• Spatial Information Research
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• 제23권5호
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• pp.21-30
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• 2015

1995년부터 추진한 국가지리정보체계 구축사업으로 국가공간정보인프라의 활용수준은 높아졌으나, 국내시장 규모의 한계와 대기업의 시장진출에 대한 법률적 규제로 인해 한국의 공간정보 시장은 산업경쟁력 측면에서 정체하고 있다. 이러한 문제점을 극복하고 과열된 국내의 레드오션 시장을 벗어나기 위해서는 새로운 공간정보의 블루오션 시장을 발굴할 필요가 있다. 해외 공간정보 시장은 2015년까지 연평균 10.5% 성장하고 150조원(1,250억 달러)로 성장할 것으로 예측되고 있다. 따라서, 아시아의 공간정보 시장은 커다란 성장 잠재력을 가지며, 한국에게는 새롭게 부상하는 블루오션 시장이 되고 있다. 핀란드, 독일, 스웨덴, 일본 등의 선진국들은 이미 오래전부터 개발도상국의 공간정보 시장에 진출하고 있으므로 선진국과 발을 맞추기 위해서 신흥공간정보 시장으로의 진출 확대를 위한 한국 공간정보의 새로운 글로벌화 전략 마련이 시급한 상황이다. 이 연구의 목적은 국내의 공간정보에 대한 강점-약점-기회-위협 요인을 분석하고 아시아 개발도상국의 공간정보 현황을 고찰하며, 한국 공간정보의 신흥시장 진출을 위한 글로벌화 전략을 제시하는데 있다. K-FBI 글로벌화 전략은 지식 플랫폼 구축전략, 신개척지 전략, 기본 공간정보 공략 전략, 현지 맞춤형 내재화 전략의 4가지 영역으로 구성될 수 있다. 향후 K-FBI 글로벌화 전략에 기반한 공간정보 로드맵의 수립과 시행은 우리 공간정보 기업의 아시아 개발도상국 진출에 큰 디딤돌이 될 것이다.

• The Journal of Asian Finance, Economics and Business
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• 제7권12호
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• pp.169-179
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• 2020

This study examines the drivers and implementation of intrapreneurship strategy in a property service company. Using a qualitative case study approach, the study interviewed four managers involved in related intrapreneurship initiatives. The data was validated by an expert and a practitioner from a different company. The implementation of the company's intrapreneurship strategy is limited to improving new ways of working and developing products and services. However, business development and the creation of new business models are still limited. From several intrapreneurship driving factors, it was observed that the company practices are considered adequate with regard to top management support, leadership, flexibility in carrying out work, as well as in fairly harmonious arrangements for ongoing business relationships with the intrapreneurship projects. On the other hand, human resources with entrepreneurial behavior are still minimal. Similarly, the driving factors in reward and training that promote entrepreneurial behavior are also considered to be insufficient. The application of intrapreneurship as a strategy requires understanding and commitment from all parties in the organization. This study provides insight into the Indonesian context and proposes that intrapreneurship initiatives are less likely to succeed if they are not supported by developing a more systematic entrepreneurial mindset, behavior, and culture.

• 한국IT서비스학회지
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• 제10권4호
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• pp.47-65
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• 2011

Business organizations are asked to create new business models utilizing current technological innovations such as ubiquitous computing technology for developing new domains of business to obtain a competitive advantage and achieve a sustainable development. This study was focused on the processes for developing new and practical business models. The purpose of this study was to propose ubiquitous sport business modeling processes from the modeling framework. In particular, this study focused on developing new, pragmatic, and effective sport business models, and this new type of business is defined as 'u-sport.' For design the business model, extensive literature reviews and case studies were conducted for benchmarking the cases and expert group review was conducted for developing u-sport business model framework. The suggested business modeling processes in this study were consisted of four phases; 1) organization strategy level setting phase, 2) business strategy level setting phase, 3) business structure level setting phase, and 4) service level setting phase. The modeling processes were verified to adapt ubiquitous sport business. This designing and modeling process is expected to play a significant role on enhancing the technology-based business environments as the process mainly focuses on the service and consumer oriented approach rather than technology and suppliers oriented approach. In conclusion, establishing sport business models by adapting the service modeling process will deliver an exponential growth and development of future ubiquitous based industry.

