• 유통과학연구
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• 제11권12호
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• 대한지리학회지
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• 제43권1호
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• pp.154-169
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• 2008

지리 교과서는 종종 세계를 하나의 연결된 체제로서보다는 개별 국가들의 집합으로 다룬다. 또한 많은 학자들이 지리 교과서의 자민족 중심적인 편견을 경고한다. 그리하여 특정 집단이나 국가의 범위를 벗어나 세계의 상호의존성을 강조하는 세계적 관점을 추구하는 세계 시민 교육은 이러한 지리 교과서의 현 상태를 극복할 수 있는 가능성을 제시한다. 이 연구의 목적은 첫째, 세계 시민교육의 관점에서 현행 미국 세계 지리 교과서를 분석하는 것이며, 둘째, 세계 지리 교과서를 비판적으로 읽기 위한 대안을 탐구하는 것이다. 본 질적 사례 연구는 미국 세계 지리 교과서의 제국주의적이고 미국 중심적인 관점을 드러낸다. 특히 한국의 사례는 이분법, 북한에 대한 부정적인 태도와 배제, 오해와 고정관념, 단순화 등을 통해 세계 지리 교과서가 어떻게 세계 다른 지역과 사람들을 과소 평가하는지 보여준다. 그리하여 세계 시민 교육의 '세계적 관점'과 '탈식민주의적 관점'을 통해 교과서에 재현된 다른 지역과 사람들에 대해 끊임없이 질문을 던짐으로써 의식적인 또는 무의식적인 오류와 편견을 감지하고, 나아가 지금까지 소홀하게 여겨졌던 사람들의 관점과 경험을 받아들이고, 복잡하고 논쟁적인 세계적 이슈를 다양한 관점에서 다루는 것이 필요하다.

• Asia Marketing Journal
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• 제14권4호
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• pp.95-116
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• 2013

AMOREPACIFIC has rapidly grown to become a successful global brand by persistently seeking and achieving success in foreign markets. In 2011, AMOREPACIFIC was ranked as one of the global top 20 cosmetics companies. What makes AMOREPACIFIC's global success noteworthy is that AMOREPACIFIC challenged the France and the US market, where competition level is the toughest. Lolita Lempicka, AMOREPACIFIC's perfume brand, was chosen as one of the top seven most popular brands in the women's perfume market in France. In addition, Amorepacific, AMOREPACIFIC's namesake skincare brand, is currently recognized as a top prestige brand in the USA. Their success played a significant role as a bridgehead for AMOREPACIFIC in becoming a global cosmetics company. The main object of this case study is to analyze how AMOREPACIFIC became a global cosmetic company through building key brands such as Lolita Lempicka and Amorepafic, among others. Therefore, this study reviewed AMOREPACIFIC's unconventional approach in launching Lolita Lempicka in France, and Amorepacific in the US by focusing on how they foresaw the future opportunities and employed innovative marketing strategies. Specifically, we focused on Amorepacific's marketing strategy under the critical period when AMOREPACIFIC achieved great success in France with Lolita Lempicka (between 1997 and 2004) and in US with the brand, Amorepacific (2003-2008). The case of AMOREPACIFIC's success in the global markets can give valuable lessons to companies that want to extend their businesses to foreign countries and ultimately become global. One such lesson is the importance of building a successful pioneer brand in a powerful bridgehead market. While domestic competitors first entered into less competitive markets such as those in South-East Asia, AMOREPACIFIC challenged the toughest markets such as the French and US markets where the incumbent companies waged the most intensive and severe battles against Lolita Lempick and Amorepacific. Through the success in France and US market, however, AMOREPACIFIC built a powerful base for its successful global expansion. Another valuable lesson is the importance of foresight in uncovering great opportunities hidden behind the trends without losing focus on the brand's core character and values. Lolita Lempicka and Amorepacific showed excellence in foresight competition, which led them to succeed against the intense competition from Goliath companies. If Lolita Lempicka and Amorepacific had just followed the popular market trend at the time, they would have never succeeded.

• 대기
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• 제17권4호
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• pp.407-420
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• 2007

Optical characteristics of aerosols in Seoul are investigated from the measurements of sky radiance by Skyradiometer at Yonsei University from December 2005 to November 2006. Aerosol optical depth (AOD) shows a maximum in June due to weak ventilation and particle growth by aging process and hygroscopic effect. Single scattering albedo (SSA) and Angstrom Exponent (AE) show the lowest value in spring due to the Asian dust. It is clear that coarse mode is dominant in spring and fine mode is dominant in summer from the volume size distribution measured in this study. The explanations on the changes of aerosol loadings are provided through the correlation between AOD and AE, while the pattern of wavelength dependency related to particle size is shown through the correlation between SSA and AE. Backward trajectory analysis by HYSPLIT provides information about origin of aerosol, which allows us to classify the case according to the source region and the path distance. Although the direction of backward trajectory traces back mostly to west, coarse mode particle is dominant in the case of long pathway and fine mode particle is dominant in the case of short pathway. This discrepancy is caused by the regional difference of emitted particles.

