• 한국벤처창업학회:학술대회논문집
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• 2021.11a
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• pp.173-176
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• 2021

중국 중소기업들은 기업 경영에서 아웃소싱을 광범위하게 활용하고 있다. 이에 따라 아웃소싱을 위한 정보 수집 및 활용 역량은 기업의 성과에 영향을 미치는 매우 중요한 역량으로 작용할 수 있다. 특히, 글로벌 시장에서 이러한 정보 역량은 기업의 수출 경쟁력을 제고하고, 지속가능한 성과 향상의 핵심 역량으로 작용할 수 있디. 이에 본 연구에서는 중국 중소기업의 이러한 아웃소싱 전략을 개방형 혁신 전략의 프레임워크에서 논의하고, 중국 중소기업의 정보수집 및 활용 능력이 기업들이 추진하는 제품 차별화나 원가우위 전략에 미치는 영향을 실증분석 하였다. 또한, 이러한 정보 역량들이 궁극적으로 기업의 최종적인 성과로서 수출성과에 어떠한 영향을 미치는지 검증하였다. 이를 위하여 설문조사를 통해 중국 중소기업 345개사의 응답을 확보하였고, 구조방정식모형(SEM)을 통해 실증분석을 실시하였다. 분석 결과 중국 중소기업들의 정보수집 및 활용 역량은 각각 제품차별화 전략과 원가우위전략의 실행에 긍정적 영향을 미치는 것으로 나타났다. 또한 이를 통해 최종적으로 기업의 수출성과 역시 향상되는 것을 규명하였다.

• Product Safety
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• s.47
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• pp.28-32
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• 1996

중소기업은 그동안 저원가를 기반으로 생산에 치중하여왔으나 이같은 기반은 무너지고 더 싸고, 더 질좋은 제품을 더 빨리 제공하여야만 하는 경쟁의 양상으로 변해가고 있다. 이같은 상황에서 우리 중소기업은 특유의 비교우위 확보가 필요하고 앞을 내다볼 수 있는 원가 우위전략, 차별화전략, 집중화전략이 수립이 절실히 요구되는 시기이다.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.39-62
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• 1999

본 논문은 영 호남 양 지역의 백색가전제품(냉장고, 세탁기 두 제품에 한정함)제조기지에서 출시되는 제품의 원가분석을 통해서 강한 원가우위를 유지할 수 있을 것인가 하는 문제에 대해 먼저 양 지역의 산업군집(regional cluster)의 형성요인, 발전요인 및 경쟁력 현황을 1차, 2차 자료의 수집을 통해 분석하고 가용자료의 한계속에서 제품별 원가구성을 도시하여 비교하였다. 위 두 분석의 결과를 가지고 가용전략을 도출하였다. 글로벌 경쟁속에서 지속적인 비교우위는 점차 멀리 떨어져있는 경쟁자들이 대적할 수 없는 지방적인 것, 그것이 지식이건 관련성이건 아니면 개인 및 집단의 성취동기이건 간에, 그 내부에 놓이게 된다. 양 지역 가전산업의 발전전략으로 재료비 비중의 혁신적 절감방안(신소재 개발 R&D 추구), 국내외 관련산업과의 전략적 제휴, 고유의 우위요소 개발, 지역군집 또는 집적효과의 이용, SERM모형의 대입, 품질원가제도의 강화 등을 연역 귀납하였다.

• Journal of Navigation and Port Research
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• v.40 no.3
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• pp.129-138
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• 2016

Shipping companies involved in sea transportation service are exposed to uncertainty due to its volatile business environment. It is crucial that shipping companies take effective strategies to cope with uncertain business environments and to achieve high business performance. Using Porter's generic strategy, this study investigates the relationships between environmental uncertainty and competitive strategies, and the impact of competitive strategies on firm's business performance. To test hypotheses, OLS regressions and Tobit analysis were conducted on Korea shipping companies who provide global sea transportation service. The findings of this study can be summarized as follows. First, variation of environmental uncertainty affects cost-leadership strategy and differentiation strategy. Diversity of environmental uncertainty affects differentiation strategy, but not cost-leadership strategy. Second, firms attain business performance by using the cost-leadership strategy. That is, shipping companies can achieve high business performance by reducing their operating costs in the entire process of transportation service.

