• Asia Marketing Journal
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• v.11 no.3
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• pp.225-249
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• 2009

Hyundai Marine & Fire Insurance has achieved its goal of revenue growth while most of insurance companies have failed. It is because Hyundai Marine & Fire Insurance continued to make sincere efforts to increase employee satisfaction. The service-profit chain posits that employee satisfaction is linked to customer satisfaction and to revenue growth. The case shows how Hyundai Marine & Fire Insurance put the service-profit chain to work and how different its internal marketing strategy is.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.23-42
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• 2020

This study conceptualized the essence and propensity of modern management in service age, based on philosophy, and developed items to evaluate the conceptualized content. It was carried out as a new study to deepen the study of management philosophy and management theory by the new management framework. In order to establish the philosophical foundation of the modern management, the essence of the modern management was conceptualized based on the fundamental ideas of the East and West, and then an evaluation item was developed to put the essence and propensity of the modern management into practical use through analytical and empirical methods. After analyzing the representative ideas of mankind, it was derived that the Book of Change has the qualification as a philosophical model that can derive the essence of modern management. The Book of Change explains the reasoning of the world in the structure of two opposing parties, such as Taiji or Yin and Yang, and the process of acknowledging the contradictions within each opposing party and overcoming the contradictions through change is the central idea. Because you can see. After conducting a conceptual study, through empirical research, the essence and propensity of a modern manager should be conceptualized. The concept of essence and empirical study of the modern management using the leading role was conducted in two stages. First, a qualitative study using repetitive comparative analysis (CCM), focus group interview (FGI), and text mining was conducted to derive the essential and propensity conceptualization items that modern managers should possess. In addition, a quantitative study using factor analysis to develop sample items and develop measurement items through literature review and FGI was conducted to derive the essential concept of the modern management. Finally, the essence of modern management was derived: learning, preparation, challenge, inclusion, trust, morality, and sacrifice. In the future, it is necessary to conduct empirical research on the effectiveness of the essence of modern management for global and Korean representative companies.

• Korean Association of Arts Management
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• no.51
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• pp.75-102
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• 2019

This study aims to figure out the progression of Hyundai motor's corporate cultural marketing by conducting semantic network analysis. Although the previous research has focused on conception, categorization, impact, and performance of cultural marketing, they hardly pay attention to changes in cultural marketing over time. To explore the identified gap, we collected 2,315 articles concerning Hyundai motor's cultural marketing on daily newspapers printed from 2001 to 2018. The 18-year time period was classified into four periods, and lists of words were extracted and analyzed by Korean language analysis program, Textom and social network analysis program, called 'UCINET'. The outcome of our analysis indicates that Hyundai Motor's cultural marketing has been developed from the strategy of merely increasing sales to the means of distinguishing their corporate and brand identity. In the early 2000s, the words 'customer', 'The Age of Great Paintings: Rembrandt and the 17th century Dutch paintings', and 'performances' were extracted with high frequency. It shows Hyundai Motor held performance-oriented events and provided benefits to specific consumer groups under the type of 'Cultural Promotion'. In addition, as the exhibition sponsored by Hyundai motor was reported in the media with high publicity effect, the concept of 'Cultural Support' is also emerged. In the late 2000s, the top exposures were 'Seoul Arts Center' and 'Seoul Metropolitan Symphony Orchestra'. Under the concept of 'Cultural Support', both organizations and cultural events were sponsored by Hyundai motor. Hyundai Motor has the tendency to cooperate with high profile parties who have already accomplished high publicities to attract social interests and issues. In the early 2010s, Hyundai Motor created cultural marketing brand and space ('Brilliant' and 'Hyundai Art Hall') that broadened the potential target groups, which represented both 'Cultural Support' and 'Cultural Enterprise'. In the middle and late of the 2010s, as shown by the high frequency of 'brand' and 'global', Hyundai Motor has focused on the global market and viewpoint has expanded to brand building focusing on the type of 'Cultural Enterprise'.

