• 산학경영연구
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• 제11권
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• pp.173-194
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• 1998

본 연구는 신제품 개발이론에 대한 이론적 틀을 연구하고, 이에 기초하여 석재복합 관련제품의 신제품 개발 노선, 기술, 신제품 개발전략 구축과 선택 방안을 제시하였다. 석재복합 관련 제품의 대부분은 첨단 고도기술을 필요로 하는 영역이 한정되어 있기 때문에 이 산업 분야에서의 신제품 개발은 신제품 개발계획과 지침을 마련할 필요가 있다. 또한 유망 신제품 안건을 계층화하여 신제품 개발의 기본전략을 구축하는 신규사업 시나리오를 작성하여 신제품 개발전략을 구축하는 것이 효과적이다. 이러한 과정을 거쳐 중소기업의 경우는 현존하는 시장, 제품, 그리고 기술 우위에 기반을 둔 신제품을 개발할 경우 성공 가능성이 클 것이다. 이 이외에도 석재복합제품 개발은 석재자원과 신소재 개발에 바탕을 둔 신제품 개발에 필요한 기술 진전 사항, 즉 기술개발-제품개발-시장진입 활동간 상호 연계성을 고려해야 한다.

• 복식
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• 제60권2호
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• pp.51-67
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• 2010

The purpose of this study was to develop the high value-added cultural product design with local cultural resources, and to contribute to promoting cultural tourism festivals. To accomplish this study, first, a preliminary survey is carried out the investigation of cultural product stores and visitors' questionnaire survey. Next, based on these survey and prior study, this study established the development direction and concept of fashion cultural products and to developed fashion cultural products using local cultural resources. Adobe Photoshop 6.0, and Adobe Illustrator CS Program were used for the standardization of patterns, textile design and illustration. The results of this study were as follows; First, based on preliminary research results, the problems of the design of cultural tourism festival products were derived. As one solution to solve this problem, this study established the development direction and concept of fashion cultural products to develop fashion cultural products. The concept of the Andong Maskdance Festival was 'Tribal-Holic'; the Boryeong Mud Festival, 'Get away form it all'; the Gangjin Celadon Festival, 'Timeless Memories'; the Jinju Namgang Yudeung Festival, 'Lighting up the River'; the Chungju World Martial Arts Festival, 'Next Ergonomics Gym'; and the Muju Firefly Festival, 'Eco-Purity'. Second, based on the desired items of festival organizers and the survey of visitor's preference for cultural products, 4 items were selected by festival type. Then a total of 96 designs of 4 kinds each were developed using logos or characters, traditional patterns, special products, symbolizing region, or festival as a motif. Third, the strategy for development of cultural products design for promotion of cultural tourism festivals were 'Place identity design strategy', 'Market oriented design strategy', 'Buyer-Based pricing strategy', 'Regional brand strategy', and 'Distribution networks expansion strategy'.

• 패션비즈니스
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• 제7권3호
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• pp.24-35
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• 2003

This study is intended to figure out marketing strategies of women clothing brands which are remarkably preferred and recognized among Chinese women in their twenties by analyzing and comparing the features of products between Chinese fashion brands and Korean brands. This study result is follow as: 1. As the result of women fashion brands in China, it became certain that the differentiation policy of each brand and the strategy of development design reflected the needs of Chinese consumers in 20s were preferred in Chinese fashion market. 2. As the result of comparing and analysing the strategy of Korean brands' clothing product entered China market, some of them reflected well Chinese women' inclination who are in their twenties. Therefore with the proper positioning and the strategy of actual place, those Korean brands are prominently preferred. However others can not be the leading brands because of supplying inharmonious basic-style product with the preference of Chinese women in 20s.

• 한국조리학회지
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• 제10권3호
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• pp.171-189
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• 2004

In the relationship between a strategy and an outcome of new product development, a sample that can most give priority to a cost-price and a consumer is reflected in the result of financial affairs and non-financial affairs the most. A sample that can more give priority to a cost-price more is reflected in the result of financial affairs more. And a sample that can more give priority to a consumer is reflected in the result of non-financial affairs more. In accordance with this consequence, there is a close correlation in the analytical type between a new product developmental strategy and a new product developmental outcome.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 1990년도 춘계공동학술대회논문집; 한국과학기술원; 28 Apr. 1990
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• pp.344-354
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• 1990

Success in new product development is vital to most industrial firms. In recent decades, a firm's new product strategy is incresinglyrecognized as an essential component of the total corporate plan in developing countries. In this research, 81 Korean manufacturing firms are examined to identify the relationships between a firm's product innovation stratege and the performance results with special emphasis on firm size in a developing country. First, a total of 8 strategy dimensions were identified, which constitute the specific elements of firm's innovation strategies. Two independent dimensions of performance were also identified and were found to be closely linked to the strategy adopted. Then, a categorization scheme is developed to distinguish firms according to their size, and proves useful in performance results might be altered for different company size. The findings generally suggest that a well-balanced new product program emphasizing both marketing and technological effort appropriately is needed to make the program successful. The different size of the company is found to call for somewhat different strategy dimensions to enhance the performance results.

