• International Commerce and Information Review
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• v.10 no.4
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• pp.277-298
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• 2008

This study develops the market attractiveness assessment model and draws the strategic target markets and their corresponding exporting strategies through identifying the market positions in the dimensions of market attractiveness scores and market positional strength to achieve the innovative export promotion of Korean heavy electric industry and the resulting improvement and reversal of comparative-disadvantage position. In chapter 2, we analyze the stages of selecting target markets, the constructs and their measure variables of market attractiveness models, and the components and strategic policy implications of directional policy matrix. And in chapter 3, we identify the comparative advantage positions of Korean heavy electric industry in the global market through analyzing its trade structure, trends, balance, ratio-balance, and specialization index by the item and the region respectively. We find that the Asia/Pacific region is the most attractive export market of the Korean heavy electric equipment industry, the following important strategic target markets are the America, MENA, CIS/East Europe Regions in the order of their attractiveness and competitive position dimensions. In the mean time, the sub-Sahara Africa and West Europe region is shown to be the long-run-viewpoint target market requiring the innovation or divest strategies owing to their low attractiveness and the low market share of Korean exports.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.3
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• pp.101-135
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• 1992

An an exploratory attempt, this study examines the patterns of strategic changes of the firms and changes in strategic group structure in response to environmental changes of the industry. Empirical analyses of 39 firms in the Korean tile industry for the period of 1986-1990 reveals that :1) environmental changes had different impacts on attractiveness of different product/market segments :2) the relatively large firms in less attractive product/market segments were more likely to change their domains :3) according to their specific target product/market segments, the firms tended to strengthen different resource capabilities which were identified as key success factorss to compete in each target segment : and 4) these differences in strategic changes of the firms resulted in the changes in strategic group structure during the same period. Implications and the limitations of this study are finally discussed.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.

• Management & Information Systems Review
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• v.18
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• pp.115-132
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• 2006

The main findings of this study are summarized as follows; 1) For medium-small size Family Restaurant(FR) in the FR market, nowadays, survival is the key issue. If the medium-small size FR is to survive and continue to grow under this competitive environment, it must pursued the efficiency of management with niche marketing strategy. 2) This study is to describe the niche marketing strategy for medium-small size FR. Strategic niche marketing must be based on the target market, market positioning and strategic marketing mix. 3) Medium-small size FR needs to develop the marketing mix factors for the niche marketing strategy. It needs to make customers understand what the FR differs from current and potential competitors. Essentially the medium-small size FR must take a competitive advantage. Hence it will appeal to a substantial number of the segments customers. 4) In using niche marketing strategy, a medium-small size FR must establish the objectives, select the tools, develop the decisions on product differentiation, market segmentation and positioning under various strategic niche marketing factors 5) By carrying out the niche marketing strategy on the target market, customer's desire can be further fulfilled. When management efficiency is improved, we can better cope with changing environment.

• Asia Marketing Journal
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• v.14 no.4
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• pp.1-22
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• 2013

A growing gap between market needs and the capabilities of the enterprise prompts repositioning (Corstjens and Dolye 1989). This article examines the strategic repositioning of 'Korando Sports' undertaken by SYMC throughout the period from Jan. 2012 to Jun. 2012, to boost sales volume and market share by entering market of active-lifestyle consumers currently occupied by SUVs. SYMC's experience indicates that it is essential to close the gap between the market needs and the ability of the enterprise to make a shift to new consumer segment with a new positioning. The successful repositioning framework(Ryan et al. 2007) were employed in this paper. This framework is comprised of six elements: core strategic values, strategic flexibility/learning capabilities, customer awareness and sensitivity, external orientation, management commitment, and belief in the product and brand. The evaluation based on the successful framework also confirms that 'Korando Sports' case meets all the requirements of the successful strategic repositioning. This paper provides some of the managerial implications with aim of assisting executives in identifying strategic repositioning opportunities. Primarily, the 'Korando Sports' case affirms the repositioning as a viable strategy and indicates that repositioning is a feasible means for strategic change. Second, this case shows the influence of a target consumer and SYMC's repositioning to follow consumer preference for a particular attribute. Moreover, we can understand how a product formerly considered weak in attributes can enjoy benefits in other segments with the same attributes.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.459-462
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• 2015

