• Journal of the Korean Society for Aviation and Aeronautics
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• v.32 no.2
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• pp.48-64
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• 2024

This study established a marketing strategy for the KAI Light Civil Helicopter (LCH) market by applying a Brand Asset Valuator (BAV) model to the LCH project currently underway by Korea Aerospace industries (KAI). Through literature reviews, the global scale of LCH projects and the development status of KAI LCH were identified. Subsequently, four sub-items from the BAV model were applied, and an expert survey was conducted. The primary data underwent an analysis process following the completion of the validity and reliability verification stage. The analysis revealed that the highest value was in the knowledge indicator, while the lowest value was in differentiation. The analysis confirmed KAI LCH's position on the BAV Power gird, indication that brand vitality, particularly differentiation, was lower than brand knowledge. Accordingly, this study finally presents a new marketing strategy to enhance the brand vitality of KAI LCH.

• International Area Studies Review
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• v.16 no.1
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• pp.327-349
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• 2012

This paper examined the strategic inward foreign direct investment and business performance in free economic zone. attractive of segment and country's competitive advantage were as proxy for the matrix of appropriateness. The marketing differentiation, inducement promotion, incentive, and business support were as proxy for the business performance. Based on the analysis of one hundred twenty cases, the following results were found. First, based on the attractive of segment and country's competitive advantage, the types of four segments was drawn. Second, the segment 4 have a significantly difference on their business performance. Third, strategic foreign direct investment have a significantly high difference on their marketing differentiation but a significantly low difference on their business support. Finally, the business performance, in order of performance, have a significantly difference on their marketing differentiation, inducement promotion, incentive, and business support. Limitation and suggestions for further are also highlighted.

• Proceedings of the Safety Management and Science Conference
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• 2000.05a
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• pp.393-410
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• 2000

For the development of chinaware having korea culture, using marketing survey and questionnaire to analysis of the preference and attitude of customer, and expends marketing share by market segmentation and price differentiation. This study is present to marketing strategy by making the plan of sales promotion for the development of industry chinaware of Yeoju and Icheon area.

• Journal of the Speleological Society of Korea
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• no.81
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• pp.25-34
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• 2007

These days cities are in the stage of inter-competition and emboss the placeness which they have. The marketing is emphasized for urban regeneration in backward cities and the dominant position in the urban competition. This study focuses on the place marketing with potential factors which the places have. In addition, this study intends to research the marketing through showing centers and the method to commercialize the places with the factors to success, Planning-Group, Place Identity and Place Image, and Public-private Partnerships, in the case of the Dongdaemun Market. Finally, the study intends to show politic significance for preferable objects of place marketing for the network of the fashion-cluster, differentiation of the rapid productivity, the foreign information centers, the dongdaemun sewing association, and the merchant association as the consequence of comparable analysis.

• Management & Information Systems Review
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• v.18
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• pp.115-132
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• 2006

The main findings of this study are summarized as follows; 1) For medium-small size Family Restaurant(FR) in the FR market, nowadays, survival is the key issue. If the medium-small size FR is to survive and continue to grow under this competitive environment, it must pursued the efficiency of management with niche marketing strategy. 2) This study is to describe the niche marketing strategy for medium-small size FR. Strategic niche marketing must be based on the target market, market positioning and strategic marketing mix. 3) Medium-small size FR needs to develop the marketing mix factors for the niche marketing strategy. It needs to make customers understand what the FR differs from current and potential competitors. Essentially the medium-small size FR must take a competitive advantage. Hence it will appeal to a substantial number of the segments customers. 4) In using niche marketing strategy, a medium-small size FR must establish the objectives, select the tools, develop the decisions on product differentiation, market segmentation and positioning under various strategic niche marketing factors 5) By carrying out the niche marketing strategy on the target market, customer's desire can be further fulfilled. When management efficiency is improved, we can better cope with changing environment.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• Journal of Fashion Business
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• v.6 no.5
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• pp.112-124
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• 2002

