• Proceedings of the Korea Information Processing Society Conference
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• 2023.11a
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• pp.351-354
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• 2023

전기차의 보급에 따라 전기차 충전시설이 매 년 확대되고 있으며, 충전에 따른 데이터도 수집되고 있다. 전기차 충전시설의 2가지 방식인 플러그인 방식과 펜터그래프 방식의 특징을 반영할 수 있는 데이터 처리가 필요하고 이에 적합한 데이터 플랫폼 개발이 필요하다. 이러한 데이터 플랫폼의 구축은 향후 전기차 충전시설의 설치와 활용에 도움이 될 것이다. 또한 국내의 이러한 전기차 충전시설의 데이터 플랫폼을 향후에는 아시아 등 해외에 수출하거나 투자 진출 할 수 있는 방안들로 활용할 수 있다. 본 연구에서는 2가지 방식의 전기차 충전시설에 따른 데이터 플랫폼 개발시 고려사항을 도출하였고 이에따라 중국, 인도 및 아시아 시장 진출의 패키징 전략을 도출하였다.

• The Magazine for Energy Service Companies
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• s.83
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• pp.10-13
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• 2013

ESCO협회는 12일 오후 2시 JW메리어트호텔에서 '선진 에너지절약전문기업(ESCO:Energy Service Company) 시장 진출 전략 설명회'를 개최했다. 이번 설명회는 미국, 호주 에너지 관리전문 기업을 연사로 초청해 우리기업에게 에너지 절약방안을 설명하고, 선진 ESCO시장에 진출할 기회를 모색해 보고자 마련됐다. 이번 설명회에서는 에너지관리 분야에 기술력을 보유하고 있으면서도 미국, 캐나다, 호주 등 선진시장에 대한 정보가 부족하여 ESCO 시장진출에 애로를 겪고 있는 기업들을 위해 마련되었다. 이에 해외 ESCO 시장 진출에 필요한 최신 정보를 접할 수 있도록 각국의 구체적인 사례 중심으로 발표가 구성되었다. 이번 행사는 중소기업청이 주최하고, KOTRA와 ESCO 협회가 공동주관했다.

• The Journal of The Korea Institute of Intelligent Transport Systems
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• v.16 no.4
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• pp.36-53
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• 2017

The global intelligent transport systems (ITS) market is experiencing rapid growth, and domestic ITS companies' efforts to extend its business abroad are steadily increasing. However, due to the burden of costs associated with the overseas expansion and the lack of strategy for local market, domestic companies' contracts for global businesses are far short of the technology. Although the government is actively promoting Korean enterprises' participation to overseas business, it has obvious limits due to the lack of its specialized strategy. This study established a customized export model for the countries in which Korean companies want to enter, and developed a strategy to advance into the local market.

• International Area Studies Review
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• v.21 no.1
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• pp.163-179
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• 2017

Iran has been focused on FDI by global automobile companies after the economic sanction on Iran was removed except primary sanction. In this paper, some strategies for Korean Automobile Industry to branch out into Iran are suggested. For the purpose, Iran's automobile industry and characteristics are examined. The market situation is analyzed qualitatively and quantitatively. In passenger cars sector, Korean automobile companies would be better to wait and see the development of US-Iran relationships while exporting CKD sets of cars to Iran. It can be a good strategy, however, to put parts companies into Iran first because of Iran Government could be displeasing with exporting CKD only. FDI, licensing, and joint venture are all available for the parts companies. Motor companies can clear the regulation of auto-parts localization proportion by the method. The parts companies will be able to do key roles as supply chains after OEM branch out into Iran. It is also advisable to upgrade outpost in Iran into frontline for exporting cars to MENA area. In such a case it will be a prerequisite to develop a role-division model with facilities in East Europe. It could be called Parts first-then cars strategy. In commercial cars sector, it can be suggested to leverage natural gas as a link to branch out into Iran. Iran government wishes to develop natural gas resources. The strategy can be summarized that automobile companies carry out producing CNG buses in Iran while energy companies are drilling and producing natural gas.

• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 2019.05a
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• pp.127-128
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• 2019

After the financial crisis in 2008, Korean ship-parts manufacturing companies faced the survival of companies due to the difficulty in securing the volume of orders by sharp dropping in orders from big-three Korean shipbuilders. In ship-parts industry, product diversification and overseas market entry are important targets. Based on the expert Delphi survey and SWOT analysis, this study analyzes the key factors of overseas advancement by the growth stage of ship-parts companies and suggests a systematic and efficient overseas marketing strategy. Also, we propose a systematic and efficient advancement into overseas market by suggesting the traditional offline marketing strategy of exporting materials, marketing and marketing, and suggesting the need to build an integrated online and offline platform.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.199-210
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• 2015

This study analyzes various aspects of the successful overseas expansion of SMEs that export consumer goods with their own brands. Through in-depth interviews with CEOs and marketing practitioners of fifteen SMEs that export consumer goods of their own brands, researchers examined the determinants of the decisions to export own-brand products, forms of expansion into foreign markets, firms' distribution networks, firms' technological and marketing capabilities, export barriers, and export support services offered by the government. The results indicate that these companies obtained competitiveness in the design and quality of their products through steady R&D investment, with a focus on niche markets. This study also shows that they established foreign branches, participated in overseas trade fairs, and tapped into foreign markets with Korean home shopping channels and department stores to build distribution channels and to find new buyers. However, the findings of this study reveal that many of those companies export both OEM/OEM products as well as their own-brand products due to the low level of brand awareness in foreign markets. Thus, efforts to improve their brand awareness in the global market are much needed. In addition, this paper demonstrates that the programs and services provided by state-run organizations need improvement in credibility and expertise. This research suggests recommendations for successful export programs, and provides meaningful insights for consumer-goods SMEs establishing foreign market entry strategies with their own brands.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.8
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• pp.215-225
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• 2016

This study seeks to find an alternative to the requirement for proving the competitiveness of Korean performing arts before entering into the overseas market by deriving the factors causing entry into the market to be delayed based on an analysis of the current status. Between 2007 to 2014, the overseas revenues from Korean performing arts increased by 16.4% compared to the total amount of financial support, as the number of free performances given overseas and the average guaranteed number of performances overseas are both at a standstill. Also, the size of the audience increased by a mere 3.3 times, which is an even lower growth rate than that for the number of performances, 3.8 times, during the same period. Furthermore, the audience size per unit is suffering from long-term stagnation. The main causes are as follows: 1) applying one-dimensional methods to performing arts exchanges and expanding the overseas market, 2) the existing confused concepts between profit and non-profit contents, 3) the weaknesses of the market expansion strategy, because of programming practices focusing on providers, such as presenters and producers, rather than consumers. As a result, the necessary basic research, including consumer surveys, has not been done yet. In order to understand the implications of this analysis and solve the problem of the delayed overseas expansion of Korean performing arts, the Korean wave industry was examined as a representative example. Consumer surveys for the performing arts, possibly benchmarked to the "Korean Wave Consumer Survey Index (KWCSI)", are expected to be done in the near future. In addition, through the development of a specific consumer index of the performing arts, customized marketing strategies by continent and country need to be established. This empirical study of the overseas expansion of performing arts can be utilized as a bridge between the academic and real worlds. This work may also enable a variety of strategies to be established for the overseas expansion of the performing arts.

• Journal of Korean Electronics
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• v.17 no.3
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• pp.34-36
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• 1997

• Journal of Korean Electronics
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• v.17 no.5
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• pp.81-104
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• 1997