• Journal of Information Technology Services
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• v.7 no.3
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• International Journal of Quality Innovation
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• v.7 no.3
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• pp.82-91
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• 2006

In order to achieve sustainable growth in the era of global competitiveness, a speedy and flexible strategy is needed in the fast changing management environment. For this purpose, strengthening the core confidence in the organization along with acquiring competitive advantages that cannot be easily copied by competitors should be done based on dealing with needs from customers and markets positively. In this study, the creative value innovation strategy and creative value design methodology will be presented to improve company competitiveness.

• Journal of Korea Port Economic Association
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• v.30 no.1
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• pp.1-21
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• 2014

Recently, GTO's rate of return to investment is decreasing. Therefore, the main purpose of this paper is to analyze empirically on enhancement of competitiveness of global port container terminal. This study deals with the terms of three competitiveness enhancement factors which are a GTO's subjective factors, a management environment factors, and a government policy factors. According to analysis results of the three competitiveness enhancement factors, a GTO's subjective factors(4.21 score) are scored at the most ones of competitiveness enhancement factors of GTO, to be compared with a management environment factors(3.94 score). with a government policy factors(3.90 score). Therefore, first of all, it is important to enhance competitiveness of GTO through as follows, a GTO's subjective factors : (1) to procure local and tranship cargo volume, (2) to promote port logistics service, (3) to retain resonable port rate by promoting terminal productivity, (4) to procure container ship firms and alliance. And, the next, we have to enhance GTO's competitiveness through considering a management environment factors, that is, fluctuation of container cargo volume, port awareness, whether function of hub port, etc., and a government policy factors, that is, smart policy of port development, smart policy of port rate, incentive policy for procuring tranship cargo, etc.

• International Commerce and Information Review
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• v.16 no.5
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• pp.151-178
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• 2014

The objective of the present case study is to analysis how effectively Hilti, which is a former family firm owned and managed by a family in Liechtenstein as a tiny european country, a land sandwiched between Switzerland and Austria, has made a global market success. Liechtenstein has $160km^2$ land and about 36,000 residents. Despite its small size of country, however, Hilti Corporation doesn't view its location as a liability in its business strategy. Hilti is a global leading provider of professional power tools in building, mining, civil engineering etc. Also, Hilti is a firm with a clear vision to become the leading industry partner for construction professionals and building installations through customer focus, high quality equipment, and tools and systems specially designed for specific jobs. This study considered Hilti as a good case, which verifies that born-conditions, endogenous factors according to Michael Porters diamond model does not decisive role more for international competitiveness of firms. Lessons from Hilti are that in order to obtain and sustain the global competitiveness of small and medium-sized firms in Korean manufacturing sector under high production cost, they have to do actively innovative. Also they can give to customers newer and higher customer-values than competitors in abroad give. The case summarizes that the strategy of Hilti for the global market success is comprised of several factors: Technological and organizational innovation, and a clear customer-value oriented business strategy and its implementation. Innovation and its integration into marketing for the customers value creation is central to Hilti's Success. The present case study is expected to provide insights and implication for many firms in Korea that are seeking to secure global presence and market success.

• Korea Trade Review
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• v.42 no.4
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• pp.69-91
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• 2017

Since the global financial crisis, major countries have been executing policies related to two top-priority goals to create more jobs: revitalization of entrepreneur activity and the cultivation of small and medium-sized companies. In South Korea, the interest of policy makers is increasingly focusing on the role of SMEs that have a technological competitive edge in the realization of a "job-centered creative economy." Due to the nature of the field, the health and medical industry requires a particularly long time until the achievement of industrialization, Also, because of the complex distribution structure, it is essential for related government ministries and institutions to jointly devise strategies. A lack of policy supports for the industry has thus far resulted in its development being relegated for the most part of small and medium-sized companies, which consequently means low global competitiveness. Now is the time for the South Korean government to provide the revolutionary supported options and strategies. This study aims to propose a general policy direction and policy areas for the cultivation of Korea's small and medium-sized companies in the healthcare industry into global small giant companies through an exploration of the German case. It is crucial to first cultivate the international competitiveness of Korean small and medium-sized companies (as in the case of Germany) so that they can grow into global small giant companies. Another important task is the creation of an environment that expedites the qualitative growth of promising SMEs as well as technological development. After securing competitiveness in terms of both product quality and technology in the global health market, substantive policy supports will be necessary to cultivate global small giant companies that are export-based (e.g. job creation effect, sales value added).

