a concept that combines the words "lean," meaning an efficient way of running a business, and "startup," meaning a new business. It is often cited as a strategy for minimizing failure in early-stage businesses, especially in software-based startups. By scrutinizing the case of a startup L, this study suggests that lean startup methodology(LSM) can be useful for hardware and manufacturing companies and identifies ways for early startups to successfully implement LSM. To this end, the study explained the core of LSM including the concepts of hypothesis-driven approach, BML feedback loop, minimum viable product(MVP), and pivot. Five criteria to evaluate the successful implementation of LSM were derived from the core concepts and applied to evaluate the case of startup L . The early startup L pivoted its main business model from defecation alert system for patients with limited mobility to one for infants or toddlers, and finally to a smart bottle for infants. In developing the former two products, analyzed from LSM's perspective, company L neither established a specific customer value proposition for its startup idea and nor verified it through MVP experiment, thus failed to create a BML feedback loop. However, through two rounds of pivots, startup L discovered new target customers and customer needs, and was able to establish a successful business model by repeatedly experimenting with MVPs with minimal effort and time. In other words, Company L's case shows that it is essential to go through the customer-market validation stage at the beginning of the business, and that it should be done through an MVP method that does not waste the startup's time and resources. It also shows that it is necessary to abandon and pivot a product or service that customers do not want, even if it is technically superior and functionally complete. Lastly, the study proves that the lean startup methodology is not limited to the software industry, but can also be applied to technology-based hardware industry. The findings of this study can be used as guidelines and methodologies for early-stage companies to minimize failures and to accelerate the process of establishing a business model, scaling up, and going global.

• Information Systems Review
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• v.25 no.2
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• pp.145-162
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• 2023

Asset management is a complex and difficult field that requires insight into numerous variables and even human psychology. Thus, it has traditionally been the domain of professionals, and these services have been expensive to obtain. Changes are taking place in these markets, and the driving force is the digital revolution, so-called the fourth industrial revolution. Among them, the Robo-Advisor service using artificial intelligence technology is the highlight. The reason is that it is possible to popularize investment advisory services with convenient accessibility and low cost. This study aims to clarify what factors are critically important when selecting robo-advisors for service users and providers in Korea, and what perception differences exist in the selection factors between user and provider groups. The framework of the study was based on the marketing mix 4C model, and the design and analysis of the model used Delphi survey and AHP. Through the study design, 4 main criteria and 15 sub-criteria were derived, and the findings of the study are as follows. First, the importance of the four main criteria was in the order of customer needs > customer convenience > customer cost > customer communication for both groups. Second, looking at the 15 sub-criteria, it was found that investment purpose coverage, investment propensity coverage, fee level and accessibility factors were the most important. Third, when comparing between groups, the user group found that the fee level and accessibility factors were the most important, and the provider group recognized the investment purpose coverage and investment propensity coverage factors as important. This study derived useful implications in practice. First, when designing for the spread of the robo-advisor service, the basis for constructing a user-oriented system was prepared by considering the priority of importance according to the weight difference between the four main criteria and the 15 sub-criteria. In addition, the difference in priority of each sub-criteria shown in the group comparison and the cause of the sub-criteria with large weight differences were identified. In addition, it was suggested that it is very important to form a consensus to resolve the difference in perception of factors between those in charge of strategy and marketing and system development within the provider group. Academically, it is meaningful in that it is an early study that presented various perspectives and perspectives by deriving a number of robo-advisor selection factors. Through the findings of this study, it is expected that a successful user-oriented robo-advisor system can be built and spread in Korea to help users.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Journal of Service Research and Studies
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• v.10 no.4
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• pp.43-55
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• 2020

Recently, as the importance of experience data increases, there are many attempts to deal with experience data from a data science perspective. In the case of approaching as a collection method of a quantitative survey method that seeks to quantify numerically such as big data, it is difficult to interpret the value of experience in a wide range, and it is relatively expensive and time consuming, and personal information infringement There is a limit to the analysis due to the risk of However, since ethnography, a procedure for collecting experience data based on qualitative research, is mainly carried out in the natural real environment of future customers from the perspective of users, it is possible to confirm the nature that customers face with a small sample. In addition, it is also easy to interpret the relational dimension of the empirical data. Although the ethnography method of collecting experiential data is economical and efficient, it is important to reduce errors in the collection process because the lack of scientific procedures for the data collection process can be a problem. It is important to secure the validity of whether the correct measurement tool is used for ethnography-based experiential data collection and to secure the reliability of the use of a valid measurement tool and method by accurately selecting the measurement target. From this point of view, it is necessary to verify the reliability of the research method that clearly selects the measurement target and secures the validity for the development of the correct measurement method and tool for the collection of ethnography experience data. Therefore, in this study, a verification study was conducted on the data and methodology cases of the'I know you_AI' service that analyzes the customer experience of self-employed based on the ethnography method of collecting experience data..

• The Korean Journal of Franchise Management
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• v.8 no.4
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.

• Information Systems Review
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• v.21 no.4
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• pp.197-220
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• 2019

This study aims to identify consumer motivations of open innovation project participation from digital transformation perspective. By extending a traditional intrinsic/extrinsic motivation framework, we propose a three-dimensional perspective of the self-driven, firm-driven, and sociality-driven motivations. This reveals the significance of the social effects of open innovation projects as an example of digital transformation by categorizing the motivations based on the 'influencer' of the motivation building and by highlighting the importance of sociality as an influencer. As a result, self-efficacy is identified as a key motivation when the influencer exists internally. Economic incentive and firm reputation are identified when the influencer exists externally. Finally, competition, peer evaluation and social contributions are identified when the influencer exists socially. The role of knowledge type sought through innovation projects is further introduced to explain its moderating effects on motivations. The study is validated in two steps. First, we investigate four cases of open innovation projects and examine what motivations are highlighted in each context. Second, we collect survey data from 203 online game users and ask them on their motivations. The results confirm most of our hypotheses and highlight the significance of sociality in the knowledge-seeking process in open innovation projects. This study largely contributes to digital transformation literature by extending the view of motivation and examining the moderating role of knowledge involved in the projects.