• Title/Summary/Keyword: 아웃소싱 전략

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A Study on 21st Century Fashion Market in Korea (21세기 한국패션시장에 대한 연구)

  • Kim, Hye-Young
    • The Journal of Natural Sciences
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    • v.10 no.1
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    • pp.209-216
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    • 1998
  • The results of the study of diving the 21st century's Korea fashion market into consumer market, fashion market, and a new marketing strategy are as follows. The 21st consumer market is First, a fashion democracy phenomenon. As many people try to leave unconditional fashion following, consumer show a phenomenon to choose and create their own fashion by subjective judgements. Second, a phenomenon of total fashion pursuit. Consumer in the future are likely to put their goals not in differentiating small item products, but considering various fashion elements based on their individuality and sense of value. Third, world quality-oriented. With the improvement of life level, it accomplishes to emphasize consumers' fashion mind on the world wide popular use of materials, quality, design and brand image. Fourth, with the entrance of neo-rationalism, consumers show increasing trends to emphasize wisdom, solidity in goods strategy pursuing high quality fashion and to demand resonable prices. Fifth, concept-oriented. Consumers are changing into pursuing concept appropriate to individual life scene. Prospecting the composition of the 21st century's fashion market, First, sportive casual zone will draw attention more than any other zone. This is because interest in sports will grow according to the increase of leisure time and the expasion of time and space in the 21st century, and also ecology will become the important issue of sports sense because of human beings's natural habit toward nature. Second, the down aging phenomenon will accelerate its speed as a big trend. Third, a retro phenomenon, a concept contrary to digital and high-tech, will become another big trend for its remake, antique, and classic concept in fashion market with ecology trend. New marketing strategy to cope with changing fashion market is as follows. First, with the trend of borderless concept, borders between apparels are becoming vague, for example, they offer custom-made products to consumers. Second, as more enterprises take the way of gorilla and guerrilla where guerrillas who aim at niche market show up will develop. Basically, they think highly of individual creative study, and pursue the scene adherence with high sensitiveness. However this polarization becomes mutually-supplementing relationship showing gorilla's guerilla movement, and guerilla's gorilla high-tech. Third with the development of value retailing, enterprises pursuing mass merchandising of groups called category killers are expanded and amplified to new product fields, and expand business' share. Fourth, using outsourcing, the trend to use exterior function leaving each enterprise's strength by inspecting its own work is gradually strong. Fifth, with the expansion of none store sale, the entrance of the internet and the CD-ROM sales added to communication sales such as catalogues are specified. An eminent American think tank expect that 5-5% of the total sale of clothes and home goods in 2010 will be done by none store sale. Accordingly, to overcome the problems, First international, global level marketing, Second, the improvement of technology, Third, knowledge-creating marketing are needed.

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The Process of Open Innovation Launching at LG Chem and the Limit of OI Application to Korean Firms (LG화학의 개방형 혁신 도입과정과 우리나라 기업에의 적용에 관한 고찰)

  • Yang, Hee-Seung
    • Journal of Technology Innovation
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    • v.18 no.1
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    • pp.123-152
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    • 2010
  • Concept of Open Innovation (OI) has recently prevailed in academia and industry as a model for increase in R&D productivity. This concept which in turn leads to an improvement in R&D investment efficiency has therefore drawn many firms to adopt this new model. And this has been the same for Korean firms since the extensive introduction of the OI concept in the early 2009. Yet, the problem with this is that the Korean firms do not know much about this concept in practice: what causes OI to occur, what the intended purpose of its introduction is, what proper procedures to take for a successful introduction, and so on. Based on LG Chem’s Open Innovation movement case which ignited in the late 2006, this paper answers the questions previously raised. The successful introduction was made possible by taking a proper procedure of change management along with a strong support from its senior management. This paper also identifies how the OI movement, which was a way to introduce new technology from the outside, has acted as a catalyst in forming a cooperative R&D atmosphere in LG Chem, and how the role of OI has transformed into a strategic tool for organization change.

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