• KDI Journal of Economic Policy
• /
• v.35 no.2
• /
• pp.1-39
• /
• 2013

Considering the relationship between state-owned enterprise (SOE) CEOs and political circles, this study examines the performance impacts of CEO's succession type, board chair separation, and industry expertise and finance expertise of CEOs and outside directors. I propose the definition of political independence in SOE CEOs based on the independence in appearance that might affect general people's perception. It means that there are no relationships or circumstances that might affect SOE CEO's judgment, activity, and report. The definition is able to overcome the limitations of the prior research that could not discover the CEOs who were affiliated to political circles because the research just distinguished the CEOs following their pre-jobs. This study focused on the performance impacts of political independence impaired CEO as well as the CEO's impacts on the relationship between the performance and other corporate governance variables. I selected as dependent variables the average return on asset as operating income divided by total assets and the average customer satisfaction rate evaluated by Korean government during the first three years following the year of the events of explanatory variables. My theory and evidence from the various CEO's personal background and financial information from SOEs in Lee Myung-bak Administration and Rho Moo-hyun Administration suggest the following important things. First, the analysis based on whether or not a SOE CEO keeps political independence shows that a political independence impaired CEO made a significantly negative impact on customer satisfaction rate. Second, the separation between a board chair and a CEO in SOEs introduced by Korean Act on Management of Public Institutions made a significantly positive impact on customer satisfaction rate. However, the positive impact of the board chair separation was removed in a political independence impaired CEO's SOE. Third, outside director's industry expertise made a significantly positive impact on return on asset. However, the positive impact of the outside director's industry expertise was removed in a political independence impaired CEO's SOE. Fourth, the comparison between Lee Myung-bak Administration and Roh Moo-hyun Administration on the corporate governance and performance of SOEs shows that the ratio of political independence impaired CEO was significantly higher in Lee Administration and the ratio of outside director's industry expertise and finance expertise were respectively significantly higher in Roh Administration. Based on these results, I suggested a few policy alternatives for CEO's improved political independence and requirements for executive's expertise in SOEs.

• Journal of Distribution Science
• /
• v.9 no.2
• /
• pp.31-36
• /
• 2011

I conducted empirical analyses of what happens when an offline channel expands to an online channel and whether the pre-existing offline channel's competitive assets (e.g. brand reputation and level of service satisfaction) can be linked to online channel preference. I found that an offline channel's brand reputation and level of service satisfaction can have a direct influence on offline channel preference and a second-hand influence on online channel preference. Thus, if the competitiveness of the online channel is strong enough and its customers have a higher preference for the offline channel, they will be committed and loyal to the company. The resultant enhanced competitiveness of the offline channel will present opportunities for both present and future success. The main results are the following. First, the management of the distribution channel service quality is more important than that of the brand reputation. Customers' experiences of service and subjective evaluations are not important only as the leading factors in the long-term brand reputation management but also as influential factors in channel preference. SoThus, given that the service quality of the pre-existing channel is not the customers' main concern, a strategy of improving the level of service satisfaction aimed at present customers is more valuable than a wide brand positioning strategy aimed at general and new customers. Second, when an offline channel company establishes an internet shopping mall on an online channel, it is highly likely that the preference and subjective evaluation of the present customers will influence the online channel. This applies not only to the special case of an expansion from an offline intermediary channel to an online one, but also to an online channel acting as an expansion of the business model of a conventional manufacturing or service company: both cases are vertical integrations of marketing channels in an expansion of the distribution channel. My theory applies to a wide range of contexts. Third and finally, any business strategy can grasp the meaning of 'channel expansion. Fundamentally, it is an expansion of the sales activity channel and marketing activity. However, it is also a way of enhancing marketing and sales competitiveness through an expansion to an online or offline channel. The expansion of an offline company to an online channel could be seen not as improvement but as an innovation of the business process by which two goals are achieved with one technique. The former is expected to increase the sales of the offline company, and the latter is also expected to increase sales while also contributing to cost reduction.

