• Korean Journal of Construction Engineering and Management
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• v.14 no.5
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• pp.122-130
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• 2013

As the level of competition has increased in the construction management market, it becomes a critical issue for CM firms to secure competitive edges. The objective of the study is to investigate elements of competitive strategy as perceived by CM firms and to discuss key features and implications. Michael Porter's Competitive Strategy Model was used as a framework to analyse the elements under three strategy categories. A major finding includes that Differentiation Strategy is generally perceived most important strategy category but, depending on the group to which a CM firm belongs, there exist a gap in the perception. However, regardless of the group, Cost Leadership is commonly considered least important strategy category. In particular, lowest-bidding strategy element showed the least importance. Understanding CM firms' perceptions on elements of competitive strategy provides an insight into CM firms' current strategy directions and can be useful for future tuning in a firms' own strategy.

• 한국경영정보학회:학술대회논문집
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• 2007.11a
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• pp.367-373
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• 2007

최근 소프트웨어 유통방식은 웹(Web) 2.0 시대의 도래와 더불어 SOA(Service Oriented Architecture) 웹 서비스(Web Service), 온 디멘드(On Demand), 컴퍼넌트(Component) 등의 개념 및 기술의 발전으로 ASP(Application Service Provider) 방식에서 SaaS(Soft as a Service) 방식으로 빠르게 진화하고 있다. 새롭게 등장하고 있는 SaaS 비즈니스 모델의 시장 경쟁력 결정 요인 분석은 SaaS 비즈니스 모델 중에서도 국내 가장 대표적인 그룹웨어, CRM, ERP 를 중심으로 전략경영이론을 도입하여 기업의 내부 및 외부 경쟁력 결정요인을 마이클포터, 동인분석, 주요 성공요인 분석, SWOT 를 중심으로 접근하고자 한다. 설문조사를 통한 주요 SaaS 비즈니스 모델별 시장 경쟁력 결정 요인에 대한 시론적인 분석 결과는 SaaS 시장 진출 신규 기업 및 정부의 SaaS 시장 육성 방향 설정 그리고 후속적인 연구의 방향을 결정하는데 중요한 벤치마킹 자료로 활용될 수 있을 것으로 기대된다.

• Industry Promotion Research
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• v.6 no.4
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• pp.11-21
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• 2021

This study tried to analyze the factors of corporate growth potential of CJ E&M, a representative company in the content industry. First, in order to analyze CJ E&M's growth Engine, Michael Porter's diamond model was used to review key factors, and then, based on the 4P model, directions for future corporate growth were suggested. As a Result, Factors behind corporate growth included "Media content of various genres" and "recruitment of star-class human resources", in terms of Production Conditions, and "Gratification Chinese market demand" in terms of Demand Conditions. In addition, "Korean wave industry aiming at K-Culture" in terms of Related Industry and "Two track strategy: global·glocal strategy" and "Media commerce strategy" in terms of business environment: strategy, structure, and competition was able to analyze. For the direction of development, there are "various products through collaboration of affiliated companies" in terms of Product and "TVING Benchmarked Netflix" in terms of Price. In addition, "global expansion through OTT platform TVING" in terms of place and "challenge marketing utilizing the Tiktok platform" in terms of promotion must be carried out.