• Journal of Fashion Business
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• v.7 no.3
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• pp.24-35
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• 2003

This study is intended to figure out marketing strategies of women clothing brands which are remarkably preferred and recognized among Chinese women in their twenties by analyzing and comparing the features of products between Chinese fashion brands and Korean brands. This study result is follow as: 1. As the result of women fashion brands in China, it became certain that the differentiation policy of each brand and the strategy of development design reflected the needs of Chinese consumers in 20s were preferred in Chinese fashion market. 2. As the result of comparing and analysing the strategy of Korean brands' clothing product entered China market, some of them reflected well Chinese women' inclination who are in their twenties. Therefore with the proper positioning and the strategy of actual place, those Korean brands are prominently preferred. However others can not be the leading brands because of supplying inharmonious basic-style product with the preference of Chinese women in 20s.

• Journal of Internet of Things and Convergence
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• v.8 no.4
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• pp.85-96
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• 2022

The purpose of this study was to investigate how the management strategies and organizational culture required in the digital economy have an effect on business performance. It provided basic data on management strategies and organizational culture necessary to approach as a digital leading country. For data collection, a survey was conducted from March 1 to May 30, 2022 for companies located in J province and engaged in industries related to the digital economy. The survey was conducted online and non-face-to-face, and a total of 225 companies participated in the survey. For statistical analysis, frequency analysis, exploratory factor analysis and reliability analysis, cluster analysis, independent sample t-test, and multiple regression analysis were performed. The research results are as follows. First, organizational culture was classified into high and low groups according to preference in innovation oriented, relationship oriented, task oriented, and hierarchical oriented. Second, the 4 types of organizational culture showed differences in prospectors strategy, analyzers strategy, defenders strategy, differentiation strategy, cost leadership strategy, financial performance, and non-financial performance according to preference. Third, management strategies affecting financial performance were found to be analyzers strategy, differentiation strategy, prospectors strategy, and cost leadership strategy. Fourth, management strategies affecting non-financial performance were found to be differentiation strategy, defenders strategy, analysis strategy, offensive strategy, cost leadership strategy, and focus strategy. Fifth, organizational culture affecting financial performance was found to be task oriented. Sixth, organizational culture affecting non-financial performance was found to be innovation oriented and relationship oriented. Through these studies, it is expected that the economy will be revitalized in the domestic market and a growth ecosystem that can take a new leap forward is created in the global market.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.20-25
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• 2021

In the background of the rapid development of the IoT, smart home work is becoming more and more important to each science and technology company. Smart home provides a safe, comfortable, high-quality, high-performance smart home living space compared to general homes, and at the same time It is responding to the low-carbon, eco-friendly global trend. Growth drivers driving the smart home market are increasing the number of Internet users, increasing disposable income in developing countries, increasing the importance of remote home monitoring, and increasing the need for energy saving and low carbon. In 2013-2014, Xiaomi launched a series of smart routers and smart home hardware devices. In 2015, it announced the latest product of the Xiaomi Ecological Chain, the "Smart Home Package," and in 2016 launched the MIJIA brand to invest in various smart product companies. In 2017, Xiaomi announced a plan to build an open smart hardware MIOT platform. We investigated the management strategy of Xiaomi home smart service based on IOT. The management strategy was divided into cost lead strategy, differentiation strategy of Xiaomi home service, and AIOT strategy of Xiaomi smart home.

• Journal of Distribution Science
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• v.11 no.4
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• pp.61-72
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• 2013

