• STI Policy Review
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• v.8 no.2
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• pp.75-93
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• 2017

Recently, global competition in the manufacturing sector is driving firms in the manufacturing sector to conduct product innovation projects to maintain their competitive edge. The key points of product innovation projects are 1) what the purpose of the project is and 2) what expected results in the target market can be achieved by implementing the innovation. Therefore, this study focuses on the performance of innovation projects with a business viewpoint. In this respect, this study proposes the "achievement rate" of product innovation projects as a measurement of project performance. Then, this study finds the best strategies from various innovation activities to optimize the achievement rate of product innovation projects. There are three major innovation activities for the projects, including three types of R&D activities: Internal, joint and external R&D, and five types of non-R&D activities - acquisition of machines, equipment and software, purchasing external knowledge, job education and training, market research and design. This study applies decision tree modeling, a kind of data-mining methodology, to explore effective innovation activities. This study employs the data from the 'Korean Innovation Survey (KIS) 2014: Manufacturing Sector.' The KIS 2014 gathered information about innovation activities in the manufacturing sector over three years (2011-2013). This study gives some practical implication for managing the activities. First, innovation activities that increased the achievement rate of product diversification projects included a combination of market research, new product design, and job training. Second, our results show that a combination of internal R&D, job training and training, and market research increases the project achievement most for the replacement of outdated products. Third, new market creation or extension of market share indicates that launching replacement products and continuously upgrading products are most important.

• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.79-98
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• 2009

IPTV has risen as a new driving force amid concerns against the saturated internet market and gained enormous attention of both the government and industry as niche market. Especially, IPTV banking which is one of the major services, IPTV has risen up recently as another financial service channel. Prior to the expansion of the new technology, this study attempts to predict its success possibility. In order to grasp variables that would effect formation of user intention of potential adopters, and external variables that influence user intention of IPTV banking have been confirmed and studied empirically based on Technology Acceptance Model(TAM). As a result, it was validated that self?efficacy, facilitating condition, social influence, and perceived importance to TV banking needs are the influential variables. Therefore, one may able to find appropriate direction of marketing activities for effective expansion of IPTV banking service through this study. Also, considering the fact that the number of service users has absolute influence over profit determination in the IPTV banking service industry, the study about characteristics and intention of such potential adopters could certainly be significant.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.7-10
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• 2007

Since 2003, the biggest trade partner of South Korea has not been America but China. China appears to be a strong competitor of South Korea in every field of international market and even in IT industry, which has been one of the most competitive field of Korean Economy. IT Industry is now becoming a driving locomotive of economy in South Korea and China. It is reported that the IT gap between South Korea and China is shorten to be 1.7 years in 2006, from 2.6 years in 2003 and will be within one year in 2010. China has been aware of the urgent need of developing electronic and information industry in order to improve its productivity. In the results of the efforts to develop its IT industry, China has achieved average 25% yearly growth rate of IT manufacturing industry since 1991. Since 2004, South Korea has pursued IT 839 strategy. How South Korea and China can sustain the continuous development of IT industry. South Korea IT is expected to utilize China's through the mutual cooperation, which results in mutual benefit. To achieve the mutually benefited cooperation and specially to result in Small & Medium sized Korean companies' cooperation with China's, China is expected to improve the market system and create an environment of admitting intellectual property.

• International Commerce and Information Review
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• v.9 no.3
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• pp.343-362
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• 2007

Inter-Korean Economic Cooperation needs to a different strategy for developing synergy effects, suggesting they should be selected for role to the unification Korea. In the this paper, Three policy-strategies is suggested as follows. Firstly, Economic Cooperation Driving Committee of Inter-Korean Digital Cultural Content is necessary the recovering of cultual consubstantiality and the operating of business partnership in the divided peninsular. Secondly, To cultural contents cooperation between South-North Korea. the exchange of learning and information must be activated constantly. as the cultural contents is creative industrial, it needs for imagination and creative of human and understanding of a fine arts, a traditional arts. Thirdly, A policy and system is inevitable to construction of Inter Korean Cooperation Digital Contents. South-North Korea, including a North Korea having a excellent cultural heritage, must jointly recovery for cultural contents. Under social-economic system, a consumers of digital contents pay to the format creator many royalty. Therefore, We must prepare to roll out a series of new creative contents, and have competitive advantages in the global market.

