• Proceedings of the Technology Innovation Conference
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• 1997.07a
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• pp.224-243
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• 1997

The study examines the similarities of competitive strategy between fashion industry and high-tech industry through a case study of a Japanese maker. From the study, some implications are drawn for the Korean fashion industry. It is hoped that this, will help towards establishing a suitable competitive strategy for firms in this industry. In the fashion industry, the product life cycle is so short as to prompt a new product obsolete too quickly, and the extent of product differentiation is remarkably extensive compared to any other industry. Generally speaking, firms in this industry focus more of their resources on product development and marketing rattler than on production and they attempt to maneuver the speed when they are required to enhance their competitive edge. This is enabled through being, as one might expect, information- and technology- intensive as are high-tech industries. In this sense, that of the competitive strategy of a firm in fashion industry to be similar to high-tech industry. The Japanese firm Y has transformed itself a leading firm in fashion uniform segment. The firm could achieve this status by integrating each function needed for creating customer*s value, that is, product development, production and marketing within one Quick Response System. For this purpose, Y introduced a bundle of high-tech communication systems such as SPD, SDS, ATOM, NICS and so on. In this sense it can be said that Y was aware of what sort of competitive strategy was required in the industry. Implications for Korean firms is that, first, the magnitude of understanding the industry specific factors in establishing competitive strategy in the fashion industry, are speed, flexibility and systematic integration supported by high technology which are characteristic of high-tech industries. Secondly, as can be seen in the fact that Y emphasized logistics in its technological transformation, the significance of logistics control is a key to manipulating speed and flexibility in the industry. To sum up, those who have insight into above findings will be likely to keep their competitiveness in the industry not only in the Korean market but also in global market in the near future.

• Journal of Information Technology Services
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• v.5 no.1
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• pp.83-95
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• 2006

The main objectives of this study are (1) to identify the conflict types in IS integration process with respect to M&A, (2) to propose the ways to manage the origin of conflict to be expected, and (3) to develop the conflict management model which establishes the relationship among the M&A strategy, the IS integration strategy and change management process that influence the source of conflict. In order to achieve these research objectives, this study focuses on banking industry under M&A with the viewpoint of change management instead of existing technology-oriented IS integration strategy. The findings of this study are thought not only to be useful as a practical guideline in carrying out IS integration project under M&A but also to provide significant basis for constructing the theoretical framework of effective IS integration strategy.

• Journal of information and communication convergence engineering
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• v.5 no.1
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• pp.64-67
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• 2007

IT industry strategy trend and home network security technology is presented. First, we consider the development strategy to improve next generation IT industry. Second, we have analyzed the technique for implementing home network. Last, we have analyzed the technique to security home network field.

• Journal of Wellbeing Management and Applied Psychology
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• v.4 no.2
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• pp.1-13
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• 2021

Purpose: This study analyzed the general status and conditions of the kimchi industry in Korea. The purpose of this study is to contribute to the information of a desirable kimchi market by analyzing the distribution, price, market, and consumers of kimchi based on the current status and status of the kimchi industry in Korea. Research design, data and methodology: This study basically conducted research design and analysis based on theoretical consideration and kimchi market data. Results: The conclusion of the study is that in order to globalize kimchi, it is expected that a strategy to target overseas markets with relatively low competition through a low-salt diet and premium strategy along with the image of Western health is expected. Conclusions: In Korea, small and medium-sized companies can target the B2B (Business-to-Business) market first and then target department stores or convenience stores at a stable time in the future to expand sales channels and profitability through premium or low-cost policies. Another strategy is to target overseas markets as soon as the company stabilizes through B2B. Therefore, in the kimchi industry, it is necessary to establish a sales/marketing strategy according to what position and position of one's own company in the kimchi industry.

• Journal of Korean Society for Geospatial Information Science
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• v.19 no.1
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• pp.37-43
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• 2011

In this study, we dealt with the U-City industry in Seoul as a case study for deriving the characteristics of it. Using the interindustry analysis, we made sure that U-City industry has a great forward linkage effect. It means that development of U-City industry have a good effect on the entire industry likewise the infrastructure. In this sense it is important that we have to promote it first. Based on this result, we suggested the strategy direction as follows: 1) Solving the emerging problem, 2) Identifying the roles of public and private sector, 3) Drawing up the plan for supporting.

