• Journal of Korean Society of Rural Planning
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• v.22 no.3
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• pp.71-80
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• 2016

Korea is becoming a model country for the developing countries' agricultural and rural development. Drawing implications for Vietnam from Korea's experiences can help make development strategies and policies for other developing countries including North Korea as well as for Vietnam itself. Vietnam is facing an inefficiency in agricultural production and the gap between urban and rural growth has been widening. Farm sizes per household are small and farmlands are scattered. Diversification in rural industry is very restricted. To attack these problems, investment is urgently needed for rural infrastructure building as well as agricultural structure adjustment. In the process of rural development, there have been also encountered such problems as financial procurement, community's spontaneous participation, manpower development for adjusting to industrial structural change. Korea's experiences may be helpful for establishing rural development strategies and policies in Vietnam. Benchmark scopes can go beyond Saemaul Undong in 1970s. Korea's pre- and post-Saemaul Undong era as well as the Saemaul Undong era can be referred. In the wake of globalization, Vietnam has not only experienced compressed rapid economic growth but also encountered policy tasks to eradicate poverty, to realize self-reliance and income increase, and to lessen urban-rural development gap, at the same time. Korea's experiences show that priority needs to be put on the establishment of national and rural development strategies based on Vietnam-specific conditions, utilization of village's resources including community tradition and social capital, fund raising for rural development, farmland development and mobilization, production and living infrastructure building, technology transfer for farmers and vocational training for new job seekers.

• Journal of the Korean Institute of Educational Facilities
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• v.24 no.6
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• pp.19-26
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• 2017

The aim of this study is to suggest an improvement of BTL in Educational Facilities applying the concept of n-BPPP(non-Benefits Public-Private Partnerships). The research is based on four of ninety-nine completed projects of Mixed-use Educational Facilities since 2001. Ninety-nine projects are analyzed and categorized to the typology of architectural program. The architectural programs planned are uniform in function, such as gym, swimming pool, library, info-center, parking etc. The public parking is a main program in the BTL projects, where district offices are involved as partner. The difference between BTL and n-BPPP for educational facilities is the business units. The n-BPPP concerns in regional or district units in order to expand public infrastructure facilities based on the network of schools and local community. And the fund for n-BPPP does not come from the government but from the investors. The economic interest is to reinvest on the maintenance of the facilities. The benefits of n-BPPP will be not only for the Governments in terms of social welfare budgets but also for local residents and students in terms of a variety of high-quality public services. The concept of n-BPPP can be an alternative way for the Mixed-use Educational Facilities.

• Journal of Distribution Science
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• v.12 no.6
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• pp.81-88
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• 2014

Purpose - Entrepreneurship promotion is emerging as an important economic growth agenda. However, in Korea, entrepreneurship has weakened because of the collapse of the venture bubbles of the 2000s and the global economic recession in 2008, which have induced the business community to choose stability over risk. The Korean government has been implementing several support projects to inspire and promote youth entrepreneurship through various means including financial assistance; however, the perpetuation rate of young entrepreneurship is still low as compared to advanced economies such as the US and EU. This case study focuses on the Youth Start-Up Business Support Program of the Small & Medium Business Corporation, and explores practical alternatives. Further, it aims to suggest managerial factors and a conceptual model for change management factors affecting the business performance creation of a startup company, based on the Small and medium Business Corporation's young venture startup fund. Research design, data, and methodology - Many studies examine the current progress and issues of startup firms, for example, a lack of systematic cultivation of entrepreneurship and startup business training, lack of commercialization funding for youth startup businesses, lack of mentoring, and inadequate infrastructure. From prior research, we address four factors, namely, personal managerial capabilities, innovative business model, sufficient cash flow, and social network, affecting startup companies' business performance. This study involved a sample survey of 200 young entrepreneurs to investigate casual relations between the four factors and business performance. A regression analysis was used to verify the hypotheses. Results - First, in relation to differences in the founder's personal characteristics, age, sales amount, and number of employees significantly impact business performance. Second, regarding the causal relation between the four factors for creating business performance, an innovative business model and social networking have supported the hypotheses, revealing that the more that a start-up founder has an innovative business model and social networking, the more the start-up firms are likely to have better performance (e.g., sales volume, employment, ROE, ROI, etc.). Although the founder's competency and sufficient cash flow have no significant relationship with business performance, the mean value was higher performance for high founder's competency and sufficient cash flow. Conclusions - This study provides basic data on policy support strategies of the Small and Medium Business Corporation, to help young entrepreneurs achieve their start-up business goals. It shows that young entrepreneurship startup firms should strive to explore ideas to satisfy customers' needs, and that changes in customer value and the continuous innovation of business model differentiation are required to actively respond to change management. Moreover, at the infant startup stage, they should activate social network programs to share information, thereby offsetting resource scarcity and managing business risk. Further, the establishment of a long-term vision and the implementation of training programs in related specific fields should be supported to strengthen founders' personal capabilities.