• Journal of Global Scholars of Marketing Science
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• v.4
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• pp.153-172
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• 1999

지방의 중소형 백화점은 외국자본의 할인점과 대기업에서 운영하는 대형백화점의 진출로 사면초가의 위기를 맞고 있다. 따라서 이러한 어려운 여건하에서 어떻게 하면 살아남을 수 있는 방안이 있는지를 찾는데 가장 큰 목적이 있다. 따라서 이를 위하여 지방의 중소형 백화점의 문제점의 도출을 하고, 경쟁력 강화요인을 분석한 결과를 요약하면 다음과 같다. 먼저, 문제점을 도출하면, 유통업체 내부적인 관점으로는 불필요한 경비지출 증가의 문제, 마진률 저하 및 상품구성의 문제, 인력의 종속성과 양성제도 미흡, 가격정책 결정의 한계, 마케팅 능력 미약과 이미지 저하, 업태의 불명확화 등이 있고, 기업외적인 관점으로는 자금조달의 한계, 정부의 정책지원의 미약, 거래관행의 구조적인 문제, 전문유통인력 양성정책의 미흡 등을 들 수 있다. 두 번째로 경쟁력 강화요인을 보면, 유통업체 내부적인 관점으로는 업태의 포지셔닝 재정립, 대입형태의 전환, 자사(PB)상품 개발 촉진, 우수한 전문인력의 확보, 서비스 경쟁력 제고 등이 있고, 기업 외적인 관점으로는 구조개선이 필요, 조직화 협업화 협동화, 지방 산업 육성, 자금과 교육지원 등을 들 수 있다.

• 한국벤처창업학회:학술대회논문집
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• 2023.04a
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• pp.29-38
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• 2023

그간 Venture Debt은 벤처기업의 스케일업을 촉진하는 수단으로 인식되어 왔으나, 경기하강 국면에서는 투자유치가 여의치 않은 벤처기업에 유동성을 제공하는 자금공급수단으로서의 중요성이 부각된다. 한편, 2023년 3월 SVB의 파산으로 Venture Debt 취급기관의 지속가능성에 대한 우려가 부각되었다. 이에 본 연구에서는 대출재원의 지속가능성을 염두에 두고, 경기침체기 대안적 자금 공급수단으로서 Venture Debt 활성화방안을 연구하였다. 선행연구들은 주로 전통적 Venture Debt을 분석대상으로 하였으나, 본 연구에서는 벤처생태계의 성장과 경기사이클 변화에 따라 다양해지고 있는 Venture Debt을 유형별로 분석하였다. Venture Debt 유형을 전통적, Growth형, 유동성 지원형으로 구분하고, 각각 SVB, EIB(유럽투자은행), 해외 벤처유동성 지원사례를 중심으로 구조적 특징과 차이점을 분석하였고, 직접대출방식과 BDC 등 간접대출방식을 비교 분석하였다. 이와 함께, 경제성, 시장성, 대출재원 확보가능성 차원에서 국내 도입환경에 대한 실무적·법률적 검토를 병행하였다. 본 연구에서는 국내 활성화방안으로 채권형 BDC 활성화를 통한 민간재원 활용, 벤처전용 유동성지원 프로그램 마련, 제2데스밸리 극복을 위한 Growth형 벤처대출 도입, 독립형 워런트 발행을 위한 법적 근거 마련 등을 제안한다.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.1
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• pp.99-109
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• 2014

This study illustrates and compares the platform strategy of Apple and Samsung, which have been operating their own App stores, by using the $IISI^n$ model. Apple, the first mover of the platform, has employed closed strategy for quality control of the platform and customer loyalty. On the other hand, Samsung has employed open strategy for increasing the platform network effects. The result of this study showed that the platform strategy "Openness", which is a free entry of participants, and "Sharing" of created value, are important along with the excellent platform environment. As a pioneering study of the platform strategy for the co-creation, this research contributes to both theory and practice.

• Journal of the Economic Geographical Society of Korea
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• v.20 no.4
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• pp.522-535
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• 2017

It is necessary to develop a new location model to support the application of smart technology and confluence in the 4th industrial revolution era. In this study, we propose 'network-type industrial complex' as a method to link several industrial integrated spaces which are dispersed in an area. As a result of conducting a survey of companies in order to develop a new location model, about 89% of companies recognized the necessity of network-type industrial complex. As a condition for activation of the industrial complex, 'complementary function formation', and 'convenience of nodular transportation' were selected. It is expected that it will be possible to supply low-cost, high-efficiency industrial complexes through opening and linking with urban space and infrastructure sharing.

