• Journal of Korea Technology Innovation Society
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• v.8 no.2
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• pp.809-831
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• 2005

This paper explores the difference between domestic new ventures(DNV) and international new ventures (INV). New ventures pursue business opportunities in their target markets armed with experienced founding team, distinctive competitive strategies, and different entry time at foreign market. As a result, INVs were founded by larger number of founding team and more experienced in international business. Also INVs enter earlier global market and pursue business opportunities than DNVs. in In terms of competitive strategy, INVs highlight continuous quality improvement and diverse customers compared to DNVs focused on intellectual property rights. INVs get higher profitabilities in financial performance. Finally, this paper suggests some managerial implications for new venture to explore business opportunities in the global markets.

• Journal of Information Technology Applications and Management
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• v.13 no.1
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• pp.95-116
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• 2006

Many SMEs have adopted ASP models which have brought various benefits to SMEs such as decreasing the total cost, using new IT technology, enhancing the maintenance, and implementing the information systems rapidly. Ministry of Information and Communication had implemented the ASP diffusion project for the ASP venders and SMEs between 2001 and 2003. As results of this project, various industries adopted the ASP applications of which the performance was enhanced, and then the competitiveness of the ASP vendors in Korea was increased. The purpose of this study is to make a strategy of the penetration into China market for ASP services which have competitive advantages. This study uses various research methods such as questionnaire survey, visiting SMEs in china and making interviews. This study shows the current status of Chines ASP market, the several cases of using ASP services, and questionnaire analyses(service recognition, service requirement and factors and infrastructure, business environment and supporting organizations etc) of ASP demand. And finally this study proposes several strategic considerations in entering China market and suggests several support policies for supporting Korean ASPs.

• International Commerce and Information Review
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• v.11 no.1
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• pp.485-515
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• 2009

In this study aims to research and analyze what are decision factors between a wholly-owned subsidiary and a international company cooperation in the internationalization process. From 57 primary studies found 26 observed variables for aggregation of effect size in the using "Fixed Effect Model" on this mata-analysis. The article also links the theories that are used in the literature, not considered in the most of primary studies, to the empirical results and recommends global management strategy which is needed for business practical affairs. According to the result, the meta-analysis suggests that the number of employees of a MNC, the geological and cultural differneces between the host country and home country, the country-specific international experience of the MNC and export intensity, the international product diversification, the market growth and the market size of the foreign operations, and resource intensity of the foreign operations, the legal restrictions in the host country and the country risk of the home country do exert a significant effect on the decision between cooperative arrangement and a wholly-owned subsidiary. Conversely, for a large number of variables, no significant relationship seems to exist based on the combined results. This is the case, for example, for factor specificity, the r&d-intensity, the subsidiary size, the assets of the MNC and the sales volume of the MNC.

• Journal of Korean Society of Environmental Engineers
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• v.32 no.6
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• pp.531-538
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• 2010

• International Commerce and Information Review
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• v.15 no.4
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• pp.509-532
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• 2013

This paper analyzed the functional global entry process of firms by real business cases. We reviewed the global firm Zara and Uniqlo's functional global entry process by Malnight (1995) four-step model which is composed of appendage, participation, contribution, integration stages. We found that both Zara and Uniqlo made successful internationalization using integrated global value chain. However, Zara maintained the home-initiated internationalization strategy on whole value chain, Uniqlo operated subsidiary-initiated functional strategy in specific value chain activities. This study suggests that internationalization occurs at the level of the function, rather than the firm. In addition, this study suggests practical implication to Korean fashion firms that global firms should maintain the functional global entry strategy basing on firm's internationalization steps.

• Journal of Convergence for Information Technology
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• v.7 no.2
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• pp.17-24
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• 2017

As the fourth industrial revolution era, lots of new convergence products are being launched but most of them are disappearing due to intense competition. In particular, small and medium-sized businesses(SMBs) don't have a lot of management capabilities, so they focus on performance and quality rather than considering specific marketing strategies when planning a product. However, if the strategy isn't included when new convergence products are planned, it can be difficult to enter the initial market and mainstream market. In this paper, we examined the risk factors that may occur in the process of transition from the initial market to the mainstream market, from chasm marketing perspective. Through this analysis, to launch new convergence product and go beyond chasm at the same time, we have analyzed the chasm marketing and social network perspective, and then suggested four marketing strategies. When SMBs make new convergence product enter into mainstream market, these marketing strategies will be favorable to them which want to position at the dominant advantage of the market in the fierce competition.

• Journal of the Korean Operations Research and Management Science Society
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• v.22 no.4
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• pp.71-80
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• 1997

In this paper, we consider with a market pioneering game among symmetric firms in highly competitive situation. To describe the puzzling situation of timing competition, we construct a dynamic game model and explore the equilibrium solution. As a result, we find a subgame perfect mixed strategy Nash equilibrium conceptually defined by 't$_{0}$ + .elsilon. equilibrium'. Our major finding s include : i) market entry will be occurred in sequential manner even though the condition of each firm is symmetric ii) the optimal timing of market pioneering will be advanced until almost all of the monopolist's profit is dissipated, iii) as the market position of the pioneer is stronger, the timings of the pioneer and the follower are separated, iv) and as the slope of the profit flow is steeper, the entry timing of the two players will be pooled together.

• Journal of Korean Society of Environmental Engineers
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• v.32 no.5
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• pp.399-406
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• 2010

• Journal of Korean Society of Environmental Engineers
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• v.32 no.5
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• pp.407-416
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• 2010

• Journal of Korea Technology Innovation Society
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• v.12 no.1
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• pp.212-236
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• 2009

This study is an attempt to deduct environmental uncertainties facing next-generation convergence services, in four areas including customer, technology, service provider and regulation. We assess the level of residual uncertainty with regard to key environmental uncertainty factors, and conduct a scenario planning analysis. Based on the results of this analysis, we provide suggestions on market entry strategy for providers of this next-generation convergence service. The strategic assessment of six scenarios developed in this study, each with two levels of residual uncertainty (alternate futures and a range of futures) resulted in two key success factors (KSF), namely, customer demand trends and easing of advertising restrictions. Four types of strategic scenarios were then discerned, for each of which we present response capabilities that may be required of service providers, along with strategic suggestions. The results of this study are rich in implications for both policy-makers and regulators seeking ways to create and stimulate a convergence service market and prospective providers of next-generation convergence services, as they provide concrete tips related to market entry strategy, including efficient resource allocation, types of market entry and time-frames for entry.