• 한국의류산업학회지
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• 제18권1호
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• pp.27-37
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• 2016

This study examined consumer perceptions towards outdoor wear differentiation and product attributes for outdoor wear differentiation to develop an outdoor wear differentiation strategy. It also investigated how consumer's evaluated product attributes according to consumer's demographic characteristics. Data were acquired from a survey of 454 adult respondents aged over 20 that was analyzed with descriptives, frequency, t-test, one-way ANOVA, factor analysis, and reliability. The results were as follows. First, it showed that consumers did not have a positive or a negative perception toward outdoor wear differentiation, and they thought outdoor wear should be differentiated. Those married and older tended to think that outdoor wear should be differentiated more than that for those single and younger. Consumer evaluations were significantly different on the necessity of outdoor wear differentiation according to age and total income. Second, consumers assessed that color, pattern and textiles had similar characteristics among outdoor wear brands; in addition, brand recognition and brand image had very different characteristics. Third, product attributes for outdoor wear differentiation were service and store, product quality, brand and popularity, and product designs with mean values of product quality, product design, service and store, and brand and popularity, respectively. Fourth, consumers were significantly different in the importance assessment of product attributes for differentiation according to gender, marital status and age.

• 산업공학
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• 제17권1호
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• pp.56-70
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• 2004

Expanding product variety and high customer service provision place an enormous burden on demand forecasting and the matching of supply with demand in a supply chain. Postponement of product differentiation has been found to be powerful means to improve supply chain performance in the presence of increasing product variety. Delaying the point of product differentiation implies that the process would not commit the work-in-process into a particular finished product until a later point. This paper reviews the recent analytical models that quantify the value of delayed product differentiation. We conclude the literature review by summarizing and synthesizing the economic evaluation of the postponement and outline directions for future research.

• 통상정보연구
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• 제14권3호
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• pp.113-138
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• 2012

본 연구는 우리나라 중소제조기업의 수출성과 결정요인을 살펴보았다. 우선 기존 연구를 살펴보고, 수출성과 선행요인으로 기업가정신과 제품차별화 역량을 설정하였다. 또한, 수출성과의 선행요인으로서 제품차별화 역량을 기업가정신과 수출성과의 매개요인으로 분석하였다. 이로써, 기업가정신, 제품차별화 역량 그리고 수출성과의 통합적 모형을 구축하고 그 관계를 살펴보는 것을 연구의 목적으로 하였다. 실증분석에서는 국내 중소제조 수출기업 152개 표본에 PLS(Partial Least Square) 분석을 이용하였다. 분석도구는 SmartPLS2.0을 사용하였다. 분석 결과 중소제조기업 기업가의 위험감수성과 혁신성은 제품차별화 역량과 수출성과에 모두 긍정적 영향을 미쳤다. 제품차별화 역량 역시 중소제조 수출기업의 수출성과에 긍정적 영향을 준다는 점을 확인하였다. 매개효과 분석에서는 제품차별화 역량이 기업가정신 중 혁신성과 수출성과 사이에 유의한 매개효과를 나타냈다. 그러나 위험감수성에는 유의한 매개효과를 나타내지 못했다. 이러한 결과는 중소제조 수출기업에 제품차별화 역량이 필요할수록 적극적으로 혁신성향을 추구해야 한다는 점을 시사한다. 즉, 제품차별화를 시도할 때 위험감수성보다 혁신성향을 강조하는 것이 의미가 있음을 보여준다. 이에 본 연구는 제품차별화 역량의 매개효과를 분석한 점에서 동적역량이나 경쟁우위 관점에서 중소제조기업의 수출성과를 살펴보려는 연구에 이론적 시사점을 가진다. 또한, 중소제조 기업 경영자에게는 위험감수성과 혁신성의 역할이 모두 중요하지만, 낯선 환경의 외국시장 경쟁에 필요한 제품차별화 역량에는 혁신성향의 역할에 더 주목해야 한다는 실무적 시사점을 제시한다.

• 한국경영과학회지
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• 제31권2호
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• pp.57-67
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• 2006

One of challenging issues of market oriented manufacturing organization is product proliferation. However, increasing product variety not only incurs additional direct and indirect production cost, but also aggravates production system performance such as inventory level, customer lead time and fill rate. Recently, as one of the most beneficial strategic choices to menage the risks associateed with product variety and uncertain sales, special attention is focused on the product/process redesign to delayed product differentiation. In this paper, we develop an analytical model to demonstrate the existence of an optimal level of product differentiation, which can be used to provide theoretical basis in establishing market oriented SCM strategy.