• Proceedings of the Korea Contents Association Conference
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• 2007.11a
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• pp.462-467
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• 2007

All of enterprises are diversifying it's business items for going concern. But it is very difficult to find a successful business items because they should be in front of various risk factors. Especially the small and middle enterprises are inferior to the large enterprises in every way likes technology development, marketing and human resources etc. So, it can be a decisive decision making to branch out to them. Because they should concentrate their resources for it. This research introduce systematic approach of the decision of famous business items for small and middle enterprises.

• Journal of Practical Engineering Education
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• v.5 no.2
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• pp.139-149
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• 2013

In this paper, we proposed a new Korean Dual system, K-Dual System, and discussed the concepts and details about three sub-models of the system, IPP, W3 and corporate university models. Propose K-Dual system is a new and unique educational model that combines academic study and industrial work in order to solve the various problems of existing work-study parallel educational systems in Korea. K-Dual System has two tracks, Academic and Vocational tracks. Academic track has a long-term field experience training program, IPP program. On the other hands, Vocational track can be divided into two sub-models and those are $W^3$ and corporate university. Finally, we summarized several key points for the successful setup and operation of K-Dual system.

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

• 대한공업교육학회지
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• v.33 no.2
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• pp.44-71
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• 2008

This paper was intended to investigate employment conditions and career planning of ex-participants of the customized training program(CTP) in Technical High Schools for the specific Small and Medium Business through questionnaires. Results of the research were: 1. The average ex-participant of CTP was employed in small size company with 50 employees, earned 1~1.2 Million Won monthly, worked about 50 hours per week. 2. They were earnestly considering and worried about their career. They had their career goals : Engineer in production and manufacturing, CEO of a company, Design engineer. 3. They were not able to invest enough time and energy in developing their capabilities and skills. 4. There were feelings of respondents, which the main barriers of their career achievement were : (1) their deficiency of personal competencies and endurance. (2) not time enough to learn (3) the fallacy of organizational support and atmosphere.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.3
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• pp.97-111
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• 2013

This study reviews preceding research for detailed factors to establish development strategies for Korean Hidden Champion firms and classifies strategy factors into internal ones and external ones through specialists' opinions to draw strengths, weaknesses, opportunities and threats of each factor. It also sets hierarchical model to draw up a survey, distributes the survey to groups of specialists and enterprises respectively and then examines consistency ratio. Fifty-four copies of survey whose reliability on responses is secured through examining the consistency ratio are evaluated with their relative importance in factors by using SWOT/AHP technique and their order of priority is determined. Based on their results, development strategies for Korean Hidden Champion firms are established. SWOT/AHP analyses results show that external factors are with the opportunity of industry growth and the threat of intensified competition and market uncertainty and internal factors are with the strength in order of technological competence, construction competence in customer relation and marketing competence. The weakness in the lack of funds, lack of brand awareness in order. This result suggests that external environments of enterprises that more emphasis should be put on the industry growth and aggressive strategies cannot help but be adopted even in a global competition getting fiercer every day are seen more important. Then, it also seems to be thought that the technological competence including R&D and specialization, construction competence in customer relation and marketing competence should internally chosen for strategies to support strategies. The order of priority in development strategies for Korean Hidden Champion firms is drawn as; (i) aggressive S/O strategy which utilizes opportunities by taking advantage of strengths, (ii) W/O strategy which utilizes opportunities by supplementing weaknesses, (iii) diversified S/T strategy which utilizes strengths to make up for threats and (iv) defensive W/T strategy which supplements weaknesses to overcome threats.

• The Journal of the Convergence on Culture Technology
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• v.9 no.4
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• pp.303-308
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• 2023

The purpose of this study is to provide a practical guide for establishing BSC that can be practically applied by SMEs. To this end, a case study was conducted to establish a performance evaluation system through a field-required Balanced Scorecard (BSC) for company J, a tent pole manufacturer, and to provide a management strategy system map. As a survey method, the requirements of the ordering organization were organized through a comparison of the BSC-related proposal requests in the first stage. The BSC establishment method was organized through the arrangement of the second stage result report. The 3rd stage BSC derived KPI indicators for SMEs for each of the 4 perspectives. A corporate vision was derived through a 4-step SWOT analysis. A strategy map was developed through 5-step field-required KPI, weight setting, and BSC. The 6-step final strategy system was also drawn up. As a result of the study, the four perspectives of the BSC were reconstructed by department. That is, the financial (financial) perspective is from the executives' perspective, the customer's perspective is from the sales department's perspective, the internal process perspective is from the design department/production quality department's perspective, and the learning/innovation perspective is from the management department's perspective. In addition, a total of 11 CSFs and a total of 49 KPIs of J company were derived. The limitation of the study is that the final strategy system through the company's BSC has only been carried out, and it needs to be linked with the company's compensation system in the future.