• Culinary science and hospitality research
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• v.7 no.3
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• pp.13-34
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• 2001

The case which it contracts with the dynamic result measurement system when actual outsourcing evaluation measurement is composed and then one result standard between the service supplier and the user is set, which owns jointly the expense which is reduced from that or the benefit which is created from that is increasing In the conclusion, for outsourcing management strategy of domestic foodservice industry in order to succeed, first it is accurate and examined that for what and how outsourcing should be introduced and as a result, what kind of result can be raised from that result\ulcorner Food service industry should be outsourced if you want to make more many investment in better humane resources, food & beverage-goods-security and education to provide eating-out service out of various business in food industry. When considering the actuality of the domestic foodservice industry that time it is appropriate, it sees. The foreign-brand goods which is introduced in the country are being executing in the 1ink of part management strategy. One of the most influential factor of domestic foodservice industry's management pressure is overspent management expenses, Does the namely expenses preparation effect reach which degree\ulcorner what kind of method can most decrease these expenses\ulcorner Doing grows the success and failure of the Korean foodservice industry controls result with the fact that it will operate with a big variable sees. The background which the domestic foodservice industry should introduce inevitably the outsiurcing system is to develop continuously nation foodservice industry in the way of cost curtailment of food-material, a labor cost curtailment with efficient application and synergic effect like specialty manpower utilization. The kindred competitive enterprises gradually concentrate management resource to the point ability from the present point of view which is increasing and a strategy position they secure, to prepare a competitive power, what sees it is important national industry must prepare a new paradigm. It is important to measure the result based on sales accomplishment in operation system dimension, and it is more important to appropriately apply regard of the evaluation measurement

• Journal of Korea Society of Digital Industry and Information Management
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• v.9 no.3
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• pp.187-194
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• 2013

Being in era of the digital economy, the impact of IT on our economy more and more increased. Along with this effect, IT becomes origin of predominance of competition in every category of industry. Regarding new trends in industry, companies have to mutate their IT skill set. Every industry has their color and environment of IT and uncertainty is different. For a company, it is most important to plan own strategy with strategy view on industrial environment. The idea of this study is to find the difference of Skill Requirement in every category of industry by find what are the most important jobs and skills of IT in every industry. We set skills by categorized curriculum of specialized IT education center, then with IT specialist, checked and retouched the results and surveyed with IT people in every industry on skill set and job of IT. The result of this study can gives the idea to who design curriculum and build educational contents that would fulfill the need of field. Also, this study would be meaningful that it opens the field of study of skill requirement in Korea.

• Asia Marketing Journal
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• v.16 no.1
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• pp.215-228
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• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.05a
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• pp.219-219
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• 2017

This study aims at examining each firm's decision-makings of complex product and system (hereafter CoPS) innovation strategy, so that it tries to reveal the nature and role of CoPS innovations strategy. And it designed a comparative case study along with qualitative methods, by having two mobile operators' digital rights management (hereafter DRM) innovation in South Korea's digital music service industry. Through literature review, this study formulated three research propositions: (i) Each firm's decision-makings of CoPS innovations strategy are analytical negotiation process among economic actors in an industry; (ii) Each firm's market power originated from its market share from the installed base through network effect and switching cost influence decision-makings of CoPS innovation strategies; (iii) Each firm's decision-makings of different CoPS innovation strategies are related to their intension of achieving better market power, consequently dominant design. Through empirical examination of two mobile operators' decision-makings of DRM innovation strategy, this study empirically verified three research propositions.

• Culinary science and hospitality research
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• v.4
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• pp.347-367
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• 1998

It is difficult to make which customers want in restaurant industry because of IMF situation. Therefore, utilization of service marketing is needed by best effect through least investment in restaurant industry. The background of restaurant industry is not directly related to the improvement of tourism industry. We should give a hand to tourism and restaurant industry by holding international events. so the way of thinking among people is changing. And importing of famous foreign brand and opening shops are accellerating the improvement of tourism and restaurant industry. In this perspective, improvement factors of restaurant industry are as follows : the increase of pst time, the increase of disposable income, the increase of woman's having jobs and double income, requirement of people about health food, the increase of nuclear family, and the change of viewpoint among people. This restaurant industry is service industry, and it sells invisible service except the aspect of selling menu. In addition, in terms of menu, price reduction strategy should be done by cost reduction and restructuring. The ultimate purpose of marketing is to increase sales and to do this we should increase the number of customers in shops. That means we should create new customers and try to attract customers who used to be regular in the shops. Therefore, the demonstration of management ability and positive reaction is really needed. So the most important things in marketing are as follows: proper strategy for double consumption, increasing the number of customers through new specific menu, menu life cycle according to menu item, menu development by considering customer, making recipe, enhancement of product quality and cost reduction by customer's opinion. We should concentrate on national menu first, and try to develop menu for international market. It is absolutely needed that we set up the menu product strategy through menu marketing with various products and constant study related to menu marketing is to be done.