• Journal of the Korean Geotechnical Society
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• v.21 no.10
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• pp.5-16
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• 2005

Geosynthetic-reinforced and pile-supported embankments have been increasingly used and researched around the world. The inclusion of one or multiple geosynthetic reinforcements over the pile is intended to enhance the efficiency of load transfer from soft ground to piles, to reduce total and differential settlement and increase global or local stability. In this paper, the reinforcement effectiveness and arching effect of the geogrid-reinforced and pile-supported embankments have been studied in terms of field model tests and numerical analysis with varying the space between piles and reinforcement. 2-dimensional numerical analysis has been conducted using the FLAC (Fast Lagrangian Analysis of Continua) program. And load transfer mechanisms between soil-piles-geogrid were investigated. The mechanisms of load transfer can be considered as a combination of embankment soil arching, tension geogrid, and stress concentration due to the stiffness difference between pile and soft ground. Based on the field model test and numerical analysis results, it was found that the geosynthetic reinforcement slightly interferes with soil arching, and helps reduce differential settlement of the soft ground. Also. at the D/b=3 (D: spacing of pile cap, b: diameter of pile), the total settlement is reduced by about $40\%$ compared to that without reinforcement. For $D/b{\ge}6$, the effectiveness of geogrid reinforcement in reducing settlement is negligible.

• Journal of the Korean GEO-environmental Society
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• v.4 no.3
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• pp.27-40
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• 2003

In the present study, a newly modified soil nailing technology named as the PSN(Pretension Soil Nailing) system is proposed. Effects of various factors related to the design of the pretension soil nailing system, such as the length of a sheathing pipe and the fixed cone, are examined throughout a series of the displacement-controlled field pull-out tests. 9 displacement-controlled field pull-out tests are performed in the present study and the pretension forces are also evaluated based on the measurements. In addition, both short-term and long-term characteristics of pull-out deformations of the newly proposed PSN system are analyzed and compared with those of the general soil nailing system by carrying out the stress-controlled field pull-out tests. A numerical approach is further made to determine a postulated failure surface as well as a minimum safety factors of the proposed PSN system using the shear strength reduction technique and the $FLAC^{2D}$ program. Global minimum safety factors and local safety factors at various excavation stages computed in case of the PSN system are analyzed throughout comparisons with the results expected in case of the general soil nailing system. An efficiency of the PSN system is also dealt with by analyzing the wall-facing deformations and the adjacent ground surface settlements.

• Journal of the Korean Crystal Growth and Crystal Technology
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• v.26 no.3
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• pp.115-120
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• 2016

$CeO_2$ is used as a co-catalyst with $TiO_2$ to improve the catalytic activity of $MnO_x$ and characterization of nano-sized powder is identified with de-NOx efficiency. A comparison between $MnO_x-CeO_2/TiO_2$ and single $CeO_2$ was conducted in terms of microstructural analysis to observe the behavior of $CeO_2$ in the ternary catalyst. The $MnO_x-CeO_2/TiO_2$ catalyst was synthesized by sol-gel method and the average particle size of the single $CeO_2$ is about $285{\mu}m$ due to the low thermal stability, whereas the particle size $MnO_x-CeO_2/TiO_2$ is about 130 nm. The strong interaction between Ce and Ti was identified through the EDS mapping by transmission electron microscopy (TEM). The improvement about 20 % of $de-NO_x$ efficiency is observed in the low-temperature ($150^{\circ}C{\sim}250^{\circ}C$) and vigorous oxygen exchange by well-dispersed $CeO_2$ is the reason of catalytic activity improvement.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.

• Management & Information Systems Review
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• v.22
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• pp.137-165
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• 2007