• Journal of the Korea Convergence Society
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• v.7 no.5
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• pp.161-167
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• 2016

Distribution channels are changing its industry paradigm from quantitative increase to qualitative improvement. In addition, it incorporates new characteristics and consumption tread of customers and the core value of service is developing focused around on online to offline (O2O) business model of omnichannel. In this respect, companies are integrating various distribution channels and in order to provide high content business service to customers, their interest in finding a new business strategy is increasing. Currently, most of the service being provided to customers are formed based on distribution structure centered around big companies and financial industry and the problems faced by small to medium and micro enterprises, which are expansion and improvement of channels, discovery of new distribution channels and finding O2O marketing strategy, can be said as very important task. Accordingly, this research purports to create added values which can serve as the driving force of growth of "creative economy" by improving distribution channels in which anyone who incorporates needs of smart consumers can enter into the smart commerce market and to further form sustainable win-win market that is strategic through business platforms for small to medium and micro enterprises therefrom.

• Journal of Korean Society of Transportation
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• v.36 no.2
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• pp.129-140
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• 2018

In this study, we analyzed the electric vehicle (EV) purchasing behavior with market segmentation in Seoul using the binary logit model. For the model estimation, the experimental design of SP survey generated 24 scenarios with purchase price, charging station availability, and driving range of EVs. The results of market segmentation analysis indicated that the owners of subcompact and compact size cars were primarily affected by the purchasing price while those of mid and full size cars were more sensitive to the charging station availability. By housing type, the charging station availability was the most important factor for the residents of apartment while the purchase price was the most important factor to choose the EVs. These results presented that the EV supply strategy of the automobile manufacturer should be diversified according to the marketing target and the expansion of the public charging infrastructure should be the top priority in the government policy.

• International Journal of Quality Innovation
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• v.9 no.3
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• pp.93-112
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• 2008

This study explores the influence of Taiwan's high-tech manufacturers' innovative strategy and innovation motivation concerning the implementation of innovative activities, as well as the influence of innovative activities implementation on business performance. The two intermediate variables, industry group and enterprise scale are also considered. Through a review of the relevant literature, a theoretical model of the influence relationship is developed, while an empirical analysis is simultaneously conducted on Taiwan's high-tech manufacturers. The research result shows that the internal driving force of innovative activities has a significant impact on the level of implementing technological innovative activities and cultural innovative activities. The external driving force of innovative activities has a significant impact on the level of implementing market innovative activities and management innovative activities. Companies adopting self-developed technology and purchased as well as self-developed technology strategies, perform better than those adopting purchased new technology or those with neither purchased nor self-developed technology strategies, at implementing technological innovative activities and cultural innovative activities. The level of implementing innovative activities has a significant influence on business performance (cost reduction and product/service differentiation). For the intermediate variables of "industry group" and "enterprise scale", it is proven in this study that they have no significant influence on the level of innovative activity implementation or business performance.

• The Journal of The Korea Institute of Intelligent Transport Systems
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• v.22 no.1
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• pp.172-191
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• 2023

