• Journal of Korea Port Economic Association
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• v.21 no.3
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• pp.239-258
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• 2005

Port e-Transformation would employ new technologies such as CRM, SCM, ERP to all the port facilities and improve the efficiency of management for ports. In this paper, firstly, we analyze classification organization of Port e-Transformation technology. Secondly, understand the current situation on each component of Port e-Transformation. Thirdly, present tasks for each component of it. Finally, propose problems and its solving methods for these tasks. However, rationalization of management for internal structure occurred during process of Port e-Transformation and new adjustment of laws related to port are not included in this paper.

• Asia pacific journal of information systems
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• v.15 no.2
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• pp.219-239
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• 2005

Recently, e-transformation has appeared as one of the important issues on which academic and industrial worlds focus in order to bring organizational transformation to a company that wants to adapt itself to the rapidly changing business environment. Therefore this thesis aims to develop a new model(a model whose evaluation criteria were based on 3 dimensions, 9 factors, and 30 indices was derived) to evaluate the level of e-transformation that enables firms to check out and predict the e-transformation progress. The present study seems to be the first trial to evaluate the status of e-transformation processes of the firm empirically, especially by integrating the many indices that have not been examined empirically before. We expect that the results from this research will help corporate e-business strategy planners to devise and analyze the e-transformation strategies effectively by recognizing the companies' current situation in comparison with their previous and other firms' level, respectively.

• Information Systems Review
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• v.7 no.2
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• pp.183-194
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• 2005

This study validated the strategic alignment approach for e-Transformation of the traditional firm through the case analysis of e-Transformation practices performed in Pulmuone Inc., which had been managed and operated in a traditional mode. The e-Transformation approach identified in this study was focused upon the strategic alignment among 4 domains of business strategy, organizational infrastructure and processes, IT strategy, and IT infrastructure and processes, and was performed in the following process: 1) developing IT strategy to perform business strategy, 2) building IT infrastructure and processes to support IT strategy, and then 3) transforming organizational infrastructure and processes based on IT infrastructure and processes. The theoretical implication of this study is to empirically verify the Strategic Alignment Model hypothesized by Henderson and Venkatraman(1994) through the case analysis on e-Transformation of Korean traditional firm, and the practical contribution is to provide a feasible and effective guideline in carrying out e-Transformation of the typical traditional organization.

• Information Systems Review
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• v.5 no.2
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• pp.23-36
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• 2003

This study proposed the approaches to business process redesign and business network redesign in e-business environment through the case analysis of e-Transformation performed in Kolon Gloteck, Inc. which has been managed and operated in a traditional mode. The proposed e-Transformation approaches of the traditional firm in this study were as following: 1) Network-focused business process redesign; 2) Introducing ERP(Enterprise Resource Planning) as e-Business backbone; 3) Establishing transparence of business functions through using shared database; 4) Understanding customer and constructing IT(Information Technology) infrastructure for customer satisfaction; 5) Performing data and process standardization; 6) Applying the best suitable IT(Information Technology) such as JSP(Java Server Pages) and VPN(Virtual Private Network). The findings of this case study are thought to be useful as a practical guideline in carrying, out e-Transformation of the typical traditional firm and to provide significant basis for constructing the theoretical framework of e-Transformation methodology.

• Industrial Engineering and Management Systems
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• v.7 no.2
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• pp.150-159
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• 2008

Lots of EDI-VAN companies are in need of transforming their business transaction systems into Web-based e-Business frameworks because of high cost and closed structure of EDI systems. This research proposes several e-Transformation strategies for EDI-VAN companies to adopt Web-based e-Business frameworks such as ebXML and RosettaNet. Four transformation alternatives are presented and transformation procedure for a medium-sized company is described. The result of this work can be used as a practical guideline for EDI companies to develop their own transformation strategy suitable to its scale and capability, while minimizing the impacts on the pre-existing business processes and information systems.