It seems high time to increase productivity by adopting e-business to overcome challenges posed by both external factors including the appreciation of Korean won, oil hikes and fierce global competition and domestic issues represented by disparities between large corporations and small and medium enterprises (SMEs), Seoul metropolitan and local cities, and export and domestic demand all of which weaken future growth engines in the Korean economy. The demands of the globalization era are for innovative changes in businessprocess and industrial structure aiming for creating new values. To this end, e-business is expected to play a core role in the sophistication of the Korean economy through new values and innovation. In order to examine business performance in e-business-adopting industries, this study analyzed the home shopping industry by closely looking into the financial ratios including the ratio of net profit to sales, the ratio of operation income to sales, the ratio of gross cost to sales cost, the ratio of gross cost to selling, general and administrative (SG&A) expense, and return of investment (ROI). This study, for best outcome, referred to corporate financial statements as a main resource to calculate financial ratios by utilizing Data Analysis, Retrieval and Transfer System (DART) of the Financial Supervisory Service, one of the Korea's financial supervisory authorities. First of all, the result of the trend analysis on the ratio of net profit to sales is as following. CJ Home Shopping has registered a remarkable increase in its ratio of net profit rate to sales since 2002 while its competitors find it hard to catch up with CJ's stunning performances. This is partly due to the efficient management compared to CJ's value of capital. Such significance, if the current trend continues, will make the front-runner assume the largest market share. On the other hand, GS Home Shopping, despite its best organized system and largest value of capital among others, lacks efficiency in management. Second of all, the result of the trend analysis on the ratio of operation income to sales is as following. Both CJ Home Shopping and GS Home Shopping have, until 2004, recorded similar growth trend. However, while CJ Home Shopping's operating income continued to increase in 2005, GS Home Shopping observed its operating income declining which resulted in the increasing income gap with CJ Home Shopping. While CJ Home Shopping with the largest market share in home shopping industryis engaged in aggressive marketing, GS Home Shopping due to its stability-driven management strategies falls behind CJ again in the ratio of operation income to sales in spite of its favorable management environment including its large capital. Companies in the Group B were established in the same year of 2001. NS Home Shopping was the first in the Group B to shift its loss to profit. Woori Home Shopping has continued to post operating loss for three consecutive years and finally was sold to Lotte Group in 2007, but since then, has registered a continuing increase in net income on sales. Third of all, the result of the trend analysis on the ratio of gross cost to sales cost is as following. Since home shopping falls into sales business, its cost of sales is much lower than that of other types of business such as manufacturing industry. Since 2002 in gross costs including cost of sales, SG&A expense, and non-operating expense, cost of sales turned out to have remarkably decreased. Group B has also posted a notable decline in the same sector since 2002. Fourth of all, the result of the trend analysis on the ratio of gross cost to SG&A expense is as following. Due to its unique characteristics, the home shopping industry usually posts ahigh ratio of SG&A expense. However, more than 80% of SG&A expense means the result of lax management and at the same time, a sharp lower net income on sales than other industries. Last but not least, the result of the trend analysis on ROI is as following. As for CJ Home Shopping, the curve of ROI looks similar to that of its investment on fixed assets. As it turned out, the company's ratio of fixed assets to operating income skyrocketed in 2004 and 2005. As far as GS Home Shopping is concerned, its fixed assets are not as much as that of CJ Home Shopping. Consequently, competition in the home shopping industry, at the moment, is among CJ, GS, Hyundai, NS and Woori Home Shoppings, and all of them need to more thoroughly manage their costs. In order for the late-comers of Group B and other home shopping companies to advance further, the current lax management should be reformed particularly on their SG&A expense sector. Provided that the total sales volume in the Internet shopping sector is projected to grow over 20 trillion won by the year 2010, it is concluded that all the participants in the home shopping industry should put strategies on efficient management on costs and expenses as their top priority rather than increase revenues, if they hope to grow even further after 2007.

• Journal of the Korean earth science society
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• v.42 no.5
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• pp.524-535
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• 2021

Rapid climate change and oceanic warming have increased the variability of oceanic wave heights over the past several decades. In addition, the extreme wave heights, such as the upper 1% (or 5%) wave heights, have increased more than the heights of the normal waves. This is true for waves both in global oceans as well as in local seas. Satellite altimeters have consistently observed significant wave heights (SWHs) since 1991, and sufficient SWH data have been accumulated to investigate 100-year return period SWH values based on statistical approaches. Satellite altimeter data were used to estimate the extreme SWHs at the Ieodo Ocean Research Station (IORS) for the period from 2005 to 2016. Two representative extreme value analysis (EVA) methods, the Initial Distribution Method (IDM) and Peak over Threshold (PoT) analysis, were applied for SWH measurements from satellite altimeter data and compared with the in situ measurements observed at the IORS. The 100-year return period SWH values estimated by IDM and PoT analysis using IORS measurements were 8.17 and 14.11 m, respectively, and those using satellite altimeter data were 9.21 and 16.49 m, respectively. When compared with the maximum value, the IDM method tended to underestimate the extreme SWH. This result suggests that the extreme SWHs could be reasonably estimated by the PoT method better than by the IDM method. The superiority of the PoT method was supported by the results of the in situ measurements at the IORS, which is affected by typhoons with extreme SWH events. It was also confirmed that the stability of the extreme SWH estimated using the PoT method may decline with a decrease in the quantity of the altimeter data used. Furthermore, this study discusses potential limitations in estimating extreme SWHs using satellite altimeter data, and emphasizes the importance of SWH measurements from the IORS as reference data in the East China Sea to verify satellite altimeter data.