• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.13 no.4
• /
• pp.211-216
• /
• 2018

This study was intended to analyze the effects of the selection of excellent design product by the KIDP(Korea Institute of Design Promotion) on the business performance of the company focused on the start-up with relatively low competitiveness. According to the statistics of KIDP in 2013, a design accounted for 27.53% of the factors affecting the sales of products and a design was the most important factor among the factors affecting the sales of products for the small sized company in terms of the scale of company. In addition, looking at the trend by industry in the data collected for this study, the technology-based industry showed a relatively higher growth rate than the retail industry and other industries. In this study, the author surveyed 186 companies of the companies that recognized the importance of design in difficult management conditions and received excellent design product certificate from KIDP(2013, 2014 and 2015) and empirically verified whether there was any difference in business performance between the start-ups with a business history of less than 7 years and the ongoing firms with a business history of more than 7 years. To evaluate the value of design, we used analytical method of measuring related values by comparison between groups. In addition, we also analyzed the difference in business performance(sales) between manufacturing companies, where the role of design was relatively large, and non-manufacturing companies among companies that received the excellent design product certificate. We have established a study hypothesis that the selection of excellent design product by the KIDP would have more positive effect on the business performance(sales) of the start-up compared to the ongoing firm, and conducted an empirical analysis by comparing both the year before and the year after the selected year. As a result, we found that the selection of excellent design product by the KIDP has a positive effect on the business performance of the start-up, and the selection of excellent design product has a significant effect on the difference in business performance between manufacturing and non-manufacturing companies. This study was conducted in the hope that the government actively supports the design-related policies so that the selection of excellent design product become an important indicator of the business performance of the start-up, and thus the design management will be a way to enhance the competitiveness of the start-up.

• The Transactions of the Korean Institute of Power Electronics
• /
• v.5 no.5
• /
• pp.427-434
• /
• 2000

The paper proposes a zero speed start-up scheme of direct rector controlled induction motor drive without any torque jerk. At standstill condition, a method is derived to calculate a stator flux with only stator current. The programmable 3-stage low pass filters with programmable time constants is used in order to solute the problem of integration for stator flux estimation in the direct vector control mode. Due to the time delay of 3-stage low pass filter, the status flux decreases rapidly and also the torque jerk occurs during the transition from standstill mode to the direct rector control mode. A feedforward control strategy of the stator flux is suggested to prevent the torque jerk at start-up. Through results of simulation and experiment with 32 bit DSP, the performance of the start-up scheme is verified.

• Journal of Distribution Science
• /
• v.11 no.10
• /
• pp.37-45
• /
• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.

• Journal of the Korean Society of Propulsion Engineers
• /
• v.23 no.3
• /
• pp.58-66
• /
• 2019

In this study, the start-up characteristics of a staged combustion engine were analyzed numerically based on relational equation modeling of the entire engine components. The start-up characteristics were extensively analyzed considering the transient period of the total engine system from the start-up sequence till the steady-state of the engine. The performance characteristics of the engine components such as RPM of engine power-pack, chamber pressure and O/F ratio of pre-burner, and mass flow of propellants in the start-up period were investigated. Furthermore, the calculated engine data were compared satisfactorily with the experimental data. Through the comparison of data, successful validation of present engine start-up analysis has been obtained.

• Journal of the Korean Society of Costume
• /
• v.66 no.8
• /
• pp.109-122
• /
• 2016

