• The Journal of Society for e-Business Studies
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• v.22 no.3
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• pp.57-74
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• 2017

The Electronic Shelf Label (ESL) is an alternative to the paper price label attached to merchandise shelves and is attracting attention as a retail IoT infrastructure that will lead the innovation of offline retail outlets. In general, when introducing a substitute product, the company tends to consider the financial factors such as the efficiency of the investment cost compared to the existing product or the reduction of the operating cost. However, considering only financial factors in the decision-making process, it may not properly reflect the various values associated with corporate strategy and the requirements of stakeholders. In this study, 8 evaluation items (Investment Cost, Operating Cost, Quality Level, Customer Management, Job Efficiency, Maintenance, Functional Expandability, and Store Image) based on BSC's 4 perspectives (Financial, Customer, Internal Business Process, Learning & Growth), and using AHP (Analytic Hierarchy Process) to measure the priorities of evaluation items for domestic small supermarket employees. As a result of the research, priority was given in order of Customer, Learning & Growth, Internal Business Process, and Financial aspects among the evaluation items for adopting the price label, and the electronic price label was supported with higher importance than the paper price label. In contrast to the priorities of the financial aspects of most prior studies, the items of Learning & growth and customer perspectives have relatively high priorities. In particular, respondents classified by job group, The priorities of the 8 evaluation items were different among the groups. These results are expected to provide implications for both companies (retail outlets) and ESL providers (manufacturers and service providers) who are considering the introduction of ESL.

• Journal of the Korean Geographical Society
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• v.49 no.1
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• pp.91-105
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• 2014

The objective of this study is to analyze the project performance and development process of the phase 1 project of GFEZ from 2004 to 2010. The phase 1 project from 2004 to 2010 is consist of eleven project zones. Among these zones, eight zones are currently underway and three zones have been completed. The performance of the phase 1 projects is no so much because it were stated later than planning with the difficulty of business developers selection. The major performances are development and supply of industrial & residential land, construction of road and railway, investment promotion of 102 companies, and creation of 20,971 new jobs. Most of the direct invested companies were located at Gwangyang and Yulchon Districts, and were mainly logistics and related service, iron and steel, machinery, shipbuilding, and fine chemicals. The main problems, however, are the limit of promotion of high-tech industries and large firms, low FDI reported rate, difficulty of superior business developers, delayed business progress of Hadong district. Therefore, efforts to solve these problems are required for the success of GFEZ.

• Knowledge Management Research
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• v.24 no.1
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• pp.245-271
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• 2023

The change to the data economy requires a new analysis beyond ordinary research in the management field. Data matching refers to a technique or processing method that combines data sets collected from different samples with the same population. In this study, statistical matching was performed using random hotdeck and Mahalanobis distance functions using 2020 Survey of Korea Venture Firms and 2020 Korea Innovation Survey datas. Among the variables used for statistical matching simulation, the industry and the number of workers were set to be completely consistent, and region, business power, listed market, and sales were set as common variables. Simulation verification was confirmed by mean test and kernel density. As a result of the analysis, it was confirmed that statistical matching was appropriate because there was a difference in the average test, but a similar pattern was shown in the kernel density. This result attempted to expand the spectrum of the research method by experimenting with a data matching research methodology that has not been sufficiently attempted in the management field, and suggests implications in terms of data utilization and diversity.

• The Journal of Society for e-Business Studies
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• v.26 no.3
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• pp.55-66
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• 2021

The mobile application (APP) market is growing at an unprecedented speed. Amid such growth, the global platform providers are mandating exclusive in-app payments and charging 30% for platform commission fees. A serious tension has arisen between mobile global platform providers and local content providers. The present study attempts to analyze the domestic mobile game market and in-app payment commission fees. This study estimates the size of the domestic mobile game market and platform commission fees by directly using publicly available financial statements and footnote information of some representative listed mobile game firms. Also, the study analyzes the cost structures of the same sample firms and attempts to draw some implications on sustainable growths of the mobile game ecosystem. We estimated that, in 2019, the domestic mobile game market is around 4.9 trillion Won and the ensuing in-app payment commission fees market was 1.5 trillion Won. High market share firms display a proportional increase in in-app payment commission fees in relation to sales growth. This, in turn, makes the in-app payment commission fees a primary cost item far exceeding employee salaries and R&D expenses. During the same period, low market share firms generated a mere profit or experienced net loss. Analysis of the cost structure reveals that these firms are even more liable to higher in-app payment commission fee cost structure than high market share. Most constituents of the mobile game ecosystem are small business entrepreneurs. By employing a micro-level analysis, the study estimates that, in 2019, a representative median firm generates 530 million Won in sales. At the same time, it spends 190 million Won in employee salaries, 50 Won million in R&D and 190 million Won in in-app payment commission fees, respectively. In the absence of other cost items, these three cost items alone account for 73.8% of sales revenue. The results imply that a sustainable growth of the local mobile game market heavily depends upon the cost structure of such representative median firm, the in-app payment commission fees being the primary cost item of such firm.