• Asia Marketing Journal
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• v.17 no.2
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• pp.1-13
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• 2015

It is becoming increasingly difficult for advertisers to reach target consumers because memory for an ad is inhibited in the presence of competing ads. While previous studies have focused on ad repetition as a factor that can reduce competitive interference, this study focuses on ad distinctiveness. We compare the effects of ad distinctiveness on recall for the ad and its competing ad in high competitive ad environments with those in relatively low competitive ad environments. Regarding the effect of ad distinctiveness on recall for the focal ad, the results show that when an advertiser makes its ad distinctive, recall for its own ad is enhanced in both high and low competitive ad environments although the positive effect is relatively weak in high competitive environments. The results also show that, regarding the effect of ad distinctiveness on recall for its competing ad, when an advertiser makes its ad distinctive, recall for its competing ad is enhanced in low competitive ad environments rather than in high competitive ad environments.

• Asia pacific journal of information systems
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• v.10 no.1
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• pp.141-164
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• 2000

Nowadays, domestic hospital business is under the great threat from the environmental changes caused by the entrance of foreign hospitals and the technical changes related to information systems. In such a situation, to enhance the competitive edge of a hospital, it is needed to set up a competitive strategy and to construct an efficient information systems to back up the competitive strategy. If the hospital information systems(HIS) is consistent with a competitive strategy backing up, the competitive force of a hospital will be enhanced. For this respect, the influence of the competitive strategy and HIS construction environments on the performance of HIS was examined. The results suggested that if a HIS should be newly constructed or should be restructured, it is necessary to select construction environments of HIS such as physical environments, development methods and development tools to support functional strategy effectively based on the competitive strategy adopted by a hospital.

• Journal of the Korean Society of Clothing and Textiles
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• v.28 no.910
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• pp.1208-1218
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• 2004

The purposes of this study were to examine the alliance success factors (ASF) and the business environments (BE) from the textile companies' viewpoint, to examine the differences in ASF and BE by firm characteristics, and to examine the relationships between BE and ASF. BE included the degree of market competition and the firm's competitive advantage, and firm characteristics included type of business, the number of employees, and length of business operation. Data were obtained from 155 textile companies in Daegu and Gyeongbuk regions in Korea via a questionnaire survey. Four factors including relationship capital, organizational support, alliance management, and alliance performance were extracted from ASF, and resources, product development, and marketing were extracted from the firm's competitive advantage. There were differences in product development by the number of employees and in the degree of market competition by type of business. The degree of market competition had significant relationships with all of ASF while the firm's competitive advantage differed in the relationships.

• International Commerce and Information Review
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• v.16 no.2
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• pp.69-88
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• 2014

This study examines the effect of external environments such as technological change and competitive intensity on standardization. It was empirically tested by a Korean sample to verify the validity of the research framework. The empirical result confirms that external environments increase the odds of marketing standardization and technology standardization. The result also indicates that technology change and global standardization are related. The data support that firms facing a high rate of technology change stress marketing and technology standardization. The result also confirms that competitive intensity directly influences marketing standardization.

• The Transactions of the Korean Institute of Electrical Engineers A
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• v.53 no.9
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• pp.521-528
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• 2004

The demise of the native franchise markets and the emergence of competitive markets in electricity generation service is substantially altering the way that operation and planning activity is conducted and is making it increasingly difficult for market participants such as generation firms to prospect the future electricity markets. Traditional generation expansion planning (GEP) problems which centrally determine the least-cost capacity addition plan that meets forecasted demand within pre-specified reliability criteria over a planning horizon (typically 10 to 20 years) is becoming no more valid in competitive market environments. Therefore, it requires to develop a new methodology for generation investments, which is applicable to the changed electric industry business environments and is able to address the post-privatization situation where individual generation firms seek to maximize their return on generation investments against uncertain market revenues. This paper formulates a new generation expansion planning problem and solve it in a market-oriented manner.

• Asia pacific journal of information systems
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• v.21 no.2
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• pp.59-87
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• 2011

