• Asia Marketing Journal
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• v.14 no.3
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• pp.7-26
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• 2012

The success story of E-mart fascinated many academics and practitioners alike. Though E-mart began as a nameless discount store in Chang-dong, Seoul in 1993, it has transformed itself into a leading distribution company and one of the most powerful brands in Korea. Surprisingly, it achieved the great success against the two crises it met: the national economic crisis and the invasion of the global giant Walmart. The main objective of this case study is to formally examine how E-mart overcame the two crises. More specifically, this case study highlights the ways with which E-mart turned those difficulties into opportunities for growth. In our examination of the E-mart case, we could clearly see E-mart's competence and spirit that allowed it to turn crises into advantageous opportunities. E-mart attracted the customers who wanted value-oriented consumption by its positioning as the "Lowest price discount store", when consumer sentiment was frozen under the economic crisis. Furthermore, when a large-scale foreign discount store like Walmart entered the Korea market, E-mart built its core competencies as the 'Korean style discount store'. These ingenious positioning and efforts resulted in E-mart taking over their archrival, Walmart, and forced the global Goliath to exit the Korean market. The case of E-mart's effective crisis management teaches many important lessons and a few core lessons that apply to many companies. One such lesson is the importance of positioning which enabled E-mart to turn crises into opportunities. Granted, the strategy of positioning as the 'Korean style discount store', or 'Lowest price discount store' was possible due to overall support with cost reduction, development and management of their own system, an apprentice educate system, etc. based on an excellent selection of location of the store and efficient distribution systems. Still, the positioning strategy of E-mart was truly ground breaking in distancing itself from its competitors. The lessons from E-mart will help those companies currently in a stagnant situation or a crisis to turn their obstacles into great success.

• Management & Information Systems Review
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• v.34 no.5
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• pp.251-276
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• 2015

This study is to review the attitude of consumers on the crisis response strategy (defensive vs. receptive) that the company implements in crisis situations. Also, the interaction between the crisis response strategy that the company implements and the crisis type of companies (corporate ability vs corporate social responsibility) was discussed. In addition, the interaction between the messages (abstract vs. concrete) of public interest associated marketing implemented prior to crisis situations and the crisis response strategy implemented after crisis situations was discussed. And these results were reviewed to see if the same result can come out after controlling the involvement on consumer's public interest associated marketing as a covariate. The main results of this study are as follows. First, regarding the crisis response strategy, in the company's crisis response strategy, the receptive attitude was more favorable for the consumer's attitude than the defensive attitude. Second, it was seen that there is a significant interaction between the crisis response strategy of companies and the crisis type of companies. Third, it was seen that the crisis response strategy of companies has a significant interaction with the message type of public interest associated marketing. Lastly, the involvement showed a significant effect as a covariate and the interaction between the crisis response strategy of companies, the crisis type of company and the message type of public interest associated marketing can be confirmed even after controlling the involvement. In the conclusion of the study, the direction on implications, limitations and future.

• The Journal of Industrial Distribution & Business
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• v.6 no.1
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• pp.5-15
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• 2015

Purpose - This study reviews Cameroon's economic growth, crisis, and recovery, aiming to: review the principal factors of Cameroon's real economic growth; explore the causes of its economic crisis analyze the determinants of its economic recovery; and suggest appropriate policies to ameliorate economic growth. Research design, data, and methodology - By reviewing the relevant literature and economic indicators, we observed that from the 1980s to the present, Cameroon experienced all the possible business cycle phases: economic prosperity (until 1985), economic and social crisis (1986-1994), and renewed economic growth (after 1995). Results - As a result of the economic changes in Cameroon, its macroeconomic indicators have evolved. Poverty and inequality have changed in both quantitative and qualitative terms. Throughout the examined period, rural poverty has become more widespread, deeper, and more severe than urban poverty, while inequality has experienced greater increases in urban areas relative to rural zones. Conclusions -To reap maximum benefits and reduce poverty from these economic changes, Cameroon needs to liberalize trade and foreign exchange transactions to attract foreign investment, especially during the current globalization.