This study is to explore the ways to increase the export performance of start-up companies, as opportunities are rising along with more companies entering the global market. Thus the study analyzed the factors affecting export performance of the start-up company by mainly looking at the international marketing capabilities of enterprises type of marketing strategy and internal environmental capabilities. The following were derived as factors for marketing 4P strategy: innovation of product, flexibility of export price, differentiation of distribution channels, diversity of promotional activities, and positive-ness of promotion. For internal capabilities of enterprises, innovation of CEO, initiative of CEO, risk susceptibility of CEO, information power of export market, and information power of competitor were derived as factors. Two types of performances were considered for export performance, financial and non-financial. Among innovation of product and risk susceptibility of CEO the non-financial performance of export performance, and only differentiation of distribution channels of marketing 4p strategy the financial performance. It showed that since performance was different depending on the entrepreneurship of the CEO, only innovative products differentiated from small and medium enterprises. risk susceptibility of CEO increased export outlook by corporate acknowledgment and image, creation of potential customers, and financial performance affected only differentiation in distribution channel rather than entrepreneurial spirit, information power, or organizational flexibility because of short business career and insufficient period enough to gain trust. Therefore, start-up companies need to improve their non-financial export performance by increasing innovation of product and risk susceptibility of the CEO. The companies need to widen the differentiation of distribution channels in the financial export performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.16 no.5
• /
• pp.15-29
• /
• 2021

This study is based on ERIS model for start-up performance, and aims to derive the main reason for start-up sustainability centered on organizational resilience. To this end, systematic literature examination and modified Delphi method were used to investigate start-up sustainability factors based on ERIS Model focused on organizational resilience. The results showed that ERIS model-based entrepreneurial continuity factors were divided into four categories: entrepreneur, resource, industrial environment, strategy, subdivision 8 and detailed factors 54. In addition, the ERIS model-based continuity factors were structured around organizational resilience, and the continuity factors were structured according to ERIS model under five categories: leadership, culture, people, system and environment. The results of this study are as follows. First of all, the results of existing research and analysis show that the concept of successful start-up and sustainability of start-up are used in various fields. Second, it is confirmed that there are common factors of influence on start-up performance and start-up sustainability based on ERIS model. Third, Delphi method's results showed that the general characteristics of entrepreneurs, such as academic background, education level, gender, age, and business experience did not affect the sustainability of entrepreneurship. This study is significant in that it is based on ERIS model focused on organization resilience, and ERIS-R, which integrates Strategy into System and Organization resilience into R in the field of gradually expanding start-up development and support. It is expected that the results of this study will improve the sustainability of start-up that can predict, prevent, and overcome various crises at any time.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.15 no.2
• /
• pp.47-65
• /
• 2020

With the era of the Fourth Industrial Revolution in sight, innovative business models utilizing new technologies are emerging, and startups are enjoying an abundance of opportunities based on the agility to respond to disruptive innovations and the opening to new technologies. However, what is most important in creating a sustainable start-up ecosystem is not the start-up itself, but the process of research-start-investment-investment-the leap to listing and big business-in order to build a virtuous circle of startups that leads to re-investment. To this end, the environment created in the hub area where start-ups were conducted is important, and these material and non-material environmental factors are described as being inclusive by the word "entrepreneurial ecosystem." This study aims to provide implications for Korea's entrepreneurial ecosystem through the study of the interaction of the elements that make up the start-up ecosystem and the relationship of ecosystem participants in Singapore. Singapore has been consistently mentioned as the top two Asian countries in assessing the start-up environment and business environment. In this process, six elements of the entrepreneurial ecosystem presented by Isenberg(2010)-policies, finance, culture, support, human resources, and market-are the best frameworks for analyzing entrepreneurial ecosystems in terms of well encompassing prior studies related to entrepreneurial ecosystem elements, and a model of regional transformation is formed focusing on some elements to suit Singapore, the target area of study. By considering that Singapore's political nature would inevitably have a huge impact on finance, Smart Nation policy was having an impact on university education related to entrepreneurship, and that the entrepreneurial networks and global connectivity formed within Singapore's start-up infrastructure had a significant impact on Singapore's start-up's performance, researches needed to look more at the factors of policy, culture and market. In addition, qualitative research of participants in the entrepreneurial ecosystem was essential to understand the internal interaction of the elements of the start-up ecosystem, so the semi-structured survey was conducted by visiting the site. As such, this study examined the status of the local entrepreneurial ecosystem based on qualitative research focused on policies, culture and market elements of Singapore's start-up ecosystem, and intended to provide implications for regulations related to start-ups, the role of universities and start-up infrastructure through comparison with Korea. This could contribute not only to the future research of the start-up ecosystem, but also to the creation of a start-up infrastructure, boosting the start-up ecosystem, and the establishment of the orientation of the start-up education in universities.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.10 no.1
• /
• pp.69-82
• /
• 2015