These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on e-business integration in e-business capacity perspectives in competitive environments. This study based on the premise that the resources and capacities that Grant(1991) and Hart(1995) emphasized do not directly influence the corporate performance. This study focused on the fact that corporate must create core competencies based on these capacities to establish competitive edge. Therefore, this study model analyzed to find out which e-Biz competencies are needed to integrate e-Biz according to competitive environment elements. This study designed to empirically analyze the impact of the e-Biz competencies to the e-Biz integration and to the corporate performance. Independent variables of this study-IT management, partner management, e-Biz knowledge, e-Biz establishment and proliferation, process innovation-are selected based on precedent studies on e-Biz competencies. We selected intermediate variables to verify that e-Biz competencies do not have direct impact on the corporate performance, but have impact on the e-Biz integration, which is intermediate effect. That is to verify that if the components of supply chain improve the integration level using e-Biz competencies, the overall supply chain performances will improve. Dependent variables are selected to verify that e-Biz integration has impacts on corporate performances. This study used factor analysis, path analysis, moderating effect analysis as statistical tests. First, we used exploratory factor analysis and confirmatory factor analysis to analyze reliability and validity. Because e-Biz competencies are presented variously by preceding studies, we used SPSS16.0 to verify if survey questionnaire used by theoretical backgrounds is properly composed. Second, we tested the property of structure model by AMOS. We did path analysis using AMOS16.0 to test structure that is composed of e-Biz competencies and e-Biz integration. Last, we tested moderating effects of measure factors. We analyzed 163 domestic companies to find out many significant suggestive points. First, relationship improvement capacity, e-business knowledge sharing capacity with business partners, and process innovation capacity are adopted as determinants of differentiation and competitive edges against competing firms. Second, e-business knowledge sharing capacity, and process innovation capacity are analyzed as the determinants of e-business integration in the firm which demand fluctuation in the market is high. On the other hand, among the determinants that require capturing ideas on new products, and strengthening the technological power, process innovation capacity are adopted as the determinants. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competitive environments.

• The Korean Journal of Ecology
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• v.19 no.2
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• pp.165-178
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• 1996

We investigated the role of competition in adaptation to varying water availability levels for two ecotypically-differentiated populations of Impatiens pallida found naturally in low- vs. high-water environments. In a greenhouse experiment, seedlings were grown in pure cultures at two densities (n=1 and 2 plants per pot) and in mixed cultures (n=2) under low-, medium- and high-water treatments. The two populations were shown to be genetically distinct across the range of environmental conditions in the greenhouse experiment, confirming previous findings. The two populations had similar morphological responses to density and water availability in pure cultures and mixtures, but the population from the high-water environment showed a greater growth response to high water availability than did the population from the low-water environment and the difference in growth between the two populations decreased from the high-water to low-water treatment. Relative competitive ability of two populations were compared under three different water treatments and two densities. Differential response to watering treatment and density were not reflected in a difference in relative competitive ability. Relative yield totals were significantly greater than 1 overall. The niche differentiation suggested by RYTs>1 may be responsible for the lack of differential competitive effects observed for populations in the three vatering treatments.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• The Journal of Information Systems
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• v.16 no.2
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• pp.1-33
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• 2007

Selecting and implementing competitive strategies based on e-business is extremely important since it determines if an enterprise can continue to grow or not. Accordingly, systematic and empirical study on the implementation of e-business based on competitive strategy is required, and in-depth studies considering various e-business development stages of enterprises are also needed. The purpose of this study is to present guideline for the staff in charge and managers of enterprises to achieve competitive advantage and to increase organizational performance in e-business environments. What we have found are as follows. (1) Factors greatly influencing on competitive strategy selection through e-business were environmental uncertainty, centralization, innovative culture, technological competence, and formalization. (2) Results of the relationship between competitive strategies and e-business performance showed that each strategy had different effects on financial performance, process performance, and customer performance. and (3) Data analysis between internal and external environmental factors and competitive strategy by each e-business development stage proved that the relationships between competitive strategy and e-business performance were different based on e-business development stage. Implications of the study and guidelines for the managers are provided in the paper.

• International Commerce and Information Review
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• v.14 no.4
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• pp.253-273
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• 2012

The purpose of this study was to examine the impact of the uncertainty of competitive environments on the commitment of manufacturing firms with distribution firms, their trust and long-term orientation in Korea, the United States and Japan. This study is of great significance in that it attempted to make a comparative analysis of the uncertainty of competitive environments among the three nations by selecting subjects not only from Korea but from the United States and Japan. A survey was conducted on the selected manufacturing firms, and the data from 105 Korean firms, 103 American companies and 83 Japanese firms were gathered. A structural equation was utilized to analyze the collected data. The findings of the study were as follows: Hypothesis 1 was rejected in Korea and Japan and was accepted in the United States. Hypothesis 2 was accepted in Korea yet not in the United States and Japan. Hypothesis 3 was accepted in all the nations. Hypothesis 4 was rejected in Korea and the United States and was accepted in Japan. Hypothesis 5 was accepted in all the nations, and Hypothesis 6 was accepted in every nation as well. In the future, the commitment, trust and long-term orientation of manufacturing and distribution firms should be investigated from a mutual perspective, and additional data should be obtained by selecting more subjects. As for environmental uncertainty, the uncertainty of distribution environments as well as competitive environments should equally be investigated by making a comparative analysis.