• Journal of Industrial Convergence
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• v.19 no.6
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• pp.1-10
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• 2021

This study sought ways to strengthen the competitiveness of local governments using public diplomacy, especially in Chungcheongbuk-do, at a time when it is urgent to revitalize the local economy by attracting investment from domestic and foreign companies due to changes in the global supply chain. The main issues that have recently emerged in the global business environment include strengthening the localization of the global value chain, diversifying reshoring and supply chains, and creating an efficient global value chain through digital transformation. Therefore, this study emphasized the necessity of a strategy for public diplomacy based on these changes, and derived the response conditions and detailed strategies of Chungcheongbuk-do through SWOT analysis. In addition, based on the ABCD model, we set up a Chungbuk-type public diplomacy strategy and suggested strategic implications for upgrading Chungbuk's competitiveness.

• International Commerce and Information Review
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• v.11 no.3
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• pp.239-262
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• 2009

This study shed light on the status of Korean Kimchi industry in overseas markets and presented methods for promoting Kimchi industry of Gwangju Jeonnam metropolitan city and stimulating the export of Kimchi produced in Gwangju Jeonnam, a city that has come to the fore as the center of Kimchi industry, which aimed to explore the ways of ratcheting up competitiveness of Kimchi industry in the global market as Kimchi has become more likely to be globalized amid the recent "Korea Trend" boom and the growing consumption of fermented food. Therefore, methods for promoting Kimchi industry and stimulating the export of Kimchi should be explored to ensure the promotion of Kimchi industry and the stimulation of the export of Kimchi, ultimately restoring the status of Korea as the home of Kimchi, in consideration of the great spillover effect on the regional economy, through a series of measures such as the clusterization of Kimchi industry, expansion of cultural experience projects related to Kimchi for the globalization and the increased consumption of Kimchi, government support to increase Kimchi companies in size and achieve the modernization of Kimchi companies, introduction of Kimchi KS audit system and quality certification system, development of new product targeting global market and making Kimchi a high-end product, expansion of export, support of export market diversification, assurance of safety and price competitiveness of Kimchi, differentiated production and marketing strategy by means of technological research, and others.

• Journal of Korea Port Economic Association
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• v.33 no.3
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• pp.105-120
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• 2017

This study analyzed changes in the competitive structure of the global shipping container market and the appropriate capacity of the container fleet in Korea from three perspectives. The competitive market analysis applied the market concentration ratio and Hirschman-Herfindahl index, while the appropriate capacity analysis was based on the following three aspects: (1) Fleet capacity to secure competitiveness in the global shipping alliance; (2) Fleet capacity to increase national fleet coverage of domestic import and export container cargo; and (3) Fleet capacity analysis through the panel model considering the characteristics of the major shipping countries. Analysis of the global shipping container market reveals an oligopoly industry, and Korea's container fleet capacity is insufficient across all three analyses.

• Korean Management Science Review
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• v.33 no.3
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• pp.31-51
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• 2016

The objective of the study is to propose the catch-up strategy of Hyundai Kia to become the globally leading company in the automobile industry. For this, we try to compare Hyundai Kia with three leading automobile companies: Toyota, VW, and GM by using the Generalized Double Diamond Model. As a result, we present three ways that Hyundai Kia can become a "First Mover." The three strategies are : 1) controlling increase of wage, raising productivity, and increasing R&D investment 2) increasing overseas investment of the small and medium sized automobile factories 3) pursuing the two tracks strategy of a public car and a prestige car more aggressively. This study is significant in the fact that it presents the catch-up strategy of Hyundai Kia in the automobile industry, of which the leaders can not be changed easily, by the Generalized Double Diamond Model approach.

• Journal of Fisheries and Marine Sciences Education
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• v.22 no.4
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• pp.516-528
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• 2010

The Korean marine equipment industry is, in significant ways, behind the shipbuilding industry. For example, in terms of the number of orders received, the shipbuilding industry has ranked first in the world since 2003. In contrast, the global competitiveness of Korea's marine equipment industry is still relatively weak. This is important not only for the equipment industry, but because these two industries have many links. The structure of this research was firstly, to identify theoretical issues by looking at the characteristics of the marine equipment companies, marketing recognition, uses of marketing, and financial outcomes. Second, the study developed an analytical framework for empirical examination using configuration of each factor. Third, each factor has been analysed empirically. Forth, this study presents the importance of marketing for marine equipment companies within Korea, as well as in a global market. Finally, the study suggests a new marketing strategy for Korea's marine equipment companies to achieve global competitiveness.