• Journal of Service Research and Studies
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• v.7 no.2
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• pp.43-51
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• 2017

The first goal of this study is to confirm validity and reliability of service innovation and service performance concepts in Chinese service industry and to verify positive relationship between the two concepts empirically. Furthermore, as the second goal of this study, we tried to check if cost leadership strategy and differentiation strategy have positive moderate effect on the relationship. Based on the results of survey on 203 Chinese service companies, we verified that service innovation and service performance are valid concepts and that the former has positive effect on the latter and, additionally, differentiation strategy, not cost leadership, showed positive moderate effect on that relationship.

• Defense and Technology
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• no.8 s.258
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• pp.28-35
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• 2000

전략적 원가관리가 지향하는 바는 원가관리를 통해서 경쟁우위를 확보해 나가는 것을 의미하는데 단순히 원가만을 절감하는 것을 의미하지는 않고 무한경쟁, 대량고객화의 시대에서 품질 수준을 확보하면서 가격경쟁력을 갖추게 하는 것이 원가관리의 진정한 목표라 할 수 있다. 그러나 최근까지도 민수산업, 방산업체 가릴 것 없이 우리 나라 기업에서는 체계적인 원가관리의 노력이 부족한 실정이고 아직도 초보적인 단계에 머물고 있다고 할 수 있다. 최근 방위산업 분야의 변화된 환경하에서 시장경쟁체제로 전환된다고 할 때 각 기업이 전략적으로 원가관리를 하지 못한다면 경쟁력 상실 가능성이 높다.

• 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.

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Journal of Internet of Things and Convergence
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• v.9 no.6
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• pp.83-92
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• 2023

The purpose of this study is to provide a rational management strategy to improve the management performance of companies through intellectual property activities. Through this study, we aim to explore countermeasures to strengthen competitiveness in a changing global environment. A survey of 200 companies was conducted from September 1 to October 30, 2023. Statistical analysis was conducted using frequency analysis, exploratory factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and difference analysis. The conclusions are as follows. First, the impact of intellectual property activities on management performance was found to be creation and utilization. Second, the impact of management strategies on management performance was found to be differentiation strategy, cost advantage strategy, and concentration strategy. Third, cost advantage strategy has a partial mediation effect on the relationship between creation activities and managerial performance of intellectual property activities. Fourth, the differentiation strategy has a partial mediating effect on the relationship between the creation of intellectual property activities and managerial performance. In addition, differentiation strategy has a full mediating effect on the relationship between the utilization of intellectual property activities and performance. Fifth, concentration strategy has a partial mediating effect on the relationship between intellectual property activity utilization and management performance. Sixth, there is a difference between creation activities, protection activities, utilization activities, cost advantage strategy, differentiation strategy, financial performance, and non-financial performance based on venture certification status. As the importance of intellectual property is increasing in the era of technological hegemony, IoT companies will need to improve their management performance through venture certification and strategies utilizing intellectual property in order to secure future competitiveness. Based on this study, we hope that IoT companies will maximize their performance by implementing efficient strategies that consider IP activities.

• Journal of Digital Convergence
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• v.11 no.6
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• pp.91-101
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• 2013

The purpose of this study is to empirically verify the relationship between supply chain flexibility(process flexibility and logistics flexibility) and competitive advantage strategy(cost, quality, lead time). To accomplish these purposes, the relationships among supply chain flexibility(process, logistics), competitive advantage strategy(cost, quality, lead time) were modeled based on the studies conducted in the various areas. In order to collect the related data the questionaries of 500 were distributed to the employees working at the manufacturing industry in the area of Gumi. The collected data were analyzed with SPSS 18.0 for Windows. This study used the statistical techniques such as descriptive analysis, reliability analysis, factor analysis, correlation analysis, multi regression analysis. The results of the study show that process flexibility had positively significant effect on low cost strategy and high quality strategy and logistic flexibility have positively significant effect on delivery speed strategy. However, it was found that process flexibility did not have the significant effect on delivery speed strategy, and the logistic flexibility did not have the significant effect on low cost and high quality strategy. Thus, it is expected that each enterprise can maximize corporate strategies by applying different flexibility strategy depending on the competitive advantage strategy.