• International Commerce and Information Review
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• v.10 no.4
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• pp.277-298
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• 2008

This study develops the market attractiveness assessment model and draws the strategic target markets and their corresponding exporting strategies through identifying the market positions in the dimensions of market attractiveness scores and market positional strength to achieve the innovative export promotion of Korean heavy electric industry and the resulting improvement and reversal of comparative-disadvantage position. In chapter 2, we analyze the stages of selecting target markets, the constructs and their measure variables of market attractiveness models, and the components and strategic policy implications of directional policy matrix. And in chapter 3, we identify the comparative advantage positions of Korean heavy electric industry in the global market through analyzing its trade structure, trends, balance, ratio-balance, and specialization index by the item and the region respectively. We find that the Asia/Pacific region is the most attractive export market of the Korean heavy electric equipment industry, the following important strategic target markets are the America, MENA, CIS/East Europe Regions in the order of their attractiveness and competitive position dimensions. In the mean time, the sub-Sahara Africa and West Europe region is shown to be the long-run-viewpoint target market requiring the innovation or divest strategies owing to their low attractiveness and the low market share of Korean exports.

• The Journal of Fisheries Business Administration
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• v.44 no.3
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• pp.15-28
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• 2013

Abalone aquaculture has developed very rapidly in Korea. Until the mid 1990s it has annually produced about 100 tons. Since then the yield has increased to about 9,000 tons in 2012. The amount accounts for 20% of the global abalone yield. About 86% of produced abalone is consumed domestically and the rest is exported. 100 tons for export seemed as an unattainable goal back in 2003. However, the export rose up to 1,333 tons in 2012. Despite its rapid growth, Korean abalone industry is faced with some problems. The first is the slowdown of yield increase rates. Abalone production increased by 50~60% until the mid 2000. However, the rate continued to drop to below 10%. Reasons behind the slow increase are deteriorating aquaculture grounds and worsening market problems. Constant aquaculture aggravated productivity and overcrowded facilities at a limited space made matters worse. Moreover, abalone export has stalled and so did domestic consumption. In the meantime, rising mortality of young abalone has lowered productivity at abalone breeding places. The mortality rates of abalone remained below 5% in the early 2000s but rose to 30~40% these days. This translates into rising abalone prices. The market problems imply stagnant or shrinking export as well as domestic consumption. The export increase rates took a nosedive from 200 to below 50 between the early 2000s and the late 2000s. Moreover, the increase rates of domestic consumption have become remarkably sluggish. According to, it stood at 50~60% in the mid 2000s but continued to decrease after 2008. These problems, in turn, affected the size of abalone. The usual abalone size for market was 10~12 shells per kg, but recently the size became smaller and smaller to 15~16 shells per kg. The change of size implies shift in consumption patterns: Consumers not only eat live abalone but also they cook soup with it. The size of abalone for uncooked dish is usually very big, like 10~12 shells per kg. In contrast, smaller abalone, such as 20~25 shells per kg, are used for making soup. Increasing use of smaller abalone leads to lower income of abalone aquaculture households. This is partly because that the size determines the price and the price gap between big abalones and smaller ones is extreme in Korea. For the sustainable growth of Korean abalone industry, we need to come up with strategies. First, a reasonable production system needs to be in place, especially for better management of abalone aquaculture grounds. Management of abalone licenses is also necessary because local governments issue relevant licenses as well as supervising abalone grounds. Second, abalone export destination need to be diversified. Japan, the major importer of Korean abalone, takes up a lion's share of export, at 95%. Third, new consumption style of abalone needs to be developed. Abalone used to be consumed as 'raw type' or Sashimi in Korea. This sole type of consumption hampers the growth of abalone market. Moreover, more strategies are needed to encourage and distribute home cooking of abalone rather than eating-out at restaurants. Last but not least, distribution system should be improved for better delivery of live abalone.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.52
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• pp.73-96
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• 2011

The economic globalization has contributed the easy interchangeability of goods and services worldwide and consequently this tendency gives a great impetus to the expansion of exhibition Nowadays there is no dispute that the exhibition industry contains Export Marketing, Sales, Market Research and New product launching. This paper is trade show strategy use for export firms. Therefore, paper discusses theory of exhibition, character and utility. Moreover study to basic strategy of participate in Trade show Participate in Trade show strategies are several point. First, Trade show goal accord to firm's purpose. Second, Devise of trade show competition strategy. Third, Support of government and relevant agency. forth, Trade Show insurance.

• International Commerce and Information Review
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• v.5 no.1
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• pp.63-83
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• 2003

This paper's objective is to provide insights about the problems and expansion strategies of electronic trade. Korean small and medium-sized firms have adopted the Internet since the end of 1990s in order to reshape their competitiveness, and it is now being utilized as a major export marketing instrument to develop new customers, save export transaction costs ad facilitate new work processes. However, at present, the use of the internet in the field of trading is limited to the collection of market information, owing to legal, technical and institutional restraints between countries. In addition to that, because firms have the difficulties in making the trade contract through the e-trade system, the negative recognition on its' utility has been spreaded gradually between companies. This is one of the barriers to block the expansion of e-Trade between Korean firms. Therefore, this paper points out the problems of e-trade in the environmental, institutional and strategic view and provides many considerations for establishing the expansion strategy of e-trade by the Korean government and trade supporting institutions.