Purpose - It is widely accepted that the process of developing marketing strategy is composed of three steps: market segmentation, target market selection and positioning. However, mass marketing strategy based on cost reduction through economies of scale and standardized products, can be also an effective strategic option. Many marketing scholars including Theodore Levitt emphasize the importance of applying the mass production concept to various industries including service industries. Especially, in times of economic downturn, the capability of providing consumers with low-priced, value products can be an important source of competitive advantage, as well as the ability of providing high-priced premium products. Marketers should decide whether they will implement mass marketing strategy or target marketing strategy. The present study theoretically shows that firms should understand the target customers' price elasticity as well as the firm's cost structure in order to make such a strategic decision. Research design, data, and methodology - Instead of implementing an empirical study, this study provides a theoretical(mathematical) investigation on the effect of consumers' price elasticity on a firm's optimal price level, profit, sales volume, revenue, and cost. The results are mostly deduced from derivative calculations and several graphs are utilized to represent the results on the relationships between the variables under study. Results - The analytical results suggest that it is more profitable for a firm to adopt the segment/target marketing strategy (more specifically the differentiation strategy) when the degree of consumers' heterogeneity is high and the proportion of the fixed cost in the total cost is low. On the other hand, if the degree of consumers' heterogeneity is low and the fixed cost is high, it is better to adopt the mass marketing strategy or the cost leadership strategy. The strategy of concentrating on a single target market will be effective when consumers' needs are highly heterogeneous but the fixed cost is high. Any of the three types of generic strategies proposed my Porter(1980, 1985) can be applied when both the consumers' heterogeneity and the fixed cost are low. This study also proposes the contribution-margin-based method for developing the optimal pricing strategy. Conclusions - One of the primary roles of marketers is to find a proper compromise between the two conflicting goals of maximizing customer satisfaction and minimizing cost. In order to do so, he or she should understand the characteristics of the target customers as well as the cost structure of the firm. In addition to the theoretical analyses, this study discusses several business cases and explains how superior companies find the optimal compromise position between these two goals and dominate the market. One of the radical changes recently taking place in business arena is the reduction of production and distribution costs of both physical goods and information due to the advancement and the wide diffusion of information technology. The cost reduction combined with lowered priced elasticity incurred by customized products and services, will enable many firms to adopt the mass customization strategy.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.548-555
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• 2003

Customer satisfaction level is usually measured in terms of price, quality, customization, after-sale-service, product variety etc. Each finn sets up a distinctive production/marketing strategy to gain competitive advantage by prioritizing the customer satisfaction measures. The market differentiation strategy directly results in supply chain performance such as lead time, inventory, customer fill rate and market share. Product proliferation desirable in customization sense often conflicts the economies of scale effect in production side. This paper focuses the relationship between product variety and market share. Specifically, we investigate how introduction of new product affects the current market share, i.e.,) formation of customer preference and provide some insight into the optimal range of product variety.

• Journal of the Korean Society of Clothing and Textiles
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• v.27 no.9_10
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• pp.1081-1092
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• 2003

The purpose of this study was to identify the current situation of textiles and apparel firms in the overseas markets and to examine the relationship between firms' characteristic(i.e., sales volume) and international marketing strategies. A random sample of 311 textiles and apparel firms were selected. The survey design method was used to test conceptual framework. Adjusted response rate was 33.4%(n=115). Descriptive analysis (i.e., frequency, percent) and $\chi$$^2$-test were used for data analysis. About the current situation of textiles and apparel firms in the overseas markets, the motivation for international market entry was highly found to expand their operation from domestic to international market, and most firms were found to be involved with OEMs(Original Equipment Manufacturers) as an entry mode for international market. China and US market were the most popular market among Korean textiles and apparel firms. Product differentiation strategy, pricing strategy based on manufacturing cost and buyer's offering price, place strategy using foreign buyers and participating a few international exhibition were frequently used among Korean textiles and apparel firms for international marketing. Among textile firms, sales volume was related to product strategies(product development), price strategy(buyer's offer) and place strategy(channel). Among apparel firms, product strategy(product labeling), price strategy(price satisfaction). The findings of this can be used when Korean textiles and apparel firms do strategic planning and evaluate the international marketing strategies. Also information and results of this study may assist policy makers to develop better ideas and strategies for textiles and apparel industry.