This Research is based on the theory of the prior researches that have demonstrated a positive impact of the entrepreneurship and competitive advantages on business performance. And the purpose of this research which approaches in the viewpoint of combining a entrepreneurial attribute including two factors(entrepreneurship and commercialization capabilities) and the differentiated competitive advantage as a role of core competence is to examine how the combined competence affects the business performance. In order to achieve this purpose, we conduct a survey for CEO of 250 small firms which belong to the start-up phase and are located in the 6 administrative region with the assistance of Small & Medium Business Administration representatives and analyze empirically the survey data by utilizing statistical program(Spss 18.0). As the results, we conclude that the entrepreneurial attributes of small firms' CEO and DFCA have a positive impact on business performance respectively and the entrepreneurship, one of the two entrepreneurial factors, has a positive impact on choosing DFCA. Also we report that DFCA plays a mediating role with regards to relationship between entrepreneurial attributes and business performance. Therefore, this research suggests the followings: First, the CEO of start-up business should focus on building a differential competitive advantage which is the basis for creating competitiveness from the initial point. Secondly, he should make a alignment for core competencies, in order to reach the stable growth phase in the shortest period, through which the entrepreneurial attributes is to be inherent as a discriminatory competitive competence. Third, he should promote to establish a business strategy based on strengthening of entrepreneurship and discriminatory competitive as a growth strategy during start-up phase.

• 한국벤처창업학회:학술대회논문집
• /
• 2008.11a
• /
• pp.83-112
• /
• 2008

In this study, the effects of the founder's characteristics on venture's business success factors for pet business was investigated focused on the pet hospitals. The effects of the founder's background and psychological characteristics, the business start-up preparing procedure characteristics, and service factor characteristics for customers on the business performance was analyzed by classifying it into financial business performance and non-financial business performance for the he pet hospitals. The questionnaire survey for 150 pet hospitals located in Seoul and Gyunggi-do area was performed, and the main conclusions was drawn as follows. First, as a result of research model analysis for financial business performance among the business performance, it was analyzed that the founder's academic background factor among the founder's background factors had a statistically significantly negative Influence on the financial business performance, on the contrary, the control locus factor among the founder's psychological factors, and the financing factor among the business start-up preparing procedure factors had a statistically significantly positive influence on the financial business performance. Second, as a result of research model analysis for non-financial business performance among the business performance, it was analyzed that the danger acceptance propensity factor among the business start-up preparing procedure factors and the intangible service quality factor among the service quality factors had a statistically significantly positive influence on the non-financial business performance.

• Journal of Communications and Networks
• /
• v.8 no.3
• /
• pp.351-359
• /
• 2006

In this article, we present a new slow-start variant, which improves the throughput of transmission control protocol (TCP) Vegas. We call this new mechanism Gallop-Vegas because it quickly ramps up to the available bandwidth and reduces the burstiness during the slow-start phase. TCP is known to send bursts of packets during its slow-start phase due to the fast window increase and the ACK-clock based transmission. This phenomenon causes TCP Vegas to change from slow-start phase to congestion-avoidance phase too early in the large bandwidth-delay product (BDP) links. Therefore, in Gallop-Vegas, we increase the congestion window size with a rate between exponential growth and linear growth during slow-start phase. Our analysis, simulation results, and measurements on the Internet show that Gallop-Vegas significantly improves the performance of a connection, especially during the slow-start phase. Furthermore, it is implementation feasible because only sending part needs to be modified.