• Journal of Intelligence and Information Systems
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• v.29 no.1
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• pp.327-351
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• 2023

This paper aims to derive success factors that successfully lead an artificial intelligence (AI) project and prioritize importance. To this end, we first reviewed prior related studies to select success factors and finally derived 17 factors through expert interviews. Then, we developed a hierarchical model based on the TOE framework. With a hierarchical model, a survey was conducted on experts from AI-using companies and experts from supplier companies that support AI advice and technologies, platforms, and applications and analyzed using AHP methods. As a result of the analysis, organizational and technical factors are more important than environmental factors, but organizational factors are a little more critical. Among the organizational factors, strategic/clear business needs, AI implementation/utilization capabilities, and collaboration/communication between departments were the most important. Among the technical factors, sufficient amount and quality of data for AI learning were derived as the most important factors, followed by IT infrastructure/compatibility. Regarding environmental factors, customer preparation and support for the direct use of AI were essential. Looking at the importance of each 17 individual factors, data availability and quality (0.2245) were the most important, followed by strategy/clear business needs (0.1076) and customer readiness/support (0.0763). These results can guide successful implementation and development for companies considering or implementing AI adoption, service providers supporting AI adoption, and government policymakers seeking to foster the AI industry. In addition, they are expected to contribute to researchers who aim to study AI success models.

• The Korean Journal of Franchise Management
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• v.3 no.2
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• pp.55-78
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• 2012

The purpose of this study is to devise successful strategies for launching of new brands in franchise companies based on cases of 'Gamarogangjung' of Masedarin Inc. The results of case analysis shaw following successful strategies. First, Masedarin Inc. has used its core competence; Masedarin Inc., which managed chicken franchises for many years, launched the new brand, 'Gamarogangjung' based on its differentiated technologies and infrastructure. Second, the brand, 'Gamarogangjung' has used market oriented strategy actively; the brand has reflected customers' needs to its adminstration immediately by understanding and sharing of customers' needs at the corporate level. Third, Masedarin Inc. has differentiated a business model from other companies; by using 'take out' purchasing system instead of 'delivery to doors' or 'purchasing by visiting', the company has saved huge management cost. Fourth, Masedarin Inc. developed a new kind of business which is differentiated from existing chicken franchise brands or take-out restaurants. Fifth, Masedarin Inc. has appealed its sincerity to franchisees; its business information session, which explains about the business openly without exaggeration, has drawn a high rate of franchise agreement. Sixth, Masedarin Inc. changed its way of thinking about conditions of a location for member stores. The company has selected 'A' level locations for their member stores which enables 'quick sales at small profits' while other take-out stores are usually located at 'B' level location. Lastly, Masedarin Inc. has given thorough instructions to the staff of member stores. And immediately after opening of the stores, franchisees were able to operate the stores comfortably because the company educated the staff repeatedly over a long period to make them master skills before the opening of the store.

• Journal of Korea Port Economic Association
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• v.39 no.2
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• pp.179-194
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• 2023

ASEAN is emerging as the next-generation market following BRICs. Korea is also an important economic cooperation partner as a second trading partner and third target for overseas investment. ASEAN is attracting attention as an attractive business place for many companies as a future investment area in the future. Therefore, the Korean government is strongly promoting a "New Southern Policy(NSP)" to develop cooperative relations with ASEAN. As ASEAN has recently emerged as a central area for shipping and logistics development, development cooperation and support for the shipping and logistics sector in the ASEAN region of neighboring countries are also active in entering the new southern region and the government is supporting it. In order to enter these countries, it is necessary to accurately understand the investment attraction system, strategy, and market for entering the business in other countries. Among the various methods of entering the overseas market, it is essential to understand the business selection and establishment method suitable for localization strategies such as foreign direct investment and establishment of foreign corporations. In order to understand the Overseas Investment Act and the Corporate Establishment Act of shipping and logistics-related companies who want to enter marine ASEAN countries, we will study the overseas investment method and the establishment method according to the type of company.

• Journal of Navigation and Port Research
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• v.39 no.6
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• pp.545-552
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• 2015

This study One of the key elements of corporate competitiveness in the modern world of unlimited competition is human resource management. The reason that the world's leading companies are devoting a lot of investment and effort for good human resource development and management is that human resource can impact firm survival. In particular, there is little research on the internal and external environmental stimuli and job stress in the employee of small business which are often led to turnover, while they have suffered from chronic shortage of manpower. The purpose of this study is to determine the turnover factors in the small logistics companies and contribute to stable maintenance of workforce, facilitating human resource management and minimizing turnover. This study empirically analyzed the factors of the turnover in the organization of logistics companies from Busan Port, South Korea, which became one of the national infrastructure and the fifth world largest harbor. The conclusion proposed the development and direction of the human resource management which could promote the job environment improving the turnover factors and creating sustainable work condition through conducting preventive measures. The results indicated that the highest turnover rates was found in the category of field work, and the highest turnover group was from the 'less than one year', which implies that high turnover rates after and during job training might be greater cost to the companies than early turnover. The most common reasons for the high employee turnover were 'excessive workload' and 'dissatisfaction with wages'. Followed reasons including 'troubles with managers' and 'failure in organizational adaptation' can be understood in line with worse working conditions of the small logistic companies. It turned out that the preventive programs of the logistic enterprises had little effect through 'incentives system' and 'improving wage system' which are mainly conducted. The human resource managers appreciated the importance of 'wage raise' and 'benefits improvement'. This study is aimed at contributing to efficient human resource management through understanding of the turnover causes and human resource managers applying preventive measures. In particular, this can benefit small port logistics companies securing competitiveness and promoting persistent growth and development.

