• 한국체육학회지인문사회과학편
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• v.57 no.6
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• pp.123-134
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• 2018

The purpose of this study is to analyze the economic efficiency of the policy implemented by Ministry of Culture, Sports and Tourism on leading company in sport industry. The leading companies in sport industry are those who have a certain amount of sales in sport industry and the ones with potential to become global companies. Supporting areas include business advancement, overseas market development, and overseas PR marketing integration support. The research is performed by developing the equilibrium model composed of supply as well as demand and applying input-output analysis. The economic efficiency is estimated to in the form of changes in the sales of corporations and the ripple effect of the national economy. The results of the study are as follows. First, it is estimated that the sales growth rate of the company due to the implementation of the policy is from 3.74% to 5.19%. Second, the increase in sales reaches to a maximum of KRW 4,081 billion with a minimum of KRW 1,573 million, depending on the size of the company. Third, it is estimated that the production inducement effect for the national economy is from KRW 36 billion to KRW 93.4 billion. Fourth, the induced value added for the national economy is estimated to be at least KRW 11.3 billion, up to KRW 29.2 billion.

• Journal of Industrial Convergence
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• v.13 no.4
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• Journal of Korean Society for Quality Management
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• v.32 no.3
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• pp.166-181
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• 2004

The aircraft production quality management system in Korea has been implemented to support the developmental phase of Korean aircraft industries, from overhaul of the aircraft and engines to development of military trainer aircraft. After the deletion of the Mil-Q-9858A standard in 1996, Korean aerospace companies established ISO 9001 and AS 9100 as their basic aerospace quality management system specifications. These quality standards were adopted in the same period of time by other leading international aircraft manufacturing companies. This paper presents a future direction on the improvement of quality management systems for Korean aircraft production company by considering (1) Korean governments strategy for the development of Korean aircraft Production industries, (2) short and long term business plan of Korean aerospace industries, and (3) benchmarking leading international company's quality management systems.

• Journal of Korean Port Research
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• v.13 no.2
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• pp.199-214
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• 1999

Recently leading edge companies use the Supply Chain Management as a competitive weapon to secure and maintain customer loyalty. As a consequency they are concentrating resources on the company’s core business and employing strategic alliances with third-party providers to ensure the company provides its customers’desired logistics service levels at acceptable costs. Under this circumstances this paper surveys the third party logistics as a leading edge logistics industry coping with the progress of the supply chain management. The status and the type of the TPL including the Forwarder are analyzed in the view point of global logistics. Also the development strategy of third party logistics in the future is suggested.

• Journal of Drive and Control
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• v.20 no.1
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• pp.27-33
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• 2023

From the perspective of dental chair manufacturers, it is important to of localizing hydraulic system in order to secure market competitiveness. This study aims to develop the analysis model of a dental chair which overseas companies secure core technologies. The study follows the steps below. First, the component parts of the solenoid valve unit of a foreign leading company are analyzed and implemented in virtual environment. Second, dynamic behavior scenario is established based on solenoid valve signal chart provided by a foreign leading company. The analysis model is verified and its performance is analyzed using dynamic behavior according to each scenario. Third, a simulation is carried out to determine whether the cylinder velocity of designed hydraulic system surpasses 1cm/s as required by the design.

• Asia Marketing Journal
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• v.20 no.2
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• pp.85-98
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• 2018

Korea Ginseng Corporation is a global ginseng company, owning one of the most leading brands in Korea, CheongKwanJang. Although Korea Ginseng Corporation was an undoubted market leader in the red ginseng market, it faced a new challenge in 2012 due to the changes in market environment. In order to keep its market leadership in a saturated and competitive market, the company decided to extend its product lines alongside the launches of new brands. In this article, the authors demonstrate the development process of the company's brand portfolio strategy to reveal how the company turned CheongKwanJang into a mega-brand. Also, this paper explores the impact of CheongKwanJang's reputation on new brands, thereby illustrating how the company successfully managed to introduce new products outside of the red ginseng category, ranging from organic food to a pet food market.

• Journal of Distribution Science
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• v.11 no.1
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• pp.35-44
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• 2013

Purpose - This study aims to (a) analyze local citizens' perception of a local company, the Gwangyang Steel and Iron Company (GSIC); (b) compare the perception toward the local company with that of national citizens' perceptions towards many other unspecified companies, which were surveyed biannually by The Korea Chamber of Commerce and Industry (KCCI); and (c) analyze how such companies evaluate perceptions towards them, in relation to citizens' socioeconomic position, such as their education status. Research design, data, methodology - The data were collected using a questionnaire, which was given to a sample of local citizens in cities. To test the hypotheses, factor analyses, a t-test, and an ANOVA were conducted. The total number of respondents was 1798. The data gathered from the respondents of the sample were analyzed using SPSS Win 19.0 software. Perception towards the company was evaluated on the corporate favorite index (CFI). The CFI index shows how positive citizens feel towards a company. It is calculated using five leading factors, consisting of the following: contribution to the economy, productivity, international competitiveness, social contribution, and ethical management. The higher the level of positive feelings exhibited, the closer the index will come to 100. Results - As a result of the analysis, the CFI index towards the GSIC stood at 67.3. The CFI index towards the company is 16.5 points higher than that of the index towards the many other unspecified companies, which were surveyed by the bi-annual KCCI study in the first half of 2011. The other five indexes stood as follows: contribution to the economy, productivity, social contribution, and ethical management was 69.2, 71.2, 64.6, and 58.6, respectively. These indexes are 18.3, 4.6, 27.6, and 35.6, respectively, higher than those found by the KCCI study. However, international competitiveness is 73.0 (9.8 points lower than that of the KCCI study). This survey thus shows that the CFI of the local citizens towards the global company GSIC is very high when compared with the CFI index towards the many other unspecified companies that was determined by the KCCI survey. Conclusions - This survey shows that local citizens have high expectations of economic activity, increasing working opportunities, and regional cooperation projects from the local company, GSIC. In addition, the CFI index towards GSIC evaluates results depending on the respondent's relationship with the company, and their educational status. Respondents, whose family or relatives were working as employees of GSIC, have relatively positive perceptions of GSIC, and respondents with a relatively higher educational status also share positive perceptions. Local citizens expect the profit-making of the company to operate in accordance with management activities, and at the same time, they expect that the wealth generated by the company will return to wider society.