• Journal of Digital Convergence
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• v.5 no.1
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• pp.35-45
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• 2007

High tech companies' strategies are divided into four parts, Market Pull, Technology Push, Market-Driven, and Driving Markets. Market Pull strategy means to search market-needs, chances or new industries with technological chance. Technology Push means to create new market by new technology. While Market driven companies follow market changes, Driving Market companies make or change their markets. This study analyzes how companies recognize their market situations based on technology and which business inclination paths are selected for success. And we would like to know there are performance distinctions based on market differentiation strategies.

• The Journal of Industrial Distribution & Business
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• v.13 no.12
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• pp.9-22
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• 2022

Purpose: Establishing a competitive advantage in the aviation market is essential as the competition among domestic airlines intensifies. Therefore, this study examined the management strategies of both large domestic airlines and low-cost airlines. Research design, data, and methodology: This study classified domestic airlines into Full Service Airlines (FSA) and Low Cost Carriers (LCC), examined each airline's current status and characteristics, and conducted case analyses of FSA and LCC based on Porter's generic competitive strategy. Results: The analyses determined that LCC primarily implemented a cost-advantage strategy, and FSA implemented a differentiation strategy. However, as competition intensified, FSA pursued cost-advantage strategies while establishing LCC through subsidiaries. There are various specific cost reduction methods, including service simplicity, scalability, high utilization, low landing fees, low-cost unit, and point-to-point flight strategies. Conclusions: LCCs are focusing on cost advantage strategies that reduce costs; however, the FSA also runs special price events that are as good as LCCs and are comparable to LCCs on some routes. Furthermore, LCC has recently expanded its mid- and long-distance routes, making competition for long-distance routes with major airlines unavoidable.

• Journal of Technology Innovation
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• v.10 no.2
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• pp.107-129
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• 2002

Expansion and enhancement of information and communication infrastructure can create a market closer to an ideal type for a perfect competition, utilizing a cyber space in the network (with the expanded usage of Internet and e-commerce) and it could be a market of a monopolistic form. The government can take one of the two approaches responding to this monopolization of the digital market. First, the government maintains laissez-faire policy since the monopoly cannot be maintained over a long period of time due to an increasing in the production, decrease in the price, profit resulting from this and rapid technology evolution. Second, the government can actively interrupt the monopolization of the digital market. Monopolization in a digital market can lead to a market failure. Unstable market structure and too much frequent merger and acquisition contribute to making the digital market very dynamic. Information goods exchanged in the digital market have the features of very low marginal cost required to copy the original product whereas its initial fixed cost is very high. This explains why the information products are not priced based on the existing marginal price determination principles and why companies producing them have various product sales strategies (price/product differentiation strategy, and other sales strategies).

• Korean Journal of Poultry Science
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• v.26 no.1
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• pp.43-50
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• 1999

The features of special brand eggs are growing more and more diverse and it is hard to draw a clear distinction between these and ordinary (no-brand) eggs. Special brand eggs range from those with objectively recognizable characteristics to those given only an unsubstantial product image and price differentials are among them great, too. The relation between product features and prices is unclear. Special brand eggs are the commodity whose characteristics are the vaguest of all livestock products. Farm's brand eggs produce a high profitability to producers is they are directly sold to consumers, by, for example, home-delivery service. But if they are sold to supermarkets, etc., producer's (poultry farmer's) income becomes lower by the amount of distributors' margin, reducing the profitability substantially. Thus how to increase the ration of retailing is important for farmers to secure a high profit. The sales strategies of poultry are the combination of two elements, that is, new product development (product differentiation) and creation of new market. But it is difficult for special brand egg producers to develop products with clear characteristics (use value) distinct form ordinary eggs and so these producers depend on the factors of appearance, such as the color of egg shells and package. Special brand eggs manage to keep their marketable value by the combination of the few product features and product image. Thus NB eggs from feed producers have a great market-ability since they can take advantage of the power of patents and TV commercials. However, market differentiation affects profitability much more than product features and price gaps are very wide between directly sold and wholesaled eggs. The producers of special brand eggs have come to the turning point where they have to decide whether they will content with being the subcontractors for NB and PB eggs or they will continue to keep their independence in production and marketing.