• 한국산학기술학회논문지
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• 제10권12호
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• pp.3797-3803
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• 2009

우리나라 IT산업성장에서 혁신잠재력과 혁신수행능력이 중요한 역할을 했다. 글로벌 R&D센터는 IT산업의 혁신의 중요한 요소이다. IT산업에서 혁신환경에 대한 글로벌 R&D센터구조를 파악하기 위하여 R&D센터구성원과 정책입안자 각 50명씩 현장설문을 실시하였다. 본 실증분석결과를 보면 단기적으로 R&D정책은 연구영역과 시장역역의 인식차이를 해소하는 촉진자로서 역할이 중요하며, 중기적으로 R&D정책은 개발과 시장의 영격의 인식차이를 좁히는 조정자로 그리고 장기적으로는 기술능력과 시장의 확산 자로서 역할이 중요함을 보여준다. IT 정책입안자는 R&D정책에서 글로벌 R&D센터를 혁신체계의 요소로 활용하는 것이 요구된다.

• 대한토목학회논문집
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• 제33권6호
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• pp.2529-2539
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• 2013

국내 건설 및 엔지니어링 산업은 국내 SOC 예산의 감소, 복지에 대한 관심의 증가, 건설산업에 대한 국민적 피로도가 상승함에 따라 많은 어려움을 겪고 있는 상황이다. 반면, IMF 위기를 전후로 주춤하였던 건설산업의 해외진출은 누적수주액 5000억불을 달성하는 괄목할 만한 외형적인 성장을 이루었다. 이러한 어려운 국내 시장상황과 상대적 해외 시장의 활황으로 인하여 많은 건설관련 업체들은 해외 진출을 위한 부단한 노력을 기울이고 있다. 해외건설시장은 외형적인 성장에도 불구하고, 대기업 위주의 진출, 시공/엔지니어링의 불균형, 등 여러가지 문제점을 가지고 있다. 본 연구에서는 이러한 해외건설 진출을 위한 문제점을 해결하기 위해 해외진출에 필요한 실질적인 역량 강화 대안의 도출을 시도하였으며, 특히 시공/엔지니어링 간의 요구역량 차이의 분석을 시도하였다. 본 연구의 목적은 국내 외 거시적 미시적 현황분석 및 문헌조사를 통해 해외 진출을 위한 핵심역량을 도출하는데 있다. 또한, 도출된 핵심역량을 실무자 중심의 설문을 기반으로 역량별 중요도와 현재 보유 역량의 정도를 파악하는 IPA 분석 및 GAP분석을 통하여 해외진출 핵심역량요소에 대한 심층적 분석을 시도하였다. 실무자 설문 분석 결과 우선강화역량 부분에서는 시공 분야와 엔지니어링 분야는 그 우선순위의 차이는 존재하나, 필요한 해외 진출 역량의 종류나 실천과제에 있어서의 확연한 차이를 보이지 않고 있으며 이는 해외시장에서 엔지니어링과 시공사의 업무범위가 점점 넓어지고 있다는 의미로 해석된다. 하지만 중장기 적 역량강화 부분에서는 엔지니어링 분야는 자금조달 및 사업관리 영역에 집중되는 모습을 보여주었고, 시공 분야 기존 기술분야에서 탈피할 수 있는 역량을 강화할 필요가 있는 것으로 분석되었다. 이는 글로벌 해외건설 시장에서의 설계/시공의 업역간의 통합화 움직임을 반증한다고 추정할 수 있을 것이다.

• 유통과학연구
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• 제11권12호
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• Asia Marketing Journal
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• 제14권4호
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• pp.95-116
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• 2013

AMOREPACIFIC has rapidly grown to become a successful global brand by persistently seeking and achieving success in foreign markets. In 2011, AMOREPACIFIC was ranked as one of the global top 20 cosmetics companies. What makes AMOREPACIFIC's global success noteworthy is that AMOREPACIFIC challenged the France and the US market, where competition level is the toughest. Lolita Lempicka, AMOREPACIFIC's perfume brand, was chosen as one of the top seven most popular brands in the women's perfume market in France. In addition, Amorepacific, AMOREPACIFIC's namesake skincare brand, is currently recognized as a top prestige brand in the USA. Their success played a significant role as a bridgehead for AMOREPACIFIC in becoming a global cosmetics company. The main object of this case study is to analyze how AMOREPACIFIC became a global cosmetic company through building key brands such as Lolita Lempicka and Amorepafic, among others. Therefore, this study reviewed AMOREPACIFIC's unconventional approach in launching Lolita Lempicka in France, and Amorepacific in the US by focusing on how they foresaw the future opportunities and employed innovative marketing strategies. Specifically, we focused on Amorepacific's marketing strategy under the critical period when AMOREPACIFIC achieved great success in France with Lolita Lempicka (between 1997 and 2004) and in US with the brand, Amorepacific (2003-2008). The case of AMOREPACIFIC's success in the global markets can give valuable lessons to companies that want to extend their businesses to foreign countries and ultimately become global. One such lesson is the importance of building a successful pioneer brand in a powerful bridgehead market. While domestic competitors first entered into less competitive markets such as those in South-East Asia, AMOREPACIFIC challenged the toughest markets such as the French and US markets where the incumbent companies waged the most intensive and severe battles against Lolita Lempick and Amorepacific. Through the success in France and US market, however, AMOREPACIFIC built a powerful base for its successful global expansion. Another valuable lesson is the importance of foresight in uncovering great opportunities hidden behind the trends without losing focus on the brand's core character and values. Lolita Lempicka and Amorepacific showed excellence in foresight competition, which led them to succeed against the intense competition from Goliath companies. If Lolita Lempicka and Amorepacific had just followed the popular market trend at the time, they would have never succeeded.

• 월간포장계
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• 통권295호
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• pp.90-95
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• 2017

• 월간포장계
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• 통권303호
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• pp.85-91
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• 2018

• 월간포장계
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• 통권293호
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• pp.94-96
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• 2017

• 월간포장계
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• 통권298호
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• pp.96-100
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• 2018

• 월간포장계
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• 통권291호
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• pp.92-96
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• 2017

• 월간포장계
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• 통권307호
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• pp.104-107
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• 2018