• 한국시스템다이내믹스연구
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• 제13권3호
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• pp.67-98
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• 2012

This study suggests a set of Causal Loop Diagram (CLD) of Causality Mechanism which integrates the matter of characteristics of emerging market and its expansion strategies. In order to make CLD more objective, all causalities are articulated from recent 55 studies (2000~2012) of SSCI Top Journals. This approach is valuable in that it is a first try to draw all the causalities from rigorous literature review regarding emerging market strategy. The 5 CLDs will show and clarify the strategies of how to expand into emerging market for MNCs. In sum, political activity and institutional void is a critical factor related to characteristics of emerging market, and CSV and cultural distance should be considered as a leverage point. For all this study's contribution to clarify the causality of emerging market strategies with abundant literature review, the study has its limits in integrating and testing CLD.

• Asia Marketing Journal
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• 제11권2호
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• pp.21-35
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• 2009

In December 5, 2006, "The Economic Times", India's the most famous economy daily newspaper, reported Korea Lotte Mart is planning to enter into India's market. Lotte group, marking number 7^th in Korea's list of conglomerates, established VRIC(Vietnam, Russia, India, China)'s strategy. This strategy is targeted to enter into emerging markets such as Vietnam, Russia, India, China and etc. As of 2007, Lotte Group aggressively is placing its subsidiaries such as Lotte Department Store in Russia and China, Lotte Mart in Vietnam and China and Lotte Confectionery in China and India, into emerging markets. From this case, Based on the assumption of Lotte Mart's India market entry scenario, this study considers various decision-making factors such as market attractiveness evaluation, timing of entry, entry mode, location, scale, positioning, operation strategy, and others, while developing an overseas market entry strategy. This case study also provides India's distribution market environment that Korean companies can utilize when entering into the Indian market in the near future.

• 마케팅과학연구
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• 제3권
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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.

• Journal of East Asia Management
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• 제3권2호
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• pp.1-19
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• 2022

This study suggests an integrated theoretical framework for the relationship between political risk and multinational corporation (MNC) subsidiary's performance in the emerging market. The political risk would have a negative impact on MNC subsidiary's performance in the emerging countries that are developing in Asia, the Commonwealth of Independent States, Africa, and South America. The major reason is that political risks could generate a loss of benefit or a loss of control for MNC's subsidiary. In this study, I suggest that corporate social responsibility (CSR) strategy would be a solution to overcome various political risks. Specifically, the affiliated firms with diversified industries or greater financial resources could mitigate the negative impact of political risk than unaffiliated firms. Because they can use their tangible or nontangible asset such as information, technology, and construction in order to gain legitimacy and trust from local government, local community, and local firms in the emerging market. Finally, I claimed the costs of the affiliated firms would exceed the benefits at the initial stages, while the benefits of affiliated firms would exceed the costs over time when political risks become higher. The reason is that the trust gained from local stakeholders accumulates over time and the impact of CSR strategy would become an important solution to overcome the risks in and unstable context.

• 유통과학연구
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• 제12권10호
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• pp.37-45
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• 2014

Purpose - This study aims to analyze the relationship between trends in innovative EU industries and market distribution in smaller emerging markets under an open economy. Research design, data, and methodology - Although innovation was well-distributed, due to socio-economic factors following European integration, CEE had not achieved sustainable economic growth. However, this paper analyzes the differences among changes in CEE innovation for smaller emerging markets dominated since 2000. Market distribution has facilitated new markets for innovative industries, according to EU surveys and economic indicators. Results - The dominance of the local industrial market distribution has deterred innovation investment the survey shows that innovation investment has been shrinking, despite the EU's open innovation policy for CEE employment and R&D. For the CEE case, there were expectation gaps and uncertainty about whether to use the new distribution dominance or TNCs' innovation in smaller emerging countries without local industrial innovation. Conclusions - Innovation generates market growth and distribution power however, small growth requires stimulation, and creativity and innovative edge need further focus in local public and corporate strategy.

• 동아시아경상학회지
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• 제10권4호
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• pp.39-45
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• 2022

Purpose - This short paper reviews the debate dealing with the relationship between strategy and traditional strategy approach on the one hand, and business models and new business model approach on the other hand and tries to offer useful direction to be more helpful to theoretical discussions. Research design, data, and methodology - This paper makes a theoretical analysis to explain the confusion surrounding the debate, reviewing mainly literature survey papers and finds theoretical conjecture and its limitations in order to present useful direction to the future theoretical work. Result - In order to comprise its diversity, business model studies should consider the characteristics of each firm, sector, and market. Adding further elements which are related to each sector or market, theoretical studies can capture the diverse phenomena related to business model and business model innovation. Conclusion - The traditional strategy perspective can be utilized to the Business model phenomenon in the case of incumbent firms and non-digital sector and existing markets. Meanwhile the new business model perspective can be utilized to business model phenomena in case of start-ups and digital sector and emerging markets. Reconciling two perspectives, the studies dealing with the business model should focus on the characteristics of firms, markets, and knowledge from the perspective of business model innovation.