• Journal of Information Technology Applications and Management
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• v.31 no.4
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• pp.163-178
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• 2024

The development of industry since the Industrial Revolution has caused environmental destruction and is threatening to destroy the order of the Earth's ecosystem. Due to the severity of environmental problems, companies are facing a crisis where they may lose competitiveness if their management strategies do not prioritize environmental issues. This study studied the impact of a company's environmental orientation on employee satisfaction, organizational commitment, and loyalty. This study studied the impact of a company's environmental orientation on employee satisfaction, organizational commitment, and loyalty. As a result of the study, the internal and external environmental orientation of the company on satisfaction had a significant positive influence and were all adopted, while the internal and external environmental orientation on organizational commitment were all rejected as they had no significant impact. Satisfaction was found to have a significant positive (+) effect on organizational commitment and a significant positive (+) effect on loyalty, so both were adopted. Organizational commitment was adopted because it had a significant positive effect on loyalty, and internal and external environmental orientation had no significant effect on loyalty, so it was all rejected. A company's green environmental orientation plays an important role in a company's sustainable growth and can be formed based on the company's will. Therefore, this study shows that a company's environmental orientation improves the company's environmentally friendly image and provides positive value to organizational members, leading to improved corporate performance.

• Journal of Distribution Science
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• v.14 no.10
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• pp.81-91
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• 2016

Purpose - This study proposes a strategic model for the late mover to effectively penetrate an industry that is dominated by a leading company. Thus, this study presents strategic implications for several late movers in overcoming the advantages of the leading company. Research design, data, and methodology - This study begins with a literature review followed by the formation of a strategic model that consists of: Repositioning, Utilization of Competence, Strategic Leadership, and Innovation. Specifically, this research analyzes LG Electronics (LG) as an example and investigates how LG infiltrates and grows in the water purifier market, overcoming the advantages of the powerful leading company. Results - The major steps taken by LG are summarized into four. First, LG studied the market, which had been conventionally treated as a single market. To penetrate the market, LG founded a new, special market segment. Subsequently, LG further segmented the market, executing a marketing strategy for each segment. Second, the unbending will of top managers was a key factor that addressed the challenge persistently. Third, even though LG was the late mover in the water purifier market, it had several technology competences such as compressor, refrigeration cycles, and algorithms. LG had profound knowledge in technology and used it effectively. Fourth, LG created a premium market through three innovative and distinguished factors such as the stainless water tank, sterilization service, and luxury design. Conclusions - This research draws four key findings from the example of the late mover in the water purifier industry: the reestablishment of a strategic position based on environmental change is an effective strategy for the late mover; strategic leadership is an important motive to generate late mover performance; and the late mover can utilize its existing knowledge and resources to overcome the first mover, such as presenting new added value compared to existing products as an effective catch-up strategy. Consequentially, through the study of performance determinants and the market penetration strategy of the late mover, this research has significance in providing basic material for companies trying to penetrate the market.

• Journal of Science of Art and Design
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• v.2
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• pp.128-160
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• 2000

The objective of this study is to establish a theoretical framework of factors and strategies for success , by probing into design management strategies and the resulting product development details of firms from many parts of the world that improved their images and competitiveness through industrial design. As a means for a company to successfully develop products and to survive, strategies for successful product development were unfolded by many leading businesses of industrial design, whose methods and strategies were respectively unique. International companies such as Philips, Sony, Braun, Ford, and Alessi employed industrial design to not only renew their brand perceptions, but also added values to human life by embedding exclusive designs that customers prefer in their products. They have used design as a business strategic tool, whose elemental processes are, planning, organizing, directing, and controlling. In conclusion, the successful strategies of the leading global companies' design management and product development share the following First, these companies seek design strategies that foresee upcoming changes and are ahead of their time. Second, the CEO is aware of the importance of design, has an appreciative eye for design, and puts in effort into supporting and developing his or her design sector. Third, the director is provided with the conditions in which he or she can take control of one's tasks, and has the abilities and qualities to provide visions for the future. Fourth, the product development team uses original and logical processes and is highly organized. Fifth, the design organization effectively utilizes necessary experts of internal and external company. Sixth, the firm produces innovative products that meet the customers' demand and predict the future. Seventh, the products developed shall employ cutting-edge technologies and are new and original. Eighth, the product must have an identity as a product that represents the company.