• International Journal of Contents
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• 제9권4호
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• pp.102-112
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• 2013

Using data on the U.S. automobile industry between 1979 and 1999, we have investigated the impact of inter-divisional domain overlap on a division's product differentiation vis-$\grave{a}$-vis sister divisions. The results show that the higher the level of inter-divisional domain overlap, relative to the focal division's own domain, the higher the chances of locating a new product closer to the existing products of a sister division, thereby decreasing product differentiation vis-$\grave{a}$-vis this sister division. We argue that this is due to a high level of similar capabilities between the two divisions and the division with less distinctive capabilities may have little choice but to launch a new product that is close to the products of the other division.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2007년도 정기학술발표대회 논문집
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• pp.441-445
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• 2007

정부의 대량주택공급정책 등으로 인한 고객중심으로의 시장변화는 자연히 주택 공급업체로 하여금 품질의 경쟁시대를 맞이하도록 하였다. 이러한 품질경쟁시대에서 빠르게 변화하는 고객의 요구품질에 부응하는 주택상품기획 방향을 모색하기위한 선행연구로서 현재 우리 주택시장에서 이루어지는 주택상품의 단위세대 품질의 차별화 사례유형에 대한 실태분석을 실시하였다. 조사 및 분석 결과 많은 사례들이 단순히 마감자재의 고급화나 일시 유행적인 친환경자재의 사용과 부분적이고 단속적인 생활편의품과 설비시스템의 건축요소와의 결합 등을 통한 상품풀질의 차별화를 꾀하고 있었다. 본 연구결과 주택상품의 차별화 기획은 고객을 중심으로 하여 단위세대의 품질 요소 중 건축지향적인 평면 및 인테리어요소와 기술지향적인 설비 및 제품요소의 유기적인 융합을 통합 품질의 차별화가 이루어져야 할 것으로 판단된다. 향후 주택상품기획단계에서는 고객 개념의 재정립을 통한 사람중심의 지속가능한 차별화 계획요소에 대한 연구 및 고객 지향적 주택상품기획 절차의 마련이 필요한 것으로 연구되었다.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2007년도 추계학술대회
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• pp.527-532
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• 2007

Differentiation strategies have been suggested as the critical sources of competitive advantage in B2C industry where customers can switch internet shopping mall with one click with virtually no transaction cost. Indeed, competition on low pricing cannot be a viable strategy in B2C industry. Moreover, cultivating customer loyalty to attain profitability is still a challenging task for most internet shopping mall. In this study, we provide empirical analysis results on key managerial variables that indicate the difference between the product categories in terms of customer perception on relative value importance. We first identified comprehensive managerial variables and organized them in terms of customer decision stage. Next, with reference to extant literatures on product characteristics based e-commerce strategy, hypotheses are developed to formalize the customer value differences on the key managerial variables. Empirical testing results indicated that there are significant differences on customer perceived value of the key managerial variables between the product groups. The findings provide useful insight for further study on e-commerce differentiation strategy.

• Management Science and Financial Engineering
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• 제13권2호
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• pp.99-116
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• 2007

This paper considers the value of location in a linear city model and examines the product differentiation equilibrium of duopoly providing different benefits to consumers. We show that if the value of location is small, symmetric location equilibrium occurs where two firms follow the maximal differentiation principle. However, as the value of location increases, asymmetric location equilibrium occurs where the low-value-location firm moves to the high-value-location firm and thus adjusted maximal differentiation principle holds. We also investigate two different price leadership model and demonstrate the relationship between the value of location and the role of price leadership. In particular, we show that when the location value is high, the price leadership by high-value-location firm will appear as a unique equilibrium.

• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• 산업경영시스템학회지
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• 제41권2호
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• pp.159-166
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• 2018

The proliferation of information technologies made it possible to produce information products of different versions at much lower cost comparing to traditional physical products. Thus it is common for information product manufacturers to consider vertically differentiated product line for more profit through improved market coverage. Another salient characteristic of most information product is network externality. Existing researches dealing with vertical differentiation and network externality usually assumed oligopolistic market where vertically differentiated products are provided by competing companies, respectively. Moreover, they analyzed the essentially dynamic characteristic of network externality statically. In this study, different from the previous researches, the vertical differentiation strategy of a monopolistic company under network externality is dynamically analyzed. We used a two-period model to accommodate the dynamic feature of network externality. Based on the two-period model, the profit maximizing solutions are analyzed. The results showed that a monopolistic company has no incentive to differentiate products vertically when the network externality is absent. On the contrary, when the network externality exists, the monopolistic company can derive more profit by vertically differentiating the product line. It is also shown that, for more profit, the monopolistic company should keep the quality difference between the high quality product and the low quality product as greater as possible.