This study was undertaken to strategize the mixed traffic operation of autonomous vehicles in the pilot zone. This was achieved by analyzing the changes expected when autonomous vehicles are mixed in the autonomous vehicle pilot zone. Although finding a safe and efficient traffic operation strategy is required for the pilot zone to serve as a test bed for autonomous vehicles, there is no available operation strategy based on the mixture of autonomous vehicles. In order to presents a traffic operation strategies for each period of autonomous vehicle introduction, traffic efficiency and safety analysis was performed according to the autonomous vehicle market percentage rate. Based on the analysis results, the introduction stage was divided into introductory stage, transition period, and stable period based on the autonomous vehicle market share of 30% and 70%. This study presents the following traffic operation strategies. Considering the traffic flow operation strategy, we suggest the advancement of the existing road infrastructure at the introductory stage, and operating an autonomous driving lane and the mileage system during the transition period. We also propose expanding the operation of autonomous driving lanes and easing the speed limit during the stable period. In the traffic safety strategy, we present a manual and legal system for responding to autonomous vehicle accidents in the introductory stage, an analysis of the causes of autonomous vehicle accidents and the implementation of preventive policies in the transition period, and the advancement of the autonomous system and the reinforcement of the security system during the stable period. Through the traffic operation strategy presented in this study, we foresee the possibility of preemptively responding to the changes of traffic flow and traffic safety expected due to the mixture of autonomous vehicles in the autonomous vehicle pilot zone in the future.

• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.1155-1178
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• 2018

Future automobiles are evolving into movable living spaces capable of eco-friendly autonomous driving. The role of electrically processing, controlling, and commanding various information in the vehicle is essential. It is expected that the automotive semiconductor will play a key role in the future automobile such as self-driving and eco-friendly automobile. In order to foster the automotive semiconductor industry, it is necessary to grasp technology trends and to acquire technology and quality that reflects the requirements in advance, thereby achieving technological innovation with industrial competitiveness. However, there is a lack of systematic analysis of technology trends to date. In this study, we analyzed the technology trends of automotive semiconductors using patent analysis and topic model, and confirmed technologies such as electric cars, driving assistance, and digital manufacturing. The technology trends showed that element technology and technical characteristics change according to technology convergence, market needs, and government regulations. Through this research, it is expected that it will help to make R&D policy for automotive semiconductor industry and to make decision for industrial technology strategy establishment. In addition, it is expected that it will be used effectively in detail research direction and patent strategy establishment by providing detailed classification of technology and trend analysis result of technology.

• International Commerce and Information Review
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• v.7 no.4
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• pp.387-407
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• 2005

This paper is to study globalization motives and strategies of Japanese and Korean industries by analyzing the causes and patterns of foreign direct investment (FDI) of the firms of the two countries during the 1980s and 1990s. First we develop a FDI function from the profit maximizing model of firms. Then we use regression analysis to determine internally driving-out factors and externally-inducing factors. Japanese FDI strategy has gone through three different stages; from natural resource-seeking investment in the 1950s and 1960s to market-expansion investment in the 1970s and 1980s and to a combination of cost-reducing (low-cost labor-seeking) investment and market-penetrating investment in the 1990s. On the other hand, Korean FDI behavior has gone through four different stages; from the learning stage with small investments in the 1970s, to natural resource-seeking investment in the early and mid 1980s, to the growth stage in the late 1980s and the early 1990s, to the maturity stage of the mid and late 1990s. The last two stages were characterized by a combination of cost-reducing investment and market-seeking investment. As a late comer, Korea began its FDI two decades later than Japan, but caught up the patterns of Japanese FDI by the mid 1990s and is in a competing position with Japan. Our findings show that both Japanese FDI and Korean FDI in Asia and other developing countries tendto be in labor-intensive sectors where their firms are losing their comparative advantages at home. The main motive for FDI into these regions is low-cost resource seeking. On the other hand, both Japanese FDI and Korean FDI in the U.S. and Europe tend to be knowledge-intensive sectors where Japanese and Korean firms attempt to internalize transaction and information costs by globalizing its production. The main motive for FDI into these regions is market-seeking. Firms in both countries have increased their investments in Mexico and Western and Eastern Europe in order to penetrate large economic blocs such as the EU and NAFTA area. Korean firms are more aggressive in expanding into new and untested markets than are their counterpart in Japan. Evidence of this can be seen in the scarcity of Japanese FDI and abundance of Korean FDI in Eastern Europe and China.