• Asian Journal of Innovation and Policy
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• 제1권2호
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• pp.219-239
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• 2012

In this age of convergence, a combinative nature of innovation is in need of revisiting. The innovation based on combination is named "combinative innovation" and defined operationally as the innovation that combines different modes of combinations. Five modes are characterized and the framework is applied to the case of CDMA mobile phone development of Samsung Electronics Company in the 1990s. The case study demonstrates the usefulness of the framework and the future direction of further elaboration of the framework.

• 시큐리티연구
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• 제46호
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• pp.171-187
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• 2016

인신매매는 오늘날 지구촌에서 급속히 발전하는 지하산업이자 범죄 행위이다. 세계 일부 기업들의 해외 법인은 종종 이러한 성매매 산업에 참여하여 인신매매에 필요한 비용을 지불하는 등 범죄조직의 운영 및 수익에 관여할 뿐만 아니라 지하경제의 투자자금 생성에 깊은 관련이 있다. 이는 불법적 경제의 조성에 인신매매를 통한 성매매가 심각한 위험이라는 것을 반증한다. 또한 전 세계 윤락녀의 56% 정도가 HIV 혹은 AIDS를 가지고 있으며 성매매는 AIDS 감염의 원인이 되고 있는 등 수많은 사람들이 성매매 산업과 접촉하면서 매일 HIV와 다른 질병에 감염되어 확산되고 있어 성매매를 위한 인신매매가 가져오는 보건의 문제 역시 심각한 문제로 인식되고 있다. 그러나 이러한 성매매를 위한 인신매매가 내포하고 있는 심각한 문제는 다양하지만, 일부 국가에서 보이는 바와 같이 정부와 정책 결정자들에게 성매매는 관심 밖의 문제로 외면당하고 학문적 논의에서도 미진한 부분이 되고 있다. 따라서 성매매를 위한 인신매매와 관련된 경제적인 파장과 보건 및 질병에 관한 연구가 매우 필요하다. 이에 따라 이 연구는 성매매를 위한 인신매매와 관련된 선행연구들을 분석하고, 네팔에서의 성매매의 실상을 파악하기 위한 인신매매에 대한 사례분석을 제시하고자 한다. 그리고 이 연구의 결론과 논의부분에서는 세계 여러 나라는 성 매매 산업을 감축하기 위한 정책과 국제사회의 공조가 필요한 부분 등의 정책적 부분에 대한 내용을 논의하고 있다.

• 한국산학기술학회논문지
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• 제13권8호
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• pp.3389-3404
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• 2012

본 연구는 글로벌 전자책 플랫폼의 부상 과정과 유형을 구글, 아마존, 애플에 대한 사례연구방법(case study method)으로 분석하였다. 글로벌 전자책 플랫폼들은 급격히 변화되는 디지털 기술 환경과 각자의 주어진 적합도 지형(fitness landscape)에 적응하는 과정을 뚜렷이 보여주고 있다. 적응과 진화 과정에서 결정적인 요인이 된 것은 고유한 선택 범주(distinct selection criteria), 자원 풍요도(degree of resource abundance), 개방적 혁신에 기반한 탐색 과정(search process)이다. 이 요인들을 기반으로 글로벌 전자책 플랫폼들은 종분화(種分化, speciation) 과정에서 니치(niche)를 창출하였으며, 초기 조건(initial condition)인 핵심 자원(key resource)에 따라 경로 의존적으로 진화하였다. 각각의 전자책 플랫폼들은 오픈 플랫폼(open platform)과 하이브리드 플랫폼(hybrid platform), 그리고 클로우즈드 플랫폼(closed platform)으로 진화하였다. 구글 이북(eBook)은 안드로이드 기반의 다양한 단말기를 통해 주체들이 직접 운영하며 참여하는 개방성과 확장성을 특징으로 하며, 아마존 킨들(Kindle)은 온라인 대형 서점에서 확장되어 단말기와 유무선 모바일 네트워크까지 아우르며 개방성과 폐쇄성을 동시에 지닌 플랫폼으로 성장하고 있다. 또한 아이북스 스토어(iBooks Store)는 아이폰과 아이패드 등 하드웨어 경쟁력과 폐쇄성 기반의 에이전시 모형으로 진화하고 있다.

