• 베이커리
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• no.5 s.346
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• pp.120-121
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• 1997

• Information and Communications Magazine
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• v.25 no.11
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• pp.14-17
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• 2008

본고에서는 급격한 IT융합연구 추진에 앞서 융합연구의 특성에 맞는 기획 관리체계에 대해 논해보고자 한다. 바람직한 융합연구를 위해서 기획체계에서는 창의적인 아이디어의 창출, 철저한 선행기획 연구, 적절한 융합기술의 포트폴리오 구성, 융합과제 전문가 및 Team 구성 등을 중점적으로 고려해야 하고, 융합연구 관리에서는 주도적이고 창조적 리더쉽을 가진 '융합PM'의 선정에 초점을 맞추어야 한다. 성공적인 융합연구를 위해서는 보다 자율과 창의를 살려주는 관리방식, 국내 외를 가리지 않고 최고의 전문가를 활용하는 평가방식으로의 전환이 필요하다.

• Proceedings of the Materials Research Society of Korea Conference
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• 2009.11a
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• pp.4.2-4.2
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• 2009

10년 후면 영어와 한국어가 실시간으로 자동 통역되는 통역기가등장하며, 컴퓨터의 키보드 나 마우스 등은 음성으로 대체되며, 인간과대화를 나누는 로봇이 등장하여 대부분의 인간 허드렛일을 대행 할 것으로 예상된다. 이러한 인공 지능형기기를 구현하기 위해서는 현재보다 1천배 이상의 성능을 보이는 즉, 테라급의 CPU와 메모리가 필요하다. 현재 반도체소자의 주류를 이루고 있는실리콘 트랜지스터는 무어 법칙에 따라 매18개월마다 2 배씩트랜지스터 집적도가 증가되어 왔으며 현재 32nm가 시장 출시를 앞두고 있으나 2016년 이후 22nm 이하는 특성 불균일/열 발생 과 같은 기술적 한계와 천문학적으로 늘어나는 칩 제조비용 때문에 제품 출시가 매우 어려울 것으로 여겨진다. 교육과학기술부는 이러한 한계 극복을 위해 21세기 Frontier 프로그램으로 테라급나노소자개발사업단을 2000년 7월 발족 하였으며 본 사업단은 테라급의 성능과 메모리 집적도를 갖는 나노소자개발을 최종목표로 출범 하였다. 프론티어사업은 10년 이상의 장기적인 개발기간이 필요한 'High Risk, High Return'의 특성을 갖고 있다. 본사업단은 이러한 프론티어사업의 취지에 따라 철저한 사전기획과 기술 환경변화에 따른 신속한 대응력, 철저한현장 중심적 사업관리를 해왔다. 본 재료학회 추계학술대회에서는 본 사업단이 이룩한 성과와 미래의 나노소자들을 소개할 예정이다.

• Archives of design research
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• v.16 no.4
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• pp.323-334
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• 2003

This study examines the multi-functionality of the cultural facilities and explores the architectural characteristics of cultural facilities in city environment. For this purpose, 1 examine the major cultural facilities in USA and Singapore. Recently, the inter-cultural communication methods have been diversified and the cultural facilities need to be designed to effectively accommodate the public's interests in these activities. It is also necessary to reexamine cultural facilities' functions in terms of how the multi-functionality facilities reflect the surrounding environment. This study also sheds a new light on the meaning of the relationships between cultural activity, and the cultural facility design. For this, I primarily look at the various design categories of cultural buildings and their main functions. Finally, I demonstrate how both cultural activity and cultural facility design elements are embodied in the city environment.

• Journal of Korean Ophthalmic Optics Society
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• v.7 no.1
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• pp.45-50
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• 2002

The 'hands-on' craftsmanship of the 20th century has came and gone. Today, we are dealing with whole new, 'cerebral approach,' to concept and design with this new approach, design and function are very much dependant upon planning, sales, promotion, and the formative technique of the design industry. The innovative process of design constantly change as it reflects the needs and wants of society. It is and industry that constantly change as it reflects the needs and wants of society. It is and industry that constantly remakes and reshapes itself to suit current trend and outlook. The current idea being that consumers are looking for quality over quantity. Due to the 20th centuries dominant philosophy of functionalism, production intended to standardize the individual's purchasing choice. Aesthetic, or philosophic qualities played a second fiddle to the functional bias of a product, With production, Marketing, and research and development are integrated into the management process. This translates as good which include efficiency, quality, durability, and credibility an trademark and style. There is a definite 'post-modernist' movement and style in 21st century. Every possibility is available as the old boundaries of the 20th century are laid aside. There is a new, transformative quality to the current paradigm of design. The old "should" and "should not" of design no longerapplies. The integrated rative of design solves the usual disparity between aesthetic qualities and production. Design and profirability need not be stranger to one another. It can differentiate the image perceived of both enterprises and consumers by making use of integrated goods services. With an integrated system. both producers and designers win. While design gets full access to design in turn. All consumers make decisions based upon the evaluation of quality, service, and image ; even though it may not be a conscious decision to do so. Consumers are fully integrated human beings ; therefore producers who apply the new, integrated paradigmatic approach to concept, design, and production will reap the harvest of making a true relationship with individual buyer.

• Asia Marketing Journal
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• v.11 no.3
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• pp.185-203
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• 2009

Yuhan Kimberly, a joint-venture company of Korean Yuhan Company and American Kimberly-Clark, opened a premium diaper market in Korea by launching Pull-Ups which was pants-typed diapers in 1993. Pull-Ups was imported as finished goods from Kimberly-Clark. However, in spite of its huge market share in United States, it failed to land down in Korean market because of wrong positioning strategy which did not consider domestic customers' tastes. In 1996, Yuhan-Kimberly brought out a pants-typed diaper, Huggies-Toddler, to Korean market again. This paved the way for the combination of Kimberly-Clark's production power and Yuhan-Kimberly's marketing power and led to launch new product superior to Pull-Ups. However, this product was unsuccessful in the market because of wrong positioning which did not catch domestic customer's life styles such as cultural, environmental and habitual differences in toilet training, the cost increase coming from IMF crisis in Korea, weak trust within the company, weak trust within the company, and too much higher price than regular diapers. In 2005, Yuhan-Kimberly redeveloped new pants market business strategy. It was organically combined with winning product development plan, winning communication strategy and the market structure change through the pants market creation. Customer's habit, usage and attitude were studied with total 55 times market investigations. Also, all processes from planning to designing were executed in the customer's view by investigating product research, positioning research and advertisement research. Yuhan-Kimberly repositioned new product as a wearing diaper not as a toilet training diaper and launched Huggies Magic Panty as a premium product which had 25% higher price than previous Huggies. Huggies Magic Panty was recognized as a great hit product in domestic diaper market and the sales recorded 37.6 bill won in 2006, 57.2 bill won in 2007, and 90 bill won in 2008 since launching in 2005. The reason of Huggies Magic Panty's success was the repositioning strategy deduced from the precise check of customer's usage habit. It was the winning strategy of Huggies that were market investigation in order to survive in domestic baby goods market where a lot of companies struggled intensively, the exact positioning based on its market investigation and aggressive 360 degree communication strategy to give customers impressions efficiently.