• Journal of the Korean Society of Marine Environment & Safety
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• v.27 no.1
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• pp.172-178
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• 2021

In the ship repair market, interest in maintenance and repair is steadily increasing due to the reinforcement of prevention of environmental pollution caused by ships and the reinforcement of safety standards for ship structures. By reflecting this effect, the number of requests for repairs by foreign shipping companies increases to repair shipbuilders in the Southwest Sea. However, because most of the repair shipbuilders in the southwestern area are small and medium-sized companies, it is difficult to lead to the integrated synergy effect of the repair shipbuilding companies. Moreover, the infrastructure is not integrated; hence, using the infrastructure jointly is a challenge, which acts as an obstacle to the activation of the repair shipbuilding industry. Floating docks are indispensable to operating the repair shipbuilding business; in addition, most of them are operated through renovation/repair after importing aging caisson docks from overseas. However, their service life is more than 30 years; additionally, there is no structure inspection standard. Therefore, it is vulnerable to the safety field. In this study, the finite element analysis program of ANSYS was used to evaluate the structural safety of the modified caisson dock and obtain additional structural reinforcement schemes to solve the derived problems. For the floating docks, there are classification regulations; however, concerning structural strength, the regulations are insufficient, and the applicability is inferior. These insufficient evaluation areas were supplemented through a detailed structural FE-analysis. The reinforcement plan was decided by reinforcing the pontoon deck and reinforcement of the side tank, considering the characteristics of the repair shipyard condition. The final plan was selected to reinforce the side wing tank through the structural analysis of the decision; in addition, the actual structure was fabricated to reflect the reinforcement plan. Our results can be used as reference data for improving the structural strength of similar facilities; we believe that the optimal solution can be found quickly if this method is used during renovation/repair.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.63-79
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• 2024

The startup ecosystem is experiencing a paradigm shift in founding due to the acceleration of digital transformation, online platform companies have grown significantly into unicorns, but the lack of differentiated approaches and strategic support for deep tech startups has led to the inactivity of the startup ecosystem. is lacking. Therefore, in this study, we proposed ways to develop domestic startup development policies, focusing on the US system, which is an advanced example overseas. Focusing on the definition and characteristics of deep tech startups, current investment status, success stories, support policies, etc., we comprehensively analyzed domestic and international literature and derived suggestions. In particular, he proposed specific ways to improve support policies for domestic deep tech startups and presented milestones for their development. Currently, the United States is significantly strengthening the role of the government in supporting deep tech startups. The US government provides direct financial support to deep tech startups, including detergent support and infrastructure support. It has also established policies to foster deep tech startups, established related institutions, and systematized support. It is worth noting that US universities play a core role in nurturing deep tech startups. Leading universities in the United States operate deep tech startup discovery and development programs, providing research and development infrastructure and technology. It also works with companies to provide co-investment and commercialization support for deep tech startups. As a result, the growth of domestic deep tech startups requires the cooperation of diverse entities such as the government, universities, companies, and private investors. The government should strengthen policy support, and universities and businesses should work together to support R&D and commercialization capabilities. Furthermore, private investors must stimulate investment in deep tech startups. Through such efforts, deep tech startups are expected to grow and Korea's innovation ecosystem will be revitalized.

• Journal of Venture Innovation
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• v.5 no.4
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• pp.109-115
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• 2022

As the 4th industrial revolution progresses, foreign countries are promoting smart manufacturing innovation through digital transformation as a priority task early on to secure a competitive edge in the manufacturing industry. In response, the Korean government is also promoting a policy to enhance the competitiveness of small and medium-sized manufacturing companies by promoting digital transformation in the corporate sector to meet the global trend of the 4th industrial revolution era. Manufacturing powerhouses such as Germany and Japan see manufacturing as a key sector in digital transformation and are leading related policies, while emerging countries such as China are also promoting manufacturing innovation strategies such as building digital infrastructure and creating a digital innovation ecosystem. Korea is promoting the 'Korean-style smart factory dissemination and expansion strategy' by transforming Germany's manufacturing innovation strategy for smart factory supply to suit the domestic situation. However, the policy to supply smart factories so far has been conducted with support from individual companies under the leadership of the government, and most of the smart factories are at the basic level, and it is evaluated that there are limitations such as the lack of manpower to operate smart factories. In addition, while the current policy focuses on expanding the supply of smart factories in SMEs, it is necessary to establish a smart manufacturing system through linkages between large and small businesses in order to achieve the original goal of establishing a smart manufacturing system. Therefore, it can be said that from the standpoint of small and medium-sized enterprises (SMEs), who are consumers of smart factories, it can be said that the digital transformation policy can achieve the expected results only when appropriate incentives are provided for the introduction of smart factories in a situation where management resources such as funds, technology, and human resources are lacking. In addition, it is judged that the uncertainty of the performance of digital investment always exists, and as long as large and small companies are maintained as an ecosystem of delivery and subcontracting, there is very little incentive for small and medium-sized manufacturing companies to voluntarily invest in or advance digital transformation. Therefore, the digital transformation policy of small and medium-sized manufacturing companies in the future has practical significance in that it suggests that there is a need to seek ways to attract SMEs' digital-related voluntary investment.