• The Journal of Asian Finance, Economics and Business
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• 제4권1호
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• pp.25-38
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• 2017

This study investigates the causal relationship between stock prices and exchange rates for six Middle Eastern countries, namely, Egypt, Iran, Jordan, Kuwait, Oman, and Saudi Arabia before and during (after) the 2007 global financial crisis for the period between January 2004 and September 2015. The sample is divided into two sub-periods, that is, the period from January 1, 2004 to September 30, 2007 and the period from October 1, 2007 to September 30, 2015, to represent the pre-crisis period and the post-crisis period, respectively. Using Vector Autoregressive (VAR) model in a multivariate framework (including two control variables, inflation rates and oil prices) the results suggest that in the case of Jordan, Kuwait and Saudi Arabia, there exists bidirectional causalities after the crisis period but not the before. The opposite status is available for the case of Iran. In the case of Oman, there is bidirectional causality between the variables of interest in both periods. The results also reveal that the relationship between stock prices and exchange rates has become stronger after the 2007 global financial crisis. Overall, the results of this study indicate that fluctuations in foreign exchange markets can significantly affect stock markets in the Middle East.

• Asia Marketing Journal
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• 제20권3호
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• pp.1-15
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• 2018

Dongwon Systems established in 1977 to exclusively supply Dongwon tuna cans, the parent company. Instead of its stable management and profits by relying on the parent company, the company was not complacent and started innovating and challenging new markets. Dongwon Systems decided to expand the business area and pioneer new markets so that it becomes the first domestic company to successfully expand into independent businesses other than parent company products. Such success of Dongwon Systems was driven by its differentiated B2B strategies. Unlike the characteristics of usual B2B companies, Dongwon Systems has been thinking both of its client companies and end-consumers. In this case-study, we will explore how Dongwon Systems became the No.1 packaging solution company in Korea through technology innovation in the aspects of unique B2B marketing strategy. The key success factor can be summarized in three ways; product and technology development with customer centric mind-set, systematically extending new markets through business diversification, and marking Southeast Asia as a bridgehead for its global strategy. It is expected that the current case study of Dongwon Systems will be able to provide implications for B2C companies as well as B2B companies that try to expand their business portfolio and global business areas through B2B marketing case analysis.

• Journal of East Asia Management
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• 제1권1호
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• pp.29-49
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• 2020

In an intensively competitive global market, small-and medium-sized firms are puzzled about how to develop sustainable competitive advantages against global rivalries, thus leading satisfactory economic performance. However, despite the roles and contributions of such small-and medium-sized firms in the local community and national economies in Japan, little guidance has been offered to the practical issues related to their strategic behaviors toward global management. To fill this notable knowledge gap, this study aims to investigate the conditions in which how Japanese small-and medium-sized could dominates global market, which is one of key challenges in the literature of small business and entrepreneurship. To obtain better insights to this research area, this study undertakes an in-depth interview survey with I.S.T (Industrial Summit Technology) Corporation that shows off the highest global market share (40 per cent) with seamless polyimide tube product widely used in office automation equipment (e.g., copiers and printers). This method of survey is designed to deeply understand historical considerations about how I.S.T Corporation could dominate in the global market of such seamless polyimide tube product. Based on findings drawn from an interview, this study identifies five major factors enabling I.S.T Corporation to be a competitive global hidden company: vision sharing through founder's entrepreneurship, core competence, strategic network, risk management, and employee engagement. Specifically, to become a global hidden champion, sharing the vision motivating employees to partake in shaping company's future will be the first step on the road to global success through founder's entrepreneurship. However, in order to achieve such a vision, the importance of company's core competence cannot be overemphasized, which differentiates your customer solution with those of competitors. As such, a group of experts will be naturally formed and demonstrates your expertise in the global market, thereby building sustainable competitiveness. On the other hand, to maintain sustainable competitiveness, it is necessary to make up for the weaknesses small-and medium-sized firms suffer from competitive resources while strengthening their own strengths through strategic networks with external organizations. Here, every company has to understand the critical role of risk management, which is essential in this process of being global company so as not to lose your own strengths. Last but not least, do not forget the significant effects of employee engagement in firm performance. To enhance employees' engagement, a company has to create an ideal organization culture which fits into company's history and personality. In doing so, such organization culture can allow the vision and strategy to be implemented into detailed business tactics while facilitating employees to challenge the status quo by experimenting with creative ideas.