• Asia pacific journal of information systems
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• v.29 no.1
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• pp.144-164
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• 2019

In their role as stewards of organizational information technology (IT), IT managers participate in crisis management activities. While much has been said about the power of technology in improving preparation for emergencies, the behavior of IT managers in crisis situations is not well understood. This paper addresses IT manager actions during the crisis response effort, when appropriate actions need to be taken at short notice. Recognizing that few guidelines exist for IT managers in these situations, we use recommendations from the crisis management literature in analyzing five earthquake cases from Japan and Taiwan. We identify several recommendations from this set for IT managers, which are related mainly to communications and leadership behaviors, suggesting that the IT manager role is a vital one in crisis response. The research additionally shows that recommendations from the crisis management literature have value also when applied to IT managers. Finally, we conclude on several ways that our understanding of IT manager crisis response could be developed by future research.

• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.253-270
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• 2021

Purpose - The main purpose of this study is to measure and evaluate the level of national liabilities that Korea's national finances can afford. Specifically, the concepts of national debt and national liability are clarified, and the appropriate level of national liabilities is measured in terms of short-term fiscal crisis, mid-to-long-term fiscal crisis, and GDP. Based on these measurements of fiscal crisis, this study would like to propose national fiscal management plans. Design/methodology/approach - In order to clearly recognize the difference between the national debt and the national liability, this study examines the data from 2013 to 2020. In addition, this study uses data from the national financial statements from 2013 to 2018 to measure the appropriate level of national liabilities in terms of fiscal crisis management. Findings - Short-term fiscal crises, measured by current ratios, will not occur. Nevertheless, in view of the cash flow compensation ratio, the short-term bankruptcy of the national finances of Korea depends on the re-borrowing of short-term borrowings and current and long-term borrowings. In addition, in order to manage the mid-to long-term financial crisis, it is necessary to pay attention to the liability growth rate rather than the liability size. Research implications or Originality - While previous studies focused on the appropriate level of national debt, this study was differentiated as a study focused on the level of national liability coverage. It is expected that the results of this study will be used to manage the national fiscal soundness.

• International Journal of Computer Science & Network Security
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• v.22 no.8
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• pp.269-274
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• 2022

Economy of Ukraine is characterized by the rapidly increased level of financial failures at a corporate level. Conditions of doing business in Ukraine become tighter year after year and it should motivate the business owners not only to watch more accurately the state in which their business is but also to introduce new, more precise, more tight systems of crisis management and economic security. The experience shows that in order to stay afloat and not to suffer losses companies should pay more attention to different areas of economic security, such as production potential, financial indicators, logistics, staff, etc. For this purpose companies should use a system of valuation of the most important for their activity indicators and transform their values in an integral one in order to use this assessment in making managerial decisions. Such a valuation is one of the components which the article presents. The article also reveals the key points which characterize crisis management as an integral part of enterprise development and economic security. There are specified the essence and problems of crisis management and proposed the ways of raising the level of economic security of a company based on the example of an industrial and commercial enterprise. The key focus of the enterprise's economic security management is defined as constructive responses to threats from the external environment and, as a result, ensuring stable functioning and effective realization of untapped potential in the future. The current assumption is to explain the scheme of strategic management of an industrial and commercial enterprise and to calculate the methodology of an express assessment of the level of enterprise economic security, taking into account the components of crisis management. To assess the level of economic security of the enterprise, it is proposed to use the method of point assessment, which is based on a multi-level system of indicators, which covers the main areas of the enterprise's activity.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.781-791
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• 2021

This study aims to analyze the relationship between the business cycles of the ASEAN +3 countries. In addition, the effects of the spillover value on the coincident indicators are determined. This study employs secondary data and uses multivariate time series of five ASEAN countries, namely, Indonesia, Malaysia, Singapore, Thailand, and the Philippines. The proxy was the real gross domestic product (GDP) collected annually from the CEIC, the IMF, and the World Bank for the period from 1964 to 2016. The data was plotted against two time periods, 1964-1998 as the pre-crisis period, and 1999-2016 as the post-crisis period. The index data was changed to the base year 2010. The data was subsequently separated from the trends and the cyclic components. The cyclic components were obtained by using Hondrick-Prescott filter, and them were further analyzed. The analytical method used was Contemporaneous and Cross-Correlation tools. The results showed that, before and after the crisis, the value of the business cycle correlation between ASEAN +3 countries was stronger and moved together at the same level of lag value. The implication of this research was an initial finding of the ASEAN +3 countries' prerequisites for the formation of a common currency.

