• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.23-33
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• 2014

This paper aims at delivering significant implications to high-tech startups by visualizing the implementation process of leading KOSDAQ listed companies's business model. This paper founded two meaningful outcomes; first, hish-tech starts-up make a clear direction of implementing intangible business model in real business, second, targeting the role model of benchmarking business model among leading companies, by linking common feature between high-tech starts-up and leading KOSDAQ listed venutures sharing one of Key performance indexes falls on viable business model. The research results of visualizing the implementation of leading KOSDAQ listed ventures' business model shows three major implications. First, business model indicates not just simple logic of creating and delivering values, but more shows CEO leading management vehicle. Second, business model represents the multi-dimension process itself of integrating in and out company's core assets and competencies initiated by CEO. Third, financial outcomes of business model is automatic result of implementing on setting target customer, creating value, and delivering it rather than planned strategically. Fourth, the focal points of implementing business model falls on collecting real information from business sites.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.2
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• pp.1-22
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• 2007

This paper is targeting on developing pre-test Methodology for start-up as tuning successful business modelling with their implementation. Start-up is asked to a complete preparation and analysis for business to enhance the success possibility. In this stream, Start-up should test the validity of their business model before starting a business. This paper deliver alternatives to meet this requirement. Overall, this paper suggest two different approaches. First, by literature review, this paper prove the importance of BM in success factor analysis of high-tech start-up. Second, This paper prove BMO Model as the best practicing model to assess the validity of BM. Additionally, this paper, BMO will be utilized to bring significant implications to sort out enhancing strategies of BM validity.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.3
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• pp.27-37
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• 2013

In recent, Korean government TF Team announced new entrepreneurship policy of establishing virtuous cycle in high-tech venture startup financing ecosystem with emphasizing on 'boosting up angel investment and M&A.' This policy is brought not only to come up with the previous policy defects of creating less creative starts-up despite that government has put die-hard efforts, such as big chunk of budget dumping and policy preference, to promote high-tech starts-up since the year of 1997, but also to found right momentum of shifting entrepreneurship policy paradigm from government-direct to entrepreneur into indirect via utilizing the market forces. In particular, this policy puts a highlight on promoting angel investment, representing unfolding red carpets for creative economy. However, this policy confront critical fatal flaws such as a serious lacks of business angels which carry out the core function of government policy. In worse off, business angels cannot be raised up in short term period by taking other practical entrepreneurship ecosystem cases. As alternative, this paper propose the raising-up over entrepreneurship facilitators with having angel investing potentials in short term. In specific, this paper suggest the training methodology over the previous BI manager, passive simple angel investors, and consultants in entrepreneurship for embedding entrepreneurship facilitators. This paper carries four different specific studies. First, this paper implement literature review for entrepreneurship policy with respect to evaluating the previous entrepreneurship policies and making a diagnosis over its consequences. Second, it carries theoretical literature reviews relating to Korean angel investment and business incubation. Third, it proposes the concept of entrepreneurship facilitators. Fourth, it brings the alternatives of raising up entrepreneurship facilitators.