• Asia Marketing Journal
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• v.13 no.3
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• pp.233-248
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• 2011

This case illustrates a story of passionate and innovative new market development by Pulmuone, a fresh food provider in Korea. The company has been successfully developing a new market by introducing a (non-frying) fresh ramen, 'Jayeonun Masitda - The Nature Is Tasty' in the packaged ramen market dominated by fried ones. In this case, a detailed new market development process by Pulmuone will be investigated including; company overview, a new product development process, marketing strategy formulation, marketing mix implementation, market performance, and future directions. Pulmuone has been making efforts to create a new product category by marketing non-frying ramens since 1995, but with a modest success. In 2011, Pulmuone finally succeeded to develop an innovative product, 'Jayeonun Masitda' that brought more health and nutrition conscious consumers' attention in the ramen market. The company intended to change the current competitive structure in the ramen market, i.e., from the strength of taste and the amount of ingredient to fried/non-fried and the freshness of ingredient. By this new positioning, Pulmuone aimed to reshaping the ramen market into competition between healthy and unhealthy ramens. Pulmuone has been successful in developing a new market. Sales revenue of 'Jayeonun Masitda' has been continuously increasing, and customers are found to be highly satisfied with the product resulting in a high repeat purchase rate. The company's successful new market development can be attributed to a faithful new product development process, innovative technology, an appropriate positioning strategy, and consistent marketing communication. In addition, Pulmuone's eco-friendly corporate image and the organization's passion to grow are also important factors for success of this new market development.

• Industrial Engineering and Management Systems
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• v.11 no.3
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• pp.266-275
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• 2012

The rise of crowdsourcing and web 2.0 opens plenty of opportunities for companies who want to exploit external sources of ideas for internal innovation. Utilization of crowdsourcing for product design and development has been attracting the attention of both enterprises and researchers. Many cases of implementation of crowdsourcing for product design and development such as: Threadless, FIAT Mio, Lego online Factory, etc., have made crowdsourcing a promising alternative source of innovative power. Although crowdsourcing gained access due to improved Internet access and web 2.0, it is little understood how the crowd, with respect to participation, behaves for any crowdsourcing project. To investigate this, we conducted an experiment on a real crowd of engineering related individuals to figure out the crowd participation pattern for various product design and development phases of a new product development project. The experiment results give a quantitative view of the participation of the crowd (i.e., crowd participation pattern) in various phases of a product design and development process that utilizes crowdsourcing, provide a practical guidance for companies to harness the power of the crowd sensibly, and provide experimental data for further research in this field.

• Industrial Engineering and Management Systems
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• v.10 no.3
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• pp.179-184
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• 2011

Recently, the fast development of communication technologies has brought a great convince for human beings' life. Lots of commercial services and transactions can be done by using mobile communication equipments such as smart phones. Consequently, smart phones have attracted lots of companies to invest them for their potential growth of market. Compared with basic feature phone, a smart phone can offer more advanced computing ability and connectivity. However, based on the responses of customers, there still are many defectives such as not friendly and smooth operation, short standby time of batteries, threat of virus infected and so on needed to be improved. Therefore, this study will propose a product innovative function development procedure into TRIZ (theory of inventive problem solving) to transform voice of customers into product design and to create novel functions, respectively. A case study of smart phones will be provided to illustrate the effectiveness of the proposed method.

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.10a
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• pp.73-73
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• 2001

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.545-559
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• 2006

The function of product design has been an important part for success on new product development We deeply studied 'Chocolate-Phone' case which is considered as a representative of adopting design-oriented new product development strategy. According to this study, we found three contextual factors and nine key success factors for design-oriented new product development. The contextual factors consist of the strong needs for innovative product development, customer's needs for the emotional value, competitive situation for the new product launching. The key success factors consist of design, development marketing, overall sides. The key success factors of design side are to select talented designers and take an insight for market and communication skill. The key success factors of development side are to possess high technological abilities, to do divergence with removing or giving up some function management's strong support. The key success factors of marketing side are to bring core marketers from outside, capacity to gather ideas from outside. The key success factors of overall side are to share design-oriented principle with other parts and to change member's mind from engineer-oriented to market-oriented.