• The Korean Journal of Financial Management
• /
• v.12 no.2
• /
• pp.273-298
• /
• 1995

1960년대, 각국의 환율이 미국의 달러화에 연동(pegging)된 고정환율제도를 근간으로 하는 브레튼우즈(Bretton Woods)체제하에서 각국의 중앙은행은 환율을 일정한 범위 내로 유지하기 위한 정책수단으로 외환시장개입을 적극 활용하였다. 1973년 브레튼우즈체제하의 고정환율제도가 붕괴되고 변동환율제도가 채택된 이후에도 각국의 외환시장개입정책은 계속되었다. 1980년대에 레이건 행정부의 재정팽창정책과 미연방준비은행의 긴축통화정책으로 금리의 지속적인 상승과 미달러화의 큰폭의 절상이 이루어 졌다. 이에 국제무역의 위기를 우려한 미국, 독일, 프랑스, 영국, 일본 등 선진 5개국(Group-5, G5)은 1985년 9월 22일 미 달러화의 절하를 위해 외환시장에 공동으로 개입할 것을 주내용으로 한 플라자합의(Plaza Agreement)를 발표하였다. 그후에도 1987년 2월 23일 열린 루브르협정(Louvre Accord, G-6 Communique)에서 환율을 현수준으로 유지시키기 위한 목표환율대(Target zone)를 설정하고 외환시장개입을 통해 이를 유지하기로 합의한 바 있다. 이후의 구미각국은 환율의 관리를 위하여 국가가 공동으로 외환시장에 개입하곤 했다. 본 논문은 1987년 루브르협정 이후 미국, 독일 및 일본의 중앙은행의 외환시장 개입 정책이 소기의 목적을 달성했는지의 여부를 규명해 보고자 한다. 즉, Federal Reserve, Bundesbank 및 Bank of Japan의 외환시장개입이 현물환율시장(spot market)에서 각각의 변동성을 감소 시켰는지의 여부를 독일의 마르크화 및 일본의 엔화를 중심으로 규명해 보고자 한다. 1981년 루브르협정이후, 미국, 독일 및 일본의 중앙은행은 미국 달러화에 대한 마르크 및 엔화의 환율을 안정시키기 위해 꾸준히 외환시장에 개입해 왔다. 외환시장의 개입유형은 크게 태화외환시장개입(non-sterilized intervention)과 불태화외환시장개입(sterilized intervention)으로 구분할 수 있는데, 전자는 외환당국이 민간부문과 외화채권을 거래함으로써 본원통화의 크기가 변하는 개입형태를 의미하는 반면에 후자는 외환당국의 순외화자산의 크기변화가 본원통화의 변화를 초래하지 않는 경우이다. 즉, 불태화외환시장개입은 순외화자산의 증감이 순국내자산의 증감과 반비례해서 이루어지기 때문에 본원통화의 크기에는 변함이 없다. 외환시장개입이란 외환당국이 은행간 시장에서 민간시잔 참가자들과 행하는 적극적인 외환거래를 의미한다. 반면, 넓은 의미에서의 외환시장개입에는 수동적 외환시장개입이라고 불리는 고객거래가 포함된다. 후자의 거래는 국내통화 및 외화표시 자산의 상대적 공급규모를 변화시킨다는 의미에서 전통적외환시장개입과 동일한 효과를 갖기 때문에 광의의 외환시장 개입으로 분류된다. 외환시장의 개입목적은 크게 세 가지로 분류할 수 있다. 첫째, 환율의 안정적 운영이다. 환율수준이 자유롭게 변화되는 변동환율제도하에서 환율의 지나친 변동으로 인한 실물경제로의 부정적인 영향을 최소화하기 위해서 환율의 지나친 변동으로 인한 실물경제로의 부정적인 영향을 최소화하기 위해서 환율의 안정을 정책 목표로 설정하는 경우와 고정환율제도하에서 환율을 일정수준으로 유지시키기 위해서 외환당국이 외환시장에 개입하는 경우가 여기에 해당된다고 볼 수 있다. 둘째, 환율수준의 균형수준으로의 조정이다. 이때 야기될 수 있는 문제점으로는 환율균형 수준을 어떻게 정의, 추정할 것이냐 하는 점과 목표환율정책이 다른 정책목표와 상충될 수 있다는 점이다. 셋째, 외환당국이 공적외환보유액이나 구성을 변화시킬 목적으로 외환시장에 개입하는 경우이다. 이때의 외환시장개입은 현재의 환율수준이 개입으로 인하여 과도하게 이탈하는 문제가 발생하지 않을 것을 전제로 한다. 본고에서는 현물환율에 영향을 미치는 요소로 미국, 독일 및 일본의 중앙은행의 개입효과, 요일효과, 통화의 공급량(M1), 무역적자의 폭, 산업의 생산량, 생산가격지수(PPI), 소비자물가지수(CPI), 실업률, 옵션의 내재적 변동성 등을 고려한다. 환율의 변동성을 추정하는 식은 GARCH 모델이 사용된다. 본 추정모델은 Dominguez(1993)의 확장이다. Dominguez (1993)의 논문은 GARCH 모델을 써서 미국, 독일 및 일본의 중앙은행의 시장개입효과를 분석했으나, 거시변수를 고려대상에서 제외시켰다. 본 논문은 위의 방법에 거시변수를 삽입하고 모델을 변형시켜서 더 확실한 시장개입효과와 거시변수효과를 밝혔다. 또한 옵션의 내제적 변동성을 구하는 과정에서 American option model을 사용하는 대신, Bourtha & Courtadon (1987)등이 밝힌 바와 같이 American style option이라 할지라도, European Model을 쓰면 더욱더 간편하고, 예측력도 American Model에 뒤지지 않음을 이용하여, European Model을 써서 내재적 변동성을 구한 다음 이것을 독립변수로 이용하였다. 본 모델의 추정 결과는 3국의 시장개입정책이 현물환율과 옵션의 내재적 변동성을 증가시켜서 Louvre 협정이후 각국은 시장개입의 목적을 달성하지 못한 것으로 나타났다.