• 기술경영경제학회:학술대회논문집
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• 기술경영경제학회 1992년도 제2회 학술발표회
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• pp.119-155
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• 1992

Traditionally, the target of manufaturing technology strategy was derived in a efficiency, cost and productivity. So most activities of the manufacturing brought focus into the engineering technology, equipments and research and improvement of new products to maximize the efficiency. As a resell of this legacy, most of the activities of manufacturing has been executed on the method of quality improvement, development of new equipment to incense the efficiency and the research of materials for new products. Those trends, however overlook the operation management activities which is very important as a assets in competitive strategy. But the market enviornment of morden manufacturing companies faced to the uncertainty and complexity. So they need capability of competition which requires new concept of manufacturing technology strategy to grasp the competitive advantages. In this point of view, this paper deal with the empirical study in korean manufacturing technology strategy of the electic and electronic industry. For the empirical study, check list was made to survey the 98 manufacturing companies. The analysis procedures are as below. First, identify the manufacturing technology group an product structure group by each variable. Second manufacturing technology variables are segmented into product technology and vertical integration, suborder and infrastructure, to analyse the decision making pattern which derive the strategy groups. Third, by the fitness analysis between product structure group and manufacturing technology group, the economic results of a growth rate of sale and a profit rate of sale are tested. In this approach, fitness analysis between product structure group and manufacturing technology group show, as a whole, the no significant values in economic results of the company. But investigating the statistical values shows the trend that econmic result of the complany is somewhat higher when the degree of fitness of manufacturing technology strategy by product structure has high value. Concluding the remarks, the competitive advantages of company lies not in the efficiency of manufacturing systems but in the way of the structure and decision making pattern of the manufacturing system. And the cons i stoney between strategy target and manufacturing technology strategy, and the consistency of manufacturing technology strategy and product structure are the term of competitive advantages.

• 한국의류산업학회지
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• 제5권4호
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• pp.351-362
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• 2003

To study marketing strategy changes caused by Korea fashion industry development process, the fashion marketing strategy changes of Japan, considered as the most similar one of Korea, was compared. At each period, p! roper cost efficiency strategies, product differentiation strategies, and market segment strategies has been selected and applied. The fashion industry foundation period namely practical usage clothing period of Korea follows 10 years after one of Japan. 90's highly sensitive fashion period namely fashion industry growth period follows 5 years after one of Japan. As entering to fashion industry maturity period with global competition, the time difference falls to less than 5 years. With hosting of 2002's World-Cup, Korea's global competitiveness has increased, and it appears to be possible of being fashion market leader in East Asia and Japan's rival on an equal footing.

• 디자인학연구
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• 제19권5호
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• pp.191-202
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• 2006

최근 기업을 둘러싼 시장 환경의 급격한 변화와 소비자의 구매 가치와 기호의 다양화가 급격히 진전되면서 기업의 생존을 위해 장기적인 경쟁 우위 창출을 위해 그 기업만의 차별적 가치를 제공하는 것이 그 무엇보다 중요한 시대가 도래하였다. 기업의 차별적인 가치를 창출하기 위해서는 무엇보다도 소비자의 잠재 니즈와 가치에 대한 심층적인 연구, 분석이 필요하며 따라서 소비자의 잠재 니즈와 가치를 만족시켜 줄 수 있는 부가가치를 제공하여 주는 신제품의 개발은 기업의 지속적인 경쟁 우위 창출에 있어 매우 중요한 전략적 행동이라 할 수 있다. 이 논문에서는 이러한 신제품 개발 전략에 있어 디자인이 가질 수 있는 전략적 위치와 역할에 대해 연구해 보고자 한다. 소비자는 제품의 아름답고 매력적인 디자인을 통해 기업이 제공하고자 하는 부가가치를 받아들이며 이를 통해 자신의 감성적, 주관적 가치를 만족시킨다. 하지만 본 연구에서는 디자인의 물리적인 실체로서의 제품 가치 제공자 역할에서의 관점에서 벗어나 기업의 차별화 요소로서 적용될 수 있는 소비자의 잠재 니즈와 가치 발견을 위한 도구로서의 디자인의 역할을 제안한다. 즉 소비자 니즈와 가치를 찾아내어 차별적인 가치를 제공하는 역할이라는 디자인의 역할에 대한 관점을 중심으로 이를 신제품 개발 전략에 있어 어떻게 적용시켜야 하는 가에 대한 연구를 논문의 중심으로 삼아 기업 경영 전략의 핵심인 차별적인 포지셔닝 창출의 전략적 요소로서의 디자인 영역의 역할을 제안한다. 본 연구는 디자인 전략의 맥락적 접근의 제시와 함께 이의 수립과 실행을 위한 전략적 디자인 분석에 대해 연구함으로써 경영 전략에 있어 기업의 차별적 위치 창출을 위한 가치 제공자로서 디자인의 범위를 확장하여 기업으로 하여금 디자인 경영의 구체적 실행 방안의 한 축을 제시했다는데 그 의의가 있다고 하겠다.

• 한국경영과학회지
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• 제21권3호
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• pp.11-46
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• 1996

The objectives of this research paper are to identify the types of the firm's new product development strategy and their characteristics about business strategy, to examine the effect of each type on new product outcomes, and to explore the contingency variable influencing the relationship between these types and new product outcomes. The result of the research are summarized as follows : First, in terms of both the resource allocation for product innovativeness and technology acquisition method, this study suggests 9 types of the firm's new product development strategies- Type 1 (pursuing low innovative products/relying on external technology), Type 2 (pursuing low innovative products oriented/relying on internal technology), Type 3 (pursuing low innovative products/relying on mixed technology), Type 4 (pursuing high innovative products/relying on internal technology), Type 6(pursuing high innovative products /relying on mixed technology), Type 7 (balancing low and high innovative products/relying on external technology), Type 8 (balancing low and high innovative products/relying on internal technology), Type 9 (balancing low and high innovative products/relying on mixed technology). Second, these 9 types are deeply associated with the firm's business strategic variables such as product differentiation and market differentiation, and exhibit different level of both technical and commercial performance of new products. Finally, the effects of these types on new product outcomes are different according to industrial environment and firms' characteristics with respect to size and technological capability.

• International Journal of Quality Innovation
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• 제8권3호
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• pp.23-34
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• 2007

Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers' expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.