• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.219-230
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• 2010

Digital content makes big changes to our daily lives while bringing opportunities and challenges for companies. Creative firms integrate pictures, texts, videos, audios, and data by digitalization to develop new products or services and create digital experiences to promote their brands. Most articles on digital content contribute to the basic concept or development of marketing it in literature. Actually, compared with traditional value chains for common products or services, the digital content industry seems to have more potential value. Because quite a bit of digital content is free to the consumer, price is not necessarily perceived as an indicator of the quality or value of information (Rowley 2008). It becomes evident that a current theme in digital content is the issue of "value," and research on customers' perceived value of digital content is a necessity. This article argues that experiential value has an advantage in customers' evaluations of digital content. Two different but related contributions to the understanding of "value" of digital content are made here. First, based on the comparison of digital content with products and services, the article proposes two key characteristics that make experiential strategy available for digital content: intangibility and near-zero reproduction cost. On top of that, based on the discussion of the gap between company's idealized value and customer's perceived value, this article emphasizes that digital content prices and pricing of digital content is different from products and services. As a result of intangibility, prices may not reflect customer value. Moreover, the cost of digital content in the development stage may be very high while reproduction costs shrink dramatically. Moreover, because of the value gap mentioned before, the pricing polices vary for different digital contents. For example, flat price policy is generally used for movies and music (Magiera 2001; Netherby 2002), while for continuous demand, digital content such as online games and anti-virus programs involves a more complicated matter of utility and competitive price levels. Digital content companies have to explore various kinds of strategies to overcome this gap. Rethinking marketing solutions such as advertisements, images, and word-of-mouth and their effect on customers' perceived value becomes essential. China's digital content industry is becoming more and more globalized and drawing special attention from different countries and regions that have respective competitive advantages. The 2008-2009 Annual Report on the Development of China's Digital Content Industry (CCIDConsulting 2009) indicates that, with the driven power of domestic demand and governmental policy support, the country's digital content industry maintained a fast growth of some 30 percent in 2008, obviously indicating the initial stage of industry expansion. In China, anti-virus programs and other software programs which need to be updated use a quarter-based pricing policy. Customers can download a trial version for free and use it for six months or a year. If they want to use it longer, continuous payment is needed. They examine the excellence of the digital content during this trial period and decide whether to pay for continued usage. For China’s music and movie industries, as a result of initial development, experiential strategy has not been much applied, even though firms in other countries find the trial experience and explore important strategies(such as customers listening to music for several seconds for free before downloading it). For the above reasons, anti-virus program may be a representative for digital content industry in China and an exploratory study of the advantage of experiential value in customer's perceived value of digital content is done in the anti-virus market of China. In order to enhance the reliability of the survey data, this study focused on people who were experienced users of anti-virus programs. The empirical results revealed that experiential value has a positive effect on customers' perceived value of digital content. In other words, because digital content is intangible and the reproduction costs are nearly zero, customers' evaluations are based heavily on their experience. Moreover, image and word-of-mouth do not have a positive effect on perceived value, only on experiential value. That is to say, a digital content value chain is different from that of a general product or service. Experiential value has a notable advantage and mediates the effect of image and word-of-mouth on perceived value. The results of this study help provide an understanding of why free digital content downloads exist in developing countries. Customers can perceive the value of digital content only by using and experiencing it. This is also why such governments support the development of digital content. Other developing countries whose digital content business is also in the beginning stage can make use of the suggestions here. Moreover, based on the advantage of experiential strategy, companies should make more of an effort to invest in customers' experience. As a result of the characteristics and value gap of digital content, customers perceive more value in the intangible digital content only by experiencing what they really want. Moreover, because of the near-zero reproduction costs, companies can perhaps use experiential strategy to enhance customer understanding of digital content.

• 제어로봇시스템학회:학술대회논문집
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• 2002.10a
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• pp.70.4-70
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• 2002

$\textbullet$ Introduction $\textbullet$ PID Control and Two-Degree-Of-Freedom Control $\textbullet$ Switching Actuating Value By the 100% Actuating Value $\textbullet$ Application of Extruder Temperature Control $\textbullet$ Conclusion

• Transportation Technology and Policy
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• v.12 no.6
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• pp.33-39
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• 2015

• Journal of the Korea Convergence Society
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• v.12 no.6
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• pp.151-160
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• 2021

This study decided that it was necessary to present a strategy for survival in the new normal era and securing competitive advantage, and tried to suggest a management strategic alternative. To this end, this study derives the new normal caused by Corona 19 and the business environment change trend and response strategy type caused by this through literature research and intensive interviews of 10 corporate CEOs. This study limited the scope of the study to the digital-based management and business-level strategic alternatives among strategic alternatives that can be deployed in various fields and areas. Business structure redesign strategy, resilience reinforcement strategy, ESG management strategy, and digital transformation strategy were suggested as alternatives to corporate-level digital-based strategies. As an alternative to business-level digital-based strategies, a digital strategy for industrial structure leading, a competitive strategy for digital innovation, an open innovation platform strategy, and a customer value-oriented strategy were suggested. It contributed in that it was an attempt to systematize a digital-based strategy more and it contributed in that it can support companies who have to deal with difficult situations wisely to implement strategic responses more systematically.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.543-548
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• 2002

The brand value of apartment which affects not only sale percent and profit but also the worth of real estate is rising as an important point of apartment competition. But now the apartment brand market is occupied by some large-sized construction companies with strong recognition. So it's difficult for newly joined construction companies to enter the apartment market and the companies that made inroads into the market don't have the brand effects because of consumers' ignorance. Therefore, through the analysis of example from construction and industrial companies, I suggest the marketing strategy which consists of target market, positioning strategy, brand naming strategy, PR strategy and distinct strategy.