• Cartoon and Animation Studies
• /
• s.28
• /
• pp.155-180
• /
• 2012

This article is to propose a conceptual framework for the One Source Multi Use (OSMU) strategic model of culture content. In this study, OSMU is defined as a series of marketing activities to increase the value created by culture content. The framework of brand equity strategy is applied to develop the strategic model of OSMU, as both share the same goal - maximization of long term value created by brand or culture content. This article suggests the brand identity-based OSMU strategic model, in which the brand identity of culture content guides, integrates, and coordinates every decision-making of OSMU activities. For the maximization of brand equity value of culture content, the copyright holder of original content should decide the content's brand identity, which should provide the criteria of all decision makings regarding window strategy, adaptation of content to other genre, and merchandising. This brand identity-based OSMU strategic model can not only contribute to the sales of OSMU content, but also the creation of high equity culture content in the long run. Also, the model allows monitoring and evaluation of content's brand equity, which can be used for the strategic adjustment for the sake of long term value of the content. This study is differentiated from previous study on OSMU and expected to invigorate the further discussion on OSMU in several points. First, it broadens the scope of OSMU discussion as it views OSMU as a series of process including feedback. Second, this study points out the need for integration and coordination of various OSMU activities. Third, the strategic focus is laid on the value maximization of the original content, not 'multi used' content. Fourth, the suggested model emphasize the strategic role of copyright holder who takes the charge of the content brand management. Fifth, the model requires discussion on the components of marketing communication in addition to the content itself, which means the model includes the prospects, not only the content consumers, as the major future source for value creation.

• Journal of Korea Port Economic Association
• /
• v.33 no.2
• /
• pp.33-52
• /
• 2017

The purpose of this study is to analyze the components and to verify the relationship among service orientation effort, job satisfaction, organizational commitment and turnover intention in logistics firms. A literature survey is presented; then, an empirical analysis is carried out using data from questionnaires to employees in logistics firms. The final results indicate that Service orientation effort of logistics firms is positively related to job satisfaction and organizational commitment. Moreover, service orientation effort, job satisfaction and organizational commitment are negatively related to turnover intention. Following these results, it is necessary to concentrate on enhancing the service orientation effort to increase job satisfaction and organizational commitment and decrease turnover intention.

• Journal of Digital Convergence
• /
• v.11 no.5
• /
• pp.159-168
• /
• 2013

This study analyze the business efficiency of securities company based on the 2011 performance of 29 securities firms which engage in domestic investment brokerage by applying a combination model of BSC and DEA. And we evaluate business state focused on efficiency which is based on logical system of BSC as business innovation method. The analysis of result is that companies with high customer efficiency index appeared that business efficiency composite index tended to be higher and we identified that customer perspective have an important factor to calculate business efficiency composite index of korea security company. In addition, based on the results of the efficiency analysis we analyze correlation analysis between traditional financial ratio and business efficiency composite index. We confirmed that company of high business efficiency level in terms of BSC have a good record in terms of profitability. BSC-DEA combination model expect to be utilized in security industry sector as well as other industrial sectors as good business indicator to determine the business efficiency and to be used a model can be evaluated the integrated firm valuation of tangible and intangible assets.

