• Journal of Korean Society of Industrial and Systems Engineering
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• v.37 no.4
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• pp.168-176
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• 2014

The enterprise life cycle derived from the product life cycle consists of introduction, growth, maturity and decline. The enterprise tries to reach the growth stage early and stay at the maturity stage stably through expanding its businesses and investing for the new technology. The public enterprise is not different but its life cycle is more prone to be affected by the national development and policy. A typical example can be found in the case of the quasi market SOC public enterprise which spends massive amount of fund to provide social infrastructure. After the fulfillment of its mandated mission it is exposed to the pressure of a merger or a closure usually because large portion of the debt is directly linked to the national financial stability and credit ratings. This research is focused on the variables that influence the life cycle of the quasi market SOC public Enterprise for its future competitiveness is in connection with its normalization, advancement and rationalization. In this respect, categorical variables system centering on public characteristics and profitability drew eight categorical variables such as policy outcomes, public benefit, finance and business values etc.

• The Journal of Economics, Marketing and Management
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• v.11 no.1
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• pp.31-44
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• 2023

Purpose: This study aims to figure out the characteristics of corporate life cycle and resource input in terms of the sustainability diagnosis of pharmaceutical companies in Korea. Research design, data, and methodology: Using the Gompertz model under the assumption that companies have finite resources, this study tries quantitative interpretation of life cycle and resource input pattern for longevity companies with 25 years of experience among 158 pharmaceutical companies listed on Korean stock market based on maturity of revenue. Results: The study found revenue maturity through Gompertz model was statistically correlated with enterprise value. According to the life cycle analysis, more than 95% of 59 pharmaceutical companies were in the growth and maturity phase and have an average life cycle of 88 years and an average remaining life of 52 years. Regarding maturity profile of resource input, maturity of employees was generally high more than 60% and this meant there was jobless growth in Korean pharmaceutical industry. Conclusion: This study demonstrated there is a high statistical correlation between the maturity of a company's resource input and its revenue and enterprise value. It is believed that these results could be utilized as a basis for high fidelity function that predict revenue and enterprise value based on resource input information.

• Land and Housing Review
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• v.6 no.4
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• pp.165-175
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• 2015

This study is focusing on the needs to introduce policy decision making based on identification of the definition for 'business life cycle' and 'public enterprises' for proper public enterprises management. For this purpose, the study is planning to define categorical variables for enterprise life cycle and provide basic data for public enterprises management policy. This study explored 'Korea Expressway Corporation', 'K-water', 'Korea Railroad', 'Korea Land and Housing Corporations', because of they are the public institutions recently underwent 'management normalization policy' due to rapidly increasing debt. First, there follows the analysis on priority and standard of categorical variables for quasi-market oriented SOC public enterprise life cycle by using AHP and frequency study on expert survey. Next, this study investigated and analyzed the enterprises management plan for expected 'declining period' through forecasting 'declining period' by conducting 2nd expert survey.

• 시스템엔지니어링워크숍
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• s.6
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• pp.60-65
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• 2005

• The Journal of the Korea Contents Association
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• v.17 no.7
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• pp.44-55
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• 2017

Many enterprises have recently been pursuing process innovation or improvement to attain their performance goal. To comprehensively support business process execution, the concept of business process management (BPM) has been widely adopted. A life cycle of BPM is composed of process diagnosis, (re)design, and enactment. For aligning with enterprise strategies, all BPM activities must be closely related to performance metrics because the metrics are the drivers and evaluators of business process operations. The objective of this paper is to propose a life cycle-based BPM framework integrated with the process-based performance measurement model, in which business processes are systematically interrelated with key performance indicators (KPIs) during an entire BPM life cycle. By using the proposed BPM framework, company practitioners involved in process innovation projects can easily and efficiently find the most influencing processes upon enterprise performance in the process diagnosis phase, evaluate the performance of newly designed process in the process (re)design phase, monitor the KPIs of new business process, and adjust business process activities in the process execution phase through the BPM life cycle.