• The Safety technology
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• no.187
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• pp.19-21
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• 2013

현대글로비스는 현대자동차 그룹 계열 종합물류유통기업으로 첨단 정보시스템과 선진 물류기술을 활용해 국내 국제물류, 해상운송, 물류컨설팅 등의 업무를 수행하는 전문업체이다. 또한 최근에는 물류는 물론 유통, 자원개발 및 자원순환을 활용한 친환경 경영 인프라를 구축해나가고 있다. 이번에 소개되는 현대글로비스 아산KD센터는 현대글로비스의 핵심 사업이라 할 수 있는 해외공장 자동차 조립생산용 부품(KD: KNOCK DOWN) 공급사업을 전문으로 하는 사업장이다. 2004년 11월 현대자동차 아산공장 인근 인주지방산업단지 내에 준공된 현대글로비스 아산KD센터는 임직원 50명과 협력사 인원 300명 등 총 350영의 인력을 갖추고 KD사업의 본산지로 자리매김해 나가고 있다. 실제로 이곳 센터는 발주에서 포장, 운송은 물론 현지에서의 내륙운송 및 보관 등 KD물류에 대한 종합서비스를 제공하고 있다. 이처럼 현대글로비스 아산KD센터는 자동차조립생산용 부품을 국내외 협력사로부터 조달해 전 세계로 운송 판매하고 있는 만큼 근로자의 안전보건이 기업경영의 초석이 되고 있다. 여기에 더해 세계 자동차산업의 경쟁력을 좌우하는 부품 물류산업을 선도하는 기업인만큼 이곳의 안전관리는 전국 안전인들의 남다른 관심을 받고 있다. 근로자의 안전보건을 밑바탕으로 글로벌 물류기업으로 비상하고 있는 현대글로비스 아산KD센터 찾아가봤다.

• Journal of Information Technology Application
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• v.1 no.3_4
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• pp.25-45
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• 1999

과거 재료가공 위주의 산업시대에는 에너지가 산업의 가장 중요한 열쇠였으나 현대 산업사회에서는 부가가치를 지식과 정보로부터 창출해낸다. 그러므로 21세기에는 지식정보와 커뮤니케이션이 산업의 가장 중요한 열쇠가 될 것이다. 현대 기업환경의 변화는 과거와 다른 양상으로 나타나고 있고 한편 경영자들에게는 기업경영과 기업의 의미에 대해 새로운 패러다임을 요구하는 상황에 이르렀다. 이러한 변화 추세로 21세기를 예측해 본 학자들은 대표적인 조직모델로 소위 '가상기업을 내세우고 있다. 가상기업이란 특정 프로젝트가 끝나면 해체할 수 있는 전략적 제휴에 의해 임시로 형성되는 조직체이다. 이 논고에서는 현대 기업환경과 기업조직의 변화로 인한 가상기업 개념의 출현배경을 알아보고, 아직까지 애매 모호한 이 개념을 정의하고 그 모델을 제시한다. 그리고 정보기술의 응용과 공용 인터페이스의 활용으로 어떻게 이러한 형태의 가상공동체를 형성하고 관리할 수 있는지 고찰해보고, 21세기 지식경영시대에 가상기업형 조직의 경영을 위한 지식정보시스템 구축의 예로서 재단법인 충청지역정보원의 통합정보시스템을 소개한다.

• Bulletin of Korea Environmental Preservation Association
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• s.397
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• pp.36-38
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• 2012