• Korea Journal of Hospital Management
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• no.spc
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• pp.85-95
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• 2016

This study is to introduce a comprehensive framework of a crisis management system developed at a prominent hospital in South Korea. Throughout recent decades, especially in the recent years, the way in which to cope with both internal and external challenges has been one of the most critical issues. Since the incident management system in the U.S. is acknowledged as the most advanced crisis management model in the world, a portion of this study refers to the Hospital Incident Command System(HICS) provided by the California Emergency Medical Services Authority(EMSA). Nevertheless, the framework suggested in this article was designed based on a distinctive Korean hospital setting. The main contents of this study are as follows; categorization of each type of crisis, organization of a crisis management team in a non-crisis or crisis state, crisis assessment by life cycle stage, and establishment of crisis management protocol. Even though many types of crises are unspecified, those can be categorized into external crisis, medical crisis, and utility & activity failure. A crisis management organization should be operated and consisted differently- depending on a crisis or non-crisis situation. From a life-cycle perspective, the range by which the crisis should be managed extends from pre-stage to post-stage of the crisis. It is important to set proper scenarios and manuals by crisis type to develop a crisis management framework of high quality. With continuous efforts, hospitals can prepare for the uncertainty to better concentrate on core business operations.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.3
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• pp.113-121
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• 2022

The study aimed to assess the availability of intellectual capital in Kuwaiti private universities in terms of its three dimensions (human capital, structural capital, and relational capital), as well as its role in crisis management (crisis preparedness, crisis mitigation, confrontation, and response to the crisis, and learning from the crisis) during the COVID-19 pandemic. Members of the boards of trustees, university presidents, their deputies, and deans of the colleges were chosen as respondents to this study from a sample of (8) private universities in Kuwait, with the sampling unit consisting of leaders in these universities. The study revealed that all dimensions of intellectual capital play a statistically significant impact in executing crisis management during the COVID-19 pandemic at Kuwaiti private universities after conducting the data analysis process. The study concluded that universities should pay attention to intellectual capital in all its dimensions (human capital, structural capital, and relational capital) because of its role in improving their ability to implement crisis management strategies and strive to improve their capabilities to face crises by implementing crisis management strategies.

• Asia Marketing Journal
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• v.15 no.1
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• pp.129-154
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• 2013

Product-harm crises, which are connected to defective or dangerous products, are perceived as the most common threats to a company. Product harm crises can distort long standing favorable equality perceptions, tarnish a company's reputation, cause major revenue and market-share losses, lead to costly product recalls, and devastate a carefully nurtured brand equity. However, in spite of the devastating impact of product-harm crises, little systematic research exists to asses its marketing consequences. So, the purpose of this study is to investigate how Koreans react to the crisis response in the aftermath of different crises(competence violation vs. integrity violation) and inspire additional research in crisis communication. This study has three main findings which run counter to the assumptions of Kim et al.(2007). Namely, the current study expands on the research of Kim et al. (2004, 2007) by examining how companies repair customers' trust and corporate attitude after crises. Different from previous studies, this study assumes that apology for an integrity-based crisis is the most appropriate way to repair consumer trust and corporate attitude. As for competence-based crisis, similarly, apology for competence-based crisis can be more successful repairing consumer trust and corporate attitude. Concerning silence strategy, remaining silent dose not admit or deny guilt right away, but instead of asking the perceiver to withhold judgment, suggesting that, silence could be expected to be superior to apology but inferior to denial. Finally, apology for competence violation will be expected to bemore effective than apology for integrity violation. Research conceptual model was as follows: According to the results, apology is found to be the most effective strategy to repair corporate attitude no matter the crisis is perceived as a violation of competence or integrity. Second, company may consider keeping silent as a desirable response because they does not admit nor deny responsibility but ask the public to withhold judgment. However, the result of this study shows that, in the overall crisis situations, silence strategy did not differ significantly from the denial strategy, which suggested that the public wants explanation instead of uncertainty. Third, there was the interaction effect between crisis type and crisis response strategies. In this study, apology is more effective for the competence violated situation in terms of regaining consumer trust and repairing their attitude toward company, while the apology's effectiveness is lower for the integrity-violated situation. More specifically, when the crisis is perceived due to company's lack of ability(competence violation), consumer's trust belief and attitude toward the company is more easily to repair when the company issued a sincere apology. Damaged product is perceived less intentional so participants are more likely to give the company second chance when they apology to the public. By contrast, exaggerated advertisement(integrity violation) is perceived intentionally and thus makes participants angrier toward the accused company. Although apology is perceived as the most effective strategy, when issuing apology, it also means the company admitted their intention. Therefore, in this kind of crisis situation, trust repair needs not only a sincere apology but additional efforts.