• 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.

• 대한산업공학회지
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• 제41권6호
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• pp.559-571
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• 2015

To strengthen competences, most of firms have co-operated with external partners. This increases the possibility of unexpected conflicts between firms due to the intellectual property litigation. A suitable intellectual property strategy for firms has to be developed to settle this issue. This study aims to analyze an utilization of intellectual property strategy in firms, and tries to suggest a concept of IP roadmap to support intellectual property strategy planning aligned with technology planning process. For the purposes, we derive five types of intellectual property strategy of firms using Korea Innovation Survey. Then, we explore significant affecting factors using a decision-tree and conduct in-depth analysis for them. Lastly, we suggest a concept of IP roadmap, which can be a supporting tool for developing intellectual property strategy in firms, based on analysis results.

• 마케팅과학연구
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• 제3권
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• 경영과정보연구
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• 제1권
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• pp.363-399
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• 1997

Research in operations strategy has evolved considerably since Wickham Skinner's early conceptual work. Traditionally research in operations strategy has not explicitly recognized the distinction between process and content research. However, separate conceptual models for process and content are extracted from the literature Recent research in operations strategy has focused on showing the extent to which manufacturing's competence in developing and executing one or more competitive capabilites affects the organization's overall business performance. This paper takes a approach to examining the relationships among competitive capabilities, and the relationships among between those capabilities and business performance.

• 대한한방내과학회지
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• 제33권4호
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• pp.543-557
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• 2012

Objectives : The purpose of this study which adopted a qualitative method was to evaluate blood pressure management behaviors of pre- and stage 1 hypertension patients and to provide fundamental data for developing a strategy about proper oriental medical treatment through analyzing factors related to a moxibustion clinical trial. Methods : Semi-structured interviews that focused on personal experiences with hypertension and its management were conducted with 10 hypertensive patients. The interviews lasted for approximately 50 minutes. Results : Most participants recognized that the direct cause of high blood pressure was unhealthy behavior rather than inheritance. Thus, the hypertensive patient believed they could recover their blood pressure to a normal level through removing the direct cause of hypertension instead of taking drugs. The reasons for these statements were that the drugs for controlling hypertension are not natural and they may have side effects. On future management plan of patients, most of them will continue to keep moxibustion and healthy behavior in the well-controlled blood pressure group. However in the uncontrolled blood pressure group, there was an increasing tendency to begin medication. Conclusions : For developing a strategy for an individual approach to hypertension management, we need to develop a client-centered attitude and strategy. That is, we need to tailor our approach to individual cases to avoid generalizations and stereotyping when developing an adherence increasing strategy.

• International journal of advanced smart convergence
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• 제9권1호
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• pp.185-192
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• 2020

The number of dementia patients in Korea is expected to increase to 3.30 million in 2050, and the cost of dementia management will increase sharply to KRW 106.5 trillion of GDP. In August 2017, the Moon Jae-in government announced the 'Dementia National Responsibility System' through a five-year plan for government operation and expanded the Dementia Peace Center nationwide. However, for this, strategic dementia-related technology development strategies should be established and given the role of government and the role of the private sector. Therefore, in order to derive the corresponding strategy, this study developed the government's 'dementia' response technology development strategy through the situation analysis from the political, economic, social, and technological perspective and the environmental (PEST) analysis of the strengths, weaknesses, opportunities, and threats (SWOT). As a result, the direction of technology development in the dementia-related medical device market is expected to become a trend of developing dementia self-measurement by developing low-cost and high-efficiency diagnostic technology products. It has been shown that the development of various products for consumers should begin. As a result, the dementia market approach strategy should be premised, the related technical support and legal restrictions should be minimized, and the education of related experts should be strengthened to solve the government's development of dementia technology and the social problems of dementia. In addition, by developing joint projects with major companies around the world and actively participating in the technology platform, it is important to naturally build up skills accumulation for the development of dementia technology and competence skills of dementia technology experts in the long term.

• 한국자원식물학회:학술대회논문집
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• 한국자원식물학회 2000년도 The 7th International Symposium
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• pp.133-133
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• 2000