• Journal of Digital Convergence
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• v.10 no.10
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• pp.523-528
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• 2012

The recent appearance and evolution of cloud service including IaaS(Infrastructure as a Service), PaaS(Platform as a Service) and SaaS(Software as a Service) is potentially one of the major advances in information and communication technology. While a lot of studies are currently taking place in the technology itself, there is an equally urgent need for understanding and researching the business-related issues surrounding cloud service. As more and more individuals and companies use the cloud service, their concerns are beginning to grow about just how safe and reliable an environment it is. This paper focus on SaaS as an one of the important cloud service. For successful implementation of SaaS service, it is necessary to establish the certification systems to ensure safety and reliability of SaaS. This paper provides the safe and reliable framework for systematic SaaS certification systems. In order to develop it, the critical issues related to service quality and certification of SaaS service are identified and the systematic framework for certification systems of SaaS service and service provider domains are developed. An evaluation methodology for the developed certification systems is also proposed.

• The Journal of Society for e-Business Studies
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• v.22 no.3
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• pp.57-74
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• 2017

The Electronic Shelf Label (ESL) is an alternative to the paper price label attached to merchandise shelves and is attracting attention as a retail IoT infrastructure that will lead the innovation of offline retail outlets. In general, when introducing a substitute product, the company tends to consider the financial factors such as the efficiency of the investment cost compared to the existing product or the reduction of the operating cost. However, considering only financial factors in the decision-making process, it may not properly reflect the various values associated with corporate strategy and the requirements of stakeholders. In this study, 8 evaluation items (Investment Cost, Operating Cost, Quality Level, Customer Management, Job Efficiency, Maintenance, Functional Expandability, and Store Image) based on BSC's 4 perspectives (Financial, Customer, Internal Business Process, Learning & Growth), and using AHP (Analytic Hierarchy Process) to measure the priorities of evaluation items for domestic small supermarket employees. As a result of the research, priority was given in order of Customer, Learning & Growth, Internal Business Process, and Financial aspects among the evaluation items for adopting the price label, and the electronic price label was supported with higher importance than the paper price label. In contrast to the priorities of the financial aspects of most prior studies, the items of Learning & growth and customer perspectives have relatively high priorities. In particular, respondents classified by job group, The priorities of the 8 evaluation items were different among the groups. These results are expected to provide implications for both companies (retail outlets) and ESL providers (manufacturers and service providers) who are considering the introduction of ESL.

• Journal of Distribution Science
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• v.18 no.5
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• pp.89-98
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• 2020

Purpose: The growth of online commerce is now becoming a major threat and a new opportunity for retailers. Existing offline retailers struggle to cope with new online retailers' threats by utilizing offline infrastructure. Besides, online retailers expand their online strengths to offline sales by opening their offline stores. Many retailers are paying close attention to the O2O business and the resulting changes. Thus, this research focuses on the O2O business model and process that retailers can adopt. Research design, data and methodology: Considering the features of products that retailers sell, this paper divides O2O business process with the following criteria: delivery lead-time and delivery area. And This research uses the business model canvas to define the features of O2O commerce business process. This paper also uses nine key elements in the business model canvas for analyzing the structure of O2O commerce business. Results: This paper suggests the delivery model of retailers respond to offline customer orders and summarizes the following results. (1) Considering characteristics such as logistics process, delivery area, and product type, we define the features of O2O business models: wide-area (warehouse) based O2O business model, regional area (store) based O2O business model and time-separated O2O business model. (2) This study checks the availability of the business model through the business cases of O2O business models. (3) This study also analyzes the O2O business model of domestic retail companies by the factors defined in the business model canvas. Conclusions: Retailers can adopt the O2O business process to fit their business requirements and strategy. The online retailers who deal with normal consumer products mainly have the wide-area based O2O business model. The wide-area based O2O business model can be suitable for retailers who manage inventory centrally. The time-separated O2O business model can be a good solution for fresh food retailers to operate the logistics process efficiently. And to shorten the delivery lead-time of fresh foods, the regional area based O2O business model can be fit to the retailer that utilizes its offline logistics or sales infrastructure. It may be much more important for retailers to share the inventory information with other branches and to change the role of offline stores.