현대약품(대표 윤창현)은 지난 1965년 출범되어 지금까지도 국민들의 꾸준한 사랑을 받으며 잘 알려진 '현대물파스'로 시작한 의약품 전문기업이다. 현대약품은 47년의 지속적인 성장과 함께 현재 처방의약품은 물론, 일반의약품과 같은 의약품 사업과 기능성 식품, 기능성 음료 등의 건강기능식품, 그리고 의료기기에 이르기까지 국민건강증진을 위한 종합기업으로 성장하였다. 현대약품은 보다 체계화된 제품 안전성을 갖추는데 주력하기 위해, 전국 각 공장과 사업장에서 ISO9001, ISO14001, KOHSA18001, OHSAS18001 등의 인증을 획득, 제품의 안전성, 안정성과 제품 생산 표준화 등이 이루어지는 각종 기반을 마련하였다. 이를 통해 2008년 제약업계 최초 국가품질경영대회 제품안전경영 대통령상을 수상하는 영예도 얻게 되었다. 중앙연구소는 1984년도 설립되었으며 2009년 1월에는 경기바이오센터 합성신약연구소를 개소, 2011년 5월에는 용인에 신약 연구소를 준공하여 신약 및 개량신약 개발에 주력하고 있다. 현재까지도 지속적인 연구개발 및 기술 혁신 중심으로 21세기 첨단 의약품 생산에 필요한 다양한 연구에 매진하고 있다. 현대약품은 우수한 연구진과 최첨단 연구시설 확보를 통해 펩타이드 치료약물을 개발 생산하였다. 이어 이 기술을 바탕으로 기존의 거대시장 fmoc-아미노산을 대체하게 될 차세대 신물질로서 고체상 펩타이드 합성(solid phase peptide synthesis)의 원료물질인 Nsc-아미노산을 개발하였다. 전 사원 1년에 1일 이상의 봉사 활동을 의무적으로 실시하고 있으며 공장 직원 스스로 조직된 봉사 단체 두레회는 불우한 이웃의 시설을 유지, 보수하고 정이 그리운 어린이들과 함께 놀아주는 이웃들과 함께하는 작은 봉사 단체이다. 현대약품은 앞으로도 R&D투자를 활성화하여 우수의약품 개발에 전력을 다하고, 국민보건 향상에 책임을 완수하는 성실한 기업이 될 것이다.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.119-138
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• 2020

Unlike the era of manufacturing-oriented industrial economy in the past, the era of service economy has characteristics intangible goods center, knowledge universalization, and expansion of needs, and many things that are of the economy are changing. In the past, the change in the environment was not fast, so even after analyzing the changed environment and deriving the talent needed for the company, it was possible to maintain a talent for the organization for a long time, so it is not proactive to build and apply talent. It became difficult to manage effectively. Therefore, in this paper, we conducted a normative study for deriving a desirable talent model rather than a descriptive human resource model. Human resources image suitable for the modern service economy era, the modern economic society and modern spirit were analyzed and reflected. The model in which the two opposing members of the organization, managers and employees, interact intensely and balance dialectically. A desirable talent in a modern organization must play the role of a manager, and the management and talent models in a modern organization can be said to be connected to each other like the front and back sides of a coin. The philosophy of human resources was presented in five dimensions: human, historical, social, economic, and management. The human resource model from eight factors: mastery, rationality, wisdom, customer orientation, innovation, flexibility, autonomy, collaboration. This study suggested that general talent model may vary depending on the company's type, empirical follow-up studies are needed the talents in each company in the future.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.1-22
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• 2020

This study was conducted to derive the new manager model in service economy era. It was logically explained that the modern economic society is different from the existing economic society, the modern organization that is the subject of management is different from the existing organization, and the tasks required by management are different from the existing tasks. It suggested the managerial model required for new managers. According to the proposed manager's model, the tasks required of new managers and essential qualities as managers to perform the tasks were presented. It suggested the role model that managers with required qualities should play. The role of a manager who becomes one with customers, the role of a manager who controls even his irrationality, the role of a manager who combines discernment and indiscriminateness, a flexible leadership role that combines charisma and tenderness, an administrator role that embraces regulations and non-regulations, and vision and non-vision. We derived the role of a manager who manages management, and a manager role model that utilizes both competition and non-competition. The managers engage in two opposing roles and perform management activities in a spiral dialectical cycle that develops while resolving the contradictions of each role. The method of embracing the two opposing parties internally and externally and the dialectical management execution process according to the change of the space-time axis were presented by borrowing the models of The Book of Change. Future research needs an empirical analytical study on this new Model. There is a need for studies that expand this study and develop it into a practical model and verify it in an analytical way.

• LP가스
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• v.22 no.3
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• pp.43-58
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• 2010

지난 6월 11일(금) 녹색교통운동 경영위원회 자동차환경위원회 공동주최로 고려대학교에서 열린 "합리적인 우리나라의 자동차 연비 및 온실가스 저감 대책세미나"에서 현대기아자동차에서 발표한 내용을 게재한다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1992.04b
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• pp.157-158
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• 1992