• Asia Marketing Journal
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• 제15권2호
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• pp.29-47
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• 2013

Distribution channel decisions involve long-term commitments with other firms that are very difficult to change or replace. In particular, marketing channel decisions in emerging markets are much more complicated due to unfamiliar conditions and problems such as lack of market data and distribution systems. Therefore, when a company considers changing or introducing a marketing channel in an area, it is much more difficult to judge its effectiveness in an emerging market than in a developed market. In this study, we investigate the development process of a new direct marketing channel of Hongfu Fertilizer Company (hereafter Hongfu), a medium-sized Chinese fertilizer manufacturer, and propose an approach to test the feasibility of this new marketing channel in the Chinese rural market. We measure the effectiveness of Hongfu's new marketing channel from two perspectives: i) from customers' perspective through direct responses of farmers, which showed that a new channel can increase the convenience and lower the purchasing costs for the farmers, and ii) from the company's perspective, by calculating the incremental profit of the company using the expansion factor (T/Q) method, which suggested that the execution of Hongfu's strategy to expand a new marketing channel will result in an increase in profits. The results of this study contribute to the development of a methodology to test the feasibility of a new direct marketing channel in the emerging markets such as the Chinese rural market. Traditional and indirect distribution channels in emerging markets are generally not very efficient and difficult to change. Especially, in emerging markets, like the Chinese rural market, the methods of testing channel feasibility must be different from that of developed markets. Considering market situations, market experiments can be more effective then systematic market surveys in testing channel feasibility in emerging markets. This study implies that managers must learn to cope with a transition from the traditional marketing channels in emerging markets. With the development in farmers' understanding of marketing concept, the transition from traditional marketing channel is unavoidable for all firms. Farmers in China are generally very conservative, however, their buying behaviors are changing. Therefore, fertilizer companies should try to adjust in accordance with farmers' demand characteristics that the efforts to meet the economic needs of farmers with new marketing channels as well as trust building are critical in the near future.

• 통상정보연구
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• 제13권2호
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• pp.51-73
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• 2011

선진국의 경제성장률 둔화로, 신흥국이 글로벌 수요의 새로운 시장으로 부상하고 있다. 세계 각국은 금융위기로 증발한 선진국의 수입수요를 대체할 시장으로서 신흥국 BOP 시장을 그 대안으로 주목하고 있다. 이미 유럽과 일본기업들은 이러한 BOP 시장의 잠재력을 높게 보고 가장 발 빠르게 시장공략에 나서고 있다. 우리나라도 신흥국가의 BOP 시장의 가능성을 인식하고, 진출을 위한 신흥대상국 분석과 전략수립과 대응이 필요한 시점이다. 중국과 함께 인도는 아시아 신흥국으로 BOP 시장규모와 잠재성이 가장 높게 평가되고 있다. 우리나라는 인도와 CEPA체결로 시장진입이 한층 용이한 가운데, 정부와 대기업들은 기존의 진출 전략과 함께, 중장기적인 관점에서 인도 BOP 시장 접근을 위한 효과적인 진출모델을 구축할 필요가 있다. 즉, 인도 전 계층에 대한 밀착형 맞춤형 전략으로 우리기업들의 마케팅력, 현지 적응력, 빠른 의사결정 등으로 인도 소비시장 전체를 대상으로 하는 TMB모델을 구축해 가야할 것이다. 이러한 인도에서의 BOP 시장 진입의 성공 여부가 중장기적으로 인접국가로의 진출을 위한 교두보 및 세계 시장 확대로 이어질 수 있도록 하여야 할 것이다.

• Journal of Contemporary Eastern Asia
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• 제19권1호
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• pp.97-122
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• 2020

This paper examines the existence of herd behaviour in fifteen (15) global stock markets, which consist of Developed Markets (Canada, Hong Kong, Japan, Singapore and the United Kingdom), Advanced Emerging Markets (Brazil, Malaysia, Mexico, Poland and South Africa) and Secondary Emerging Markets (Chile, China, Indonesia, the Philippines and Russia) by using Cross Sectional Absolute Deviation (CSAD) method of Chiang and Zheng (2010). It also seeks to explore the impact of social factors such as prosperity, education, ageing society, industry orientation and gender on the existence of market-wide herding. The findings of this paper indicate that herd behaviour exists in Singapore (Developed Market), Mexico, Poland and South Africa (Advanced Emerging Markets) and China and the Philippines (Secondary Emerging Markets). No evidence of herding is observed for Canada, Hong Kong, Japan, United Kingdom, Brazil, Malaysia, Chile, Indonesia and Russia. Ageing society is also found to have significant impact on the existence of herd behaviour. Nonetheless, prosperity, education, industry orientation and gender are found to be insignificant to herding. This study sheds some light on whether social factors determine herding behaviour in the 15 selected stock markets.

• 대한환경공학회지
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• 제32권5호
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• pp.407-416
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• 2010