• KDI Journal of Economic Policy
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• v.39 no.2
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• pp.53-74
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• 2017

This paper focuses on the recent extraordinary growth of Chinese cross-border online shopping and draws implications for firm strategies and government policies in Korea to utilize the phenomenon as an opportunity to expand into a broader market via e-commerce exports. I conduct a survey of Chinese cross-border online consumers to identify constraining and determining factors during the stages of their purchase decisions of Korean products. Given the fact that Chinese cross-border online shopping is at the incipient stage and consumers have expressed a strong intent to repurchase, future strategies should focus on attracting new consumers. Accordingly, Korean firms should build a powerful brand image, improve product quality and post-purchase services, and take full advantage of the popularity of the Korean Wave. Meanwhile, the government must step up policy efforts by, for instance, improving e-commerce export statistics, simplifying logistics and clearance procedures, and building trust in Chinese consumers.

• Asia-Pacific Journal of Business
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• v.13 no.3
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• pp.93-118
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• 2022

Purpose - Export marketers may have incentives to attempt real earnings management to avoid low reported earnings. Therefore, we attempted to verify the relationship between cost stickiness and real earnings management in the context of export marketing. Design/methodology/approach - Data were collected from exporters that settle-accounts in December excluding financial businesses listed on the stock market from 2015 to 2019. Multiple regression analysis were employed to analyze the data. Findings - The results showed that there is a negative relationship between cost stickiness and real earnings management. In addition, the results showed that export marketers little attempt to offset the cost inefficiency caused by the increase in expense because of cost stickiness with opportunistic management activities through real earnings management. Rather, as the level of real earnings management appears lower, exporters showing cost stickiness are expected to report management performance based on actual marketing. Furthermore, exporters with a high level of managerial centrality or high managerial overconfidence little attempt to offset cost inefficiency caused by cost stickiness with real earnings management activities. Research implications or Originality - Our study is the first to investigate the quality of earnings information of exporters with cost stickiness. Based on the results, we suggested efficient marketing strategies for exporters.

• Food Science and Industry
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• v.46 no.4
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• pp.23-29
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• 2013

• International Commerce and Information Review
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• v.8 no.3
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• pp.299-321
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• 2006

The purpose of this study was to analyze export competitiveness of Korean auto parts and Chinese auto parts in U.S. market by using Index of Export Bias and Market Comparative Advantage Index. For attaining the purpose of study, we classified the auto parts which exported to U.S. market and the imported products by using the six units classification of the Harmonized System(HS). Analyzing period was 1998-2005. The analysis of Korean results of MCA indicated that the Korean auto parts which gained export competitiveness in the U.S. market were HS Code No. 8708.94, 8708.99, 8708.92. The products which will have export competitiveness in the U.S. market would be HS Code No. 8708.93, 8708.39, 8708.60 respectively. On the other hand, the results indicated that the Chinese auto parts which gained export competitiveness in the U.S. market were HS Code No. 8708.70, 8708.31, 8708.91, 8708.60, 8708.39. From this study, we find the following strategies for successful advancing into the U.S. and world market. i) Linking strategy through working cooperation with local auto firms, government and academic world. ii) Advance strategy of auto firm accompany by module working and system auto parts firm. iii) Retention strategy of large technical institution established by auto parts firms and taking cooperation of auto firms iv) Settlement strategy for having weaken competitive article and production field. v) Cost-cutting strategy through strengthening logistics cooperation system between auto parts firms and auto firms. vi) Active invitation strategy of foreign investment under quickly cooperating of government.

• Journal of agriculture & life science
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• v.44 no.6
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• pp.213-222
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• 2010

The purpose of this study is to detect challenges and matters for improvement, an recent emerging export market with high potential for Korean agricultural products, and to finally find out measures to increase agricultural export to the market. In order to expand the export of agricultural products to Russian Far East, first of all, Competitiveness in terms of quality and price could be enhanced by improving production facilities, developing new technologies and improving logistical system. Secondly, the export volume should be secured in a stable manner, and it can be achieved by systematically running a larger export organization and unifying contact points. Thirdly, the screening, transportation and storage of agricultural products at low temperature should be offered at the local transportation and distribution stage. Fourthly, the consumers of Russian Far East have very little knowledge of the Korean agricultural products. To overcome this, more active PR, promotional and marketing activities are required.

• Journal of Evidence-Based Herbal Medicine
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• v.2 no.2
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• pp.33-38
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• 2009

Korean Ginseng has been recognized as a representative special product in Korea and over the world for a long time, since its quality is known to be superior to Chinese, North American Ginseng. However, the export volume of Korean Ginseng products has been diminishing since 1990 because the imports of low price Chinese Ginseng and the effective marketing policy on North American Ginseng. Therefore, this study is to suggest the competitiveness reinforcement strategies through analyses of the present state and transition of the international competitiveness in Korean Ginseng. This study conducts the comparative analysis of international competitive power of ginseng between Korea and other exporting countries. There are many kinds of saponin that are competitive from a quality profile. However, price competitiveness was very low. According to the result of analysis, this study suggest the competitiveness reinforcement strategies of Korean Ginseng as follows ; First, it is necessary to establish the ginseng plan for high-quality environmentally-friendly production. Second, Korean Ginseng producer should develop various consumer-oriented products according to purchasing power and taste of target market consumers. Third, export strategies must be established by finding out every importing country’s characteristics with regard its import, circulation and consumption of the Korean Ginseng. The use of this study is to forecast useful information to concerned organization for the future policies to the ginseng products in the international market.