• Management & Information Systems Review
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• v.25
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• pp.297-319
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• 2008

Dramatic increase of social concerns on the environments has led companies to take into account environmental issues in strategic decision-making. The strategic consideration on environmental management is essential to the modern companies. This study was initiated with a research purpose to explain the level and the characteristics of corporate environmental strategy through comparing the Hyundai, GM and Toyota Motor Company. The research method adopted by this research is a case analysis. The degree of environmental management strategy was evaluated in functional sectors or value chain including the production, research and development, procurement, logistic and recycling etc. Consequently, this study could find that Toyota is the most advanced company in the level of environmental management strategy. Also there are many differences among three companies in the level and degree of environmental management strategy. Hyundai and GM did not consider environmental management in foreign subsidiaries as much as Toyota. Motor Company. Also the study find out there are actual gaps between the rhetoric and reality in environmental management strategy in Hyundai Motor Co. All companies included in this study consider importantly ISO14001 as the tool to maintain the environmental management of their companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.3
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• pp.123-131
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• 2015

With a prospective of rapid deployment of IOT, a systematic approach to derive a business strategy for various possible scenarios of IOT applications is in great demand. In this paper, a conceptual framework that can be utilized for the purpose of assessing the market potential and of setting up an initial business strategy for IOT deployment is suggested. The framework consists of utilization of well-known value curve analysis, ecosystem analysis and house of quality tools. The value curve analysis is utilized to identify value-enhancing components of consumers as well as relative strengths of suppliers. The ecosystem analysis is used to identify relevant players of the supply chain and their mutual relationships. The house of quality is suitable for developing the initial business strategy of the supplier by converting consumer requirements identified by value curve analysis into technical requirements for the supplier. In this paper, we applied our proposed framework to two services that have high potentiality of being benefited by IOT: car-sharing service and telehealth service.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.1
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• pp.93-109
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• 2022

Today, digital transformation in providing service value to companies that combine service and technology is becoming a necessity. In the transition period of digital transformation, various factors such as data, artificial intelligence technology, and partnerships can become competitive factors. In particular, digital transformation, which combines information and services with customers, creates a new business model that changes the entire industry and is presented as core competitiveness that creates customer value. From these aspects, the purpose of this case study is to derive competitive advantages on digital transformation using the case of company S. First, the study analyzes the same type of industry based on the case of app service. Second, this study presents preference factors in the operational process to enhance competitiveness by expanding user participation in accommodation reservation services. In addition, the customer service value model provides through the analysis of the five competitive factors in the operational process. This study elaborates the implications of the customer service value creation model in terms of new opportunities and challenges in digital transformation as a new customer service strategy.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2007.11a
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• pp.488-492
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• 2007

In this study, we investigated how to distinguish customer delivered value to re-purchasing in fierce B2C industry. To identify key managerial variables that could distinctively impact re-purchasing, we first identified customer value proposition as per the customer buying decision process. Next, core value propositions of choice efficiency and competitive price are defined to determine vendor satisfaction during the searching stage and purchasing stage. The trust level is also introduced in the sense of reflecting confirmation to guarantee after purchase security. Then, significant managerial variables to impact on core value propositions are extracted. The resulting structural model illustrated that search convenience and quality assurance affect the choice efficiency, and re-purchase intention is strongly explained by both the vendor satisfaction and trust level. The empirical testing results also support that transaction cost reduction is key determinant of shopping at the Internet shopping mall. Furthermore, trust level should be combined to induce re-purchasing in addition to transaction cost savings.

• Asian Journal of Innovation and Policy
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• v.6 no.2
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• pp.206-224
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• 2017

This article proposes a logic model for assessing the performance of the outcome of public research as a technology valuation method. It consists of two parts and eight steps. The first part is a scoring system and the second part is a validation process of the performance index derived from scoring by valuation method. The scoring in the first part generally requires a focus group method to find out the value drivers and make an evaluation table. The reason why we call it the technology valuation method is that the first part is derived from the simple evaluation of technology value using checklists for value drive. The second part is the regular technology valuation process. The model is designed for the measurement of unquantifiable outcome. Is knowledge or scientific outcome comparable to the measured outcome? If possible, how big is the unquantifiable outcome? This model is based on financial valuation techniques with clear or acceptable market data. Therefore, it cannot work solely for unquantifiable outcomes without comparable measurable outcomes, unlike economic valuation.