• Management & Information Systems Review
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• v.15
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• pp.223-244
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• 2004

E-business is one of business innovations to get competitive advantage over other competing companies by utilizing information technology which can make to enhance the efficiencies and effectiveness through connecting one or several value activities. E-transformation is the process of business innovation to trans brick and motor companies to brick and click companies to accomodate e-business environments by means of digitalizing business strategy, business system, business process, and company cultures. In this results, the company can develop entirely new value chain of business and render enhanced services to customers. In this paper, I will represent several e-transformation evaluation models which are used to realize e-transformation(trans from brick and motor companies to brick and click companies). Also, I propose the strategic thrust model, which is composed of strategic targets (customer, suppliers, partners) and strategic tools(technology innovation, integration). This model is differentiated with evaluation models in that it can capture the rapidly changing business environments, especially strategic targets(customers, suppliers, partners).

• Proceedings of the CALSEC Conference
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• 2001.08a
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• pp.87-103
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• 2001

E-Transformation은 무조건 돈을 벌게 해주는 노다지가 아니며, 한차원 높은 경쟁력과 경영 능력이 뒷받침 될 때만 돈을 벌 수 있는 프로게임 "고객 케어형 서비스 제공, 고도의 가격경쟁기법, 경영시스템의 스피드화, 기업문화의 개혁 등에 따라 미래의 승자가 가려질 전망" "E-Transformation이 실제 이익으로 연결되기 위해서는 전통기업 특유의 비즈니스 모델을 설정하고 서비스 역량으로 뒷받침" (중략)

• Journal of Information Technology Services
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• v.5 no.1
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• pp.17-34
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• 2006

As insurers have undergone changing customer expectations, increased cross-industry competition and restructured distribution channels, they need to enhance customer relationships, cut costs, increase agility and streamline operations while differentiating the core competency. As such, the importance of e-business transformation has increased where organizational core processes are restructured around customers and interned-based technology is adopted for flexible and adaptive information systems. This paper presents a case study of process innovation for e-business transformation in a Korea-based leading property & casualty insurance company. The company initiated three years-long e-business transformation program to remain competitive and to keep sustainable growth under risky and down economy. The program, which covered enterprise-wide business processes such as product, marketing & sales, customer, claim, investment & loan, accountings, etc., included redesigning processes from customers' viewpoint and then implementing process-aligned information systems. Leadership, sponsorship, change management, performance measurement, business and IT alignment, empowerment, and customized methodology, were emphasized throughout the program. As a result, the company could expect not only improvements in customer-centricity, sales productivity, and operational excellence but also increased revenues and profits in the next three years. The presented case addresses a feasible approach for enterprise-wide e-business transformation. Although the strategies, actions, and business and IT models are not described in detail due to confidentiality, the methodology and the success factors would be applicable to other insurers and possibly organizations in different industries.

• Proceedings of the CALSEC Conference
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• 2005.03a
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• pp.149-154
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• 2005

Recently, lots of EDI-VAN (Electronic Data Interchange-Value Added Network) companies challenge to convert their business systems into Web-based e-business frameworks to avoid high cost and closed structure of EDI system. This research proposes e-Transformation strategies for EDI-VAN companies to adopt Web-based e-business standard frameworks such as ebXML (e-business using XML) and RosettaNet. Four migration strategies for EDI companies are presented, and their properties are described in detail. Transformation procedures of two representative strategies are also provided fur the convenience of medium-sized companies. The result of this work can be used as a practical guideline for EDI companies to develop there own transformation strategy suitable to its scale and capability, while minimizing the impacts on the pre-existing business processes.

• Journal of Information Technology Applications and Management
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• v.13 no.3
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• pp.181-200
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• 2006

The purpose of this study is to examine factors influencing online product transformation focusing on benefits of online shopping and word of mouth. Generally, it has been known that buying search goods is more proper than experience goods in the online. However benefits of online shopping and word of mouth make product transformation from experience goods to search goods and the product transformation promote the purchase of experience goods online. We developed a conceptual model of online product transformation including benefits of online shopping(e.g. good price and convenience), online word of mouth (e.g. bulletin board and consumer reviews), and consumer characteristics (e.g. innovativeness and Internet usage). Also, we suggest several research propositions on online product transformation. The implications for marketing strategies of experience goods and furher research direction are suggested.