• Korean Security Journal
• /
• no.10
• /
• pp.243-272
• /
• 2005

All measures related to the safety of the casino facilities guarantee safety of facilities that are targets of security guards, protect lives and properties, minimize risks of artificial and natural disaster and crimes. In summary, plan for responding to safety and accidents should be developed not only for the casino facilities but also for the facilities of annexed buildings, and lives and properties of customers and employees. Determine areas in the casino facilities that are prone to accidents and set around-the-clock guard in the areas or maintain surveillance with CCTV and prevent accidents through continuous patrol. These are the most basic and the most important requirements in safety. In addition, casinos which prompt gambling are causing economic and psychological treats to families. To resolve these social issues, casinos have adopted limited entrance system. To support this system, new forms of machine security systems such as video automatic recognition system of fingerprint pattern recognition system should be adopted too. In addition, security guards in casino facilities need to instill themselves with a sense of ownership as well as a strong sense of mission to do the best for customer security and to protect the company assets and employees and manage accidents that could occur without notice. Security guards should do their best to enable manage accidents that could occur without notice. Security guards should do their best to enable tourists who are on the rise due to increase in advanced country-style tourism and leisurely activities to get the utmost satisfaction from the casinos, and as a leader of private security company, establish the foundation for security based on the characteristics of security in Korea.

• Journal of the Korea Institute of Information Security & Cryptology
• /
• v.25 no.1
• /
• pp.181-195
• /
• 2015

Financial industries have operated internal and external network with an unified system for continual business process of customers and other organizations in the past. The financial supervising authority requires more technical and managerial protecting policy to financial industries related to the exposure as danger of external attacks or information leakage. Financial industries performed network separation into internal business and external internet networks for protecting IT assets from malware infection accessing internet or hacking attacks and prohibiting leakage of customers' personal and financial information following financial supervising authority and redefine security policy to fit on network separated-condition. In this study, effectiveness for network separation policy was examined on malware inflow and verified that malware inflow in all routes can be blocked by the policy with analyzing operration data of a financial company, estimating network separation. Result of this study proves that malware infection route by portable storages was not completely blocked even on adapting network-separated condition. As a solution for this, efficient security policy would be suggested in this paper as controlling portable storages for maximizing effectiveness of network separation.

• Journal of Technology Innovation
• /
• v.22 no.4
• /
• pp.21-55
• /
• 2014

The rates of technological innovation and environmental change as well as market competition have recently accelerated, which makes it difficult for firms to satisfy the needs of their customers through existing product innovation or limited services. Some firms have attempted to find the solutions to this problem by conducting business model (BM) innovation. This study reviews the theoretical discussion to BM innovation and suggests propositions concerning the necessity of BM innovation and conditions of successful BM innovation. Furthermore, the study examines the applicability of the propositions and draws strategic implications by analysing the cases of two world-wide leading firms, AVL and ETAS, in the automobile R&D service sector. In particular, the study investigates how the firms with technological competence in the R&D service sector obtain market performance through BM innovation. Results of this study show that the case firms recognize the necessity of BM innovation based on product (or technology)-service fusion to effectively propose customer value and create corporate profit. Also, the firms exploit firm-specific complementary assets for successful BM innovation. This paper contributes to the literature of innovation management by promoting academic discussion concerning BM innovation in Korea and suggesting strategic implications for further development of R&D service sector and related firms in Korea.

• Asia Marketing Journal
• /
• v.12 no.4
• /
• pp.183-201
• /
• 2011

In case of Aju capital, it adopted a strategy to use a single brand not two separate brands after M&A was completed. In order to implement this strategy, it has endeavored to effectively process the work of shifting existing marketing infrastructure of DAEWOO capital, the mergee, spending enough transition time for the brand migration. In the process of merging, Aju capital picked the strategy to use the brand of mergee first, which is the Daewoo Capital brand, and then took a transition time for a while to converge to the single brand of Aju capital. Putting another way, even if the M&A deal was completed back in 2005, it maximized the effect of launching its final brand "Aju capital" by capitalizing on the positive image of "Daewoo" during the transition time and changing its name just in the right moment. In a bid to implement this strategy successfully, it established a cautious but sophisticated brand migration strategy. 1) "Brand bridge" strategy through reinforcing brand power of "Naegeron", which is an individual product brand of Daewoo Capital 2) Establishing a good brand image through reinforcing customer satisfaction 3) It implemented and completed its brand transition initiative by going through the step of Aju Capital brand unification (from Sept 09 to present) Currently, the sales unit of Aju Capital is realizing quality growth through specialization. It's strategy is to construct a systematic sales portfolio in terms of both quality and quantity through product-by-product specialization where the existing practice was selling a variety of products in a single branch. Back in 2009, it opened a branch that specialize in imported cars and expanded its used car business to 6 specialized locations. Besides, the specialized locations for personal loan named "Naegeron" was expanded from 3 to 11 locations. Recently, it is expected that it will inject vigor to retail and corporate financing business alongside with its core business, which is auto financing.