Korean construction industry made a huge growth over several decades. However, domestic construction market has shrunk in recent years due to the domestic political environments and global economic crisis. Today, the international construction markets become more important to be investigated, and demands for international construction study have risen. The purpose of this study is to search for measures to compare the potential of Southeast Asian countries' construction markets and select strategic target countries where the Korean construction companies pursue to explore for future investments. The research team investigated a range of selection factors which can represent the construction market condition of each country. These factors included the size of the construction industry, economic growth potential, current relationship with Korea, the level of infrastructure development, political situation, etc. After collecting data, each selection factor was scored by experts' analyses and the total score was given to each country. As a result, the rating identified attractive countries for future investments: Myanmar, Vietnam, and Sri Lanka. For the target countries, analytical methods were used for in-depth market analysis that can provide comprehensive insight and strategic clue for development of short-/mid-/long-term roadmap and action plans. The research findings would be used to support rational decision making of construction investment advancing to the Southeast Asian economic growth.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.233-236
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• 2001

This study explores on the static and dynamic growth patterns of high-tech ventures in Korea. We developed an integrative framework with target market (local vs. global), product/market maturity (existing vs. emerging), and technological capability (follower vs. pioneer). We also identified seven new ventures strategies as follows: i) reactive imitation, ii) proactive localization, iii) import substitution, iv) creative imitation, v) early market-entry, vi) global niche, and vii) global innovation. With five successful Korean new ventures, we found different competitive behaviors and performance among new venture strategic types. This study also observed two different growth patterns: growth through strategic replication and growth through strategic change. It depends on whether they are pursuing similar strategy over time or different strategy within for growth. In addition, we found that creative imitation plays a stepping-stone role in two-step internationalization processes. Although this study is exploratory and needs more empirical studies, it can provide new ventures with meaningful guidelines for growth and internationalization with a dynamic perspective.

• Journal of the Korean Data and Information Science Society
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• v.18 no.1
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• pp.123-139
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• 2007

Recently, Super-Super-Market(SSM) is facing more and more difficult situation due to the expansion of hypermarket and target marketing of specialized shop. In this situation, Customer Satisfaction Management(CSM) is emerging as a core business factor to make continuous growth without competitive exclusion. Especially, the first factor in CSM in distribution industry is a Service Quality Satisfaction. In this paper, with a selection of 3-markets as a sample for the research, I have tried to look for necessary Service Quality(SQ) factors in SSM and deduced Service Quality Index(SQI), loyalty and Index of detail factor in SQ through survey. Based on these results, strategic factors required to improve SQ was found and strategic directions for SQ were proposed through matrix portfolio analysis.

• Culinary science and hospitality research
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• v.8 no.1
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• pp.1-21
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• 2002

A study is on the market ing strategy which applied the web site for family restaurant. The internet marketing that the firm uses to attract consumer needs and it can be said to be the strategic effort to cope with dynamic environmental change in the market with strategic flexibility which has competitive advantage and increase its profitablelity. This study establish an internet marketing strategy plan and it presented. First, it constructs a data base using CRM and it manages with to create the benefit model. Second, it constructs the trusted relationship of the customer using Permission marketing. Third, the virus marketing is effect ive to create customers in short duration. Forth, e-mai1 marketing for target customer is also effective Fifth, experienced marketing provides the good experience and an immersion. Sixth, tie-in marketing which co-operate with the other company is magnifies a category of customer therefore this study about internet marketing action will be hopefully continued.

• Korean Journal of Construction Engineering and Management
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• v.6 no.2 s.24
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• pp.102-110
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• 2005

After the IMF bailout, the Environment of Domestic Construction Industry had changed dramatically. Before the IMF, Domestic Construction Firms are secured by the government regulations and some traditional practices. However, due to the following reasons: a decrease in public works, an increase in uncertainty of market prediction, the change of bid system, and increase in construction firms, recently the competition among construction firms has became keen. Under the serious competition, in order that medium-size construction firms survive in the construction market, it is need to establish the strategy that could increase productivity. In order to establish the strategy, firstly, construction firms should set up an appraisal standard of construction firms. Consequently, This study will introduce companies' objective appraisal in domestic construction market as well as basal data for setting-up strategy through adaptation industry structure analysis of business administration for strategic group analysis and a company which has lagged behind competitive power among the competitive companies can choose a target strategic group which should be pursued it in the future through being classified according to a group taken analogical strategy.