• Asia Pacific Journal of Business Review
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• v.6 no.2
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• pp.61-76
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• 2022

Based on the concept of advertising expenditure, manufacturing firm performance, and enterprise life cycle, this research conducts the listed Chinese manufacturing listed in 2016-2018 as the research sampling and divides these listed companies into three periods: growth, maturity, and decline. Next, this paper conducts empirical research from three aspects: advertising expenditure or investment and manufacturing firm performance, lag effect of advertising expenditure, and outcome effect and lag effect of advertising investment. It is found that in different stages of manufacturing enterprises, different advertising expenditures will have different impacts on the performance of manufacturing enterprises. In the growth stage, the advertising investment of manufacturing enterprises will significantly affect the performance results of the current period, and there will be the long-term lag effect. In contrast, the mature stage of enterprises' advertising investment has a shorter period of lag effect, while in the recession stage, the mature stage of manufacturing enterprises' advertising investment will have a shorter period of lag effect. The empirical results are not significant. This study provides a reference for manufacturing enterprises in different stages in the decision-making of advertising investment.

• Journal of the Korean Society for Precision Engineering
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• v.20 no.9
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• pp.27-31
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• 2003

• Culinary science and hospitality research
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• v.2
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• pp.59-87
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• 1996

This study has been done by giving the guide when development of menu or doing marketing strategy in Hotel Restaurant. All products and service has a regular course from induction in market to disappear, so it shall be come out Products Life Cycle theory. In eating business, under the tendency and existing cycle to change menu by taste of customers, liking variation, change of periodic status (environment), MLC(Menu Life Cycle) shall be advised by application PLC(Products Life Cycle) in the process of induction of some menu first and spreading the same business field and then deletion (disappearance) from menu because of no popular. In Emergence Stage, it shall be tried to inform new menu through Cooking Contest, presentation of new menu, free sampling party and others. In Growth Stage, it shall be changed package menu or set menu. In Maturity Stage, it shall be provided complimentary ticket, gift coupon or discount for the customers with some degree of selling record in order to increase using frequency and selling amount after insure new customers. In Decline Stage, it shall be groped for entry underdeveloped country or less advance nation, but there is no possibility to devote in enterprise, it shall be planned substitute menu development in order to withdraw. By inducting MLC concept, it shall be provided the available informations such as“how could some menu be circulate in some restaurant”“Accordingly do strengthen promotion activities or go to low developed area or overseas, or delete it from menuitems and so on”. In the time of decline some menu, it is judged to the time of plan(preparation) of new menu development. In the broad view, when consideration of the concept of menu life cycle, it shall be possible to know which menu is decayed and which menu is developed newly or grown-up, so it shall be provided the important information to estimate the tendency of changing menu and set-up a menu development plan.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.3
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• pp.1033-1039
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• 2013

Recently, as the product life cycle becomes shorter and customer needs becomes various, it has a great difficulty in managing the product information without the information technology. In this paper, we discuss how to classify numerous BOMs types and propose three categories-Structure-BOM, Display-BOM and Function-BOM for BOMs classification. Based on this result, we design the integrated BOMs management system with ERD(Entity-Relaion-Daiagram) model. This paper presented the methodology for management speed-up and communication innovation in the automotive industry, which incorporated the enterprise-wide product information. The proposed enterprise-BOM design methods also systemized the data related to automotive's principal attributes such as types of levels, options, colors, and consumers' orders. Efficient and flexible development of products can be achieved in the frequently varying environment of products.

• Journal of Information Technology and Architecture
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• v.10 no.3
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• pp.323-334
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• 2013

There are many studies on the project planning, project management and quality management. The cost of the new project takes only 20% of system's lifetime resource and the costs of the maintenance and infrastructure take more than 80%, so the study on the maintenance is much more important than the study on the new project. There has been many studies on the economic life cycle of the system using it's maintenance cost, but no studies on it's infrastructure cost. This paper provides how we can adapt infrastructure cost, which takes more than 40% of system's life cycle cost, to the economic life cycle of the system and its effects on the system's economic life cycle.