• Science of Emotion and Sensibility
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• v.11 no.4
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• pp.645-652
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• 2008

First question: what makes inclusive design truly inclusive? Most inclusive design products are far from being appealing to their intended customers. This is mainly because designers are typically concerned with enhancing the usability, and not the emotional value that creates the connection between the product and the users. Typical solutions are larger displays and larger buttons, and these solutions often make the product less tasteful, graceful, and favorable. As a result, such products become less inclusive, veering from the original intention of the designers. Emotional design is not about making fun products, but about enjoyable products. Positive emotional design increases the affection value in products that enable users to create emotional connection with products. With the emotional connection, the user can engage in learning about the product as well as enjoy using the product. This can also resolve most usability issues by increasing the attention level and decreasing boredom. When more people feel that a product is enjoyable, it becomes more inclusive. Second question: Can't inclusive design have innovative value? Most inclusive design products are far from being innovative, and thus, they cannot create market opportunities. While emotional design approach increases value for users, innovative design approach creates value for the businesses. This will eventually promote development of inclusive products. This paper discusses the benefits of emotional design approach in inclusive design. It also argues how emotional design can help make inclusive design more innovative. Accompanied exemplar design process illustrates how emotional design contributes to inclusive design and how it leads to innovative products.

• Asia pacific journal of information systems
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• v.11 no.4
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• pp.1-25
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• 2001

Manufacturing firms face a paradigm shift from industrial systems driven by efficiency to post-industrial systems where success depends on a quick-response to customer demands for a variety of high-quality products. In essence, time is becoming a critical dimension for competition. New information technologies allow many firms to pursue time-based competitive strategies. The purpose of this research is to investigate the relationship among the types of information technology, behaviors of suppliers, the structures of new product development processes, and the competitiveness of the firms. The data for this study were collected from 96 Korean manufacturing firms that have implemented certain types of information technologies. Research results from LISREL analysis confirm that the competitiveness comes from product innovation capabilities and innovative product development process. But the linkage between the information technologies and the firms' competitiveness proves to be indirect. Suppliers, organizational culture related to IT, and some other factors also have indirect impact on the competitiveness. A summarized report of other findings is provided as well.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.163-170
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• 2014

This aims to study impact of corporate's innovation culture, the recognition of intellectual property's importance and corporate's internal activity for New Product Development on the new product development(NPD) performance by analyzing Kosdaq market listed companies. In contrast to the prior research, this study measures innovation climate which is included with innovative corporate organization climate and the recognition of intellectual property's importance as a impact factors on the new product development performance, along with NPD's strategy, NPD process and independent organization for NPD. The empirical results show that corporate's innovative organization climate and the recognition of intellectual property's importance can impact on the NPD's performance and NPD process can influence on recognition of the attainment of corporate's NPD goal. The study has an implication that it provides a basic data on supporting strategies of how to enhance the Korean companies' new product development performance.

• Journal of the Korean Society of Clothing and Textiles
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• v.47 no.3
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• pp.475-491
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• 2023

New product development (NPD) is crucial for fashion brands as they are required to constantly innovate in product design and technology to remain competitive in the global fashion market. In this study, we investigated the co-creative new fashion product development (NFPD) process to understand its structural characteristics and examined the components of this business model through case studies. Fashion companies frequently collaborate with consumers to create unique and innovative fashion items that both satisfy consumer demand and expand their economic potential. Base on case studied involving consumer participation in NFPD, our study analyzed the structural characteristics of the co-creative NFPD process. Consequently, our investigation identified five key factors of the co-creative NFPD business model: co-value, co-creator, co-activity, co-platform, and co-partner. The co-creation approach established in this study will help advance research on new fashion strategies and provide foundational information for Korean fashion companies that are facing an increasingly competitive global market, thus making a significant contribution to the literature.

• Journal of Engineering Education Research
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• v.11 no.4
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• pp.11-18
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• 2008

Companies have been making considerable efforts to develop innovative products for better competitiveness in the market, however, the education curriculum for innovative product development (IPD) in domestic universities needs has not been well developed. The present study was intended to identify the needs of students and practitioners regarding teaching subjects, pedagogical methods, and industry-academia collaboration that can be reflected in the development of IPD education curriculum. Through a literature survey 46 IPD teaching subjects of 7 categories (planning, feasibility analysis, concept development, product design, manufacturing process design, production, and ethics & law) were selected. Opinions on the preferences and importances of the teaching subjects, pedagogical methods, and industry-academia collaboration were collected from 53 college students who took courses of product development and 36 practitioners working in product development. While the students preferred the balanced teaching of all the subject categories, the practitioners suggested planning and concept development be taught with high importance; 6 subjects (product development strategy, customer needs identification, market research, concept generation method, design ideation method, and ergonomic design) received high ratings of preference and importance. The students preferred the mix of various pedagogical methods (lecture, discussion, presentation, practice, and case study) and provided needs on each pedagogical method. Lastly, the students wanted an opportunity of learning through industry-academia collaboration and the practitioners provided ideas for mutual benefits between industry and academia. The needs of students and practitioners identified in the study can be effectively applied to develop a better IPD education curriculum.