Japanese apparel industries have deployed the activities of plannings, production & sellings by brand marketings. Owing to it, they satisfied customers and accomplished the goal of corporation objective market advantage. All through this process it is very essential to establish the concept of product Through the analysis of the brand development in Japanese total apparel corporation; 1) it accesses synthetically to acquire sales and target benefit by active marketing based on the analysis of market environment; 2) on relation with customer, it comes close to customer in the process of buying and consuming product and provides a customer satisfaction in the process of those. All the way of the process above and the precedent, it is to complete the goal of corporation. The development of the brand in Japanese apparel corporation depends on the corporate's customeroriented marketing. Due to it, Japanese apparel corporation perceives the differentiation that the consuming pattern of customer is its life style so that Japanese apparel corporation provides the product that can satisfy customer needs.

• Journal of the Korean Institute of Landscape Architecture
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• v.32 no.4
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• pp.71-82
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• 2004

During the IMF period the unsold of apartment housing was significantly increased due to financial problems. Apartment constructors had to severely struggle with fund problems and even some of them were bankrupted. Due to this fact, they had to find new marketing strategies to sell the apartment complexes even with low margins. One of the solutions was that housing companies could present a distinctive and outstanding outdoor space in apartment complexes. The purpose of this study was to investigate such differentiated marketing strategies by reviewing the apartment housing advertisements during the IMF period. The major findings through this study were as follows: 1. During the IMF period housing companies presented a distinctive and outstanding outdoor space in apartment complexes. In 1999, which was the peak of the IMF impact, there were frequent advertisements for apartment housing in daily newspapers. 2. Daily newspapers had been mostly used for advertising the apartments. A thorough review of them is very valuable in investigating differentiated marketing strategies of the outdoor space in apartment complexes. 3. The main theme of differentiation of outdoor space can be summarized as : Emphasis of the importance of healthy life, application of environment-friendly facilities, and use of traditional korean style elements in apartment complexes.

• Asia Marketing Journal
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• v.20 no.4
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• pp.1-19
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• 2019

This paper reports a case study of SevenBräu, the first company to acquire a license for small and medium scale beer manufacturing in Korea. This study explores how SevenBräu analyzed its consumers, competition, and environment to set its target market and successfully positioned itself to explore new markets in Korea. The company accomplished this through a mixture of marketing strategies with differentiated products and consumer benefits. SevenBräu has been growing fast and establishing its image as a "high-quality craft beer locally produced in a traditional way" and a "beer with regional characteristics," with young consumers (aged 20 to 35) as the main target. Such remarkable growth of SevenBräu can be attributed to factors such as: (1) product differentiation to satisfy the needs of consumers for taste, flavor, diversity, and freshness, (2) developing brands with regional characteristics and actively communicating its strategy through earned and owned media, and (3) sustainable management, considering both social value creation and environmental performance. Lastly, this case study presents challenges in the areas of brand management, value delivery network, and communication that SevenBräu needs to address in the beer market that faces increasing competition.

• Asia Marketing Journal
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• v.15 no.1
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• pp.169-188
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• 2013

Established in 2006 as the forward integration effort by Taesung Industry, the major cosmetic packaging company, TONYMOLY has phenomenally grown to one of the major cosmetic brand companies in the submarket called, 'one brand-shop' of cosmetic market since 2008, after overcoming the crisis of 'going out of business' in a couple of early years. Within a relatively short period of time, TONYMOLY's performances have dramatically improved in terms of metrics such as growth in sales revenue, the number of stores, the average sales per store, transaction value per customer, the number of monthly transactions, the number of membership-based customers, and overseas sales. In this case study, we have examined TONYMOLY's recent marketing activities which may explain the plausible reasons behind the substantial growth of a small but smart cosmetic company. Above all, the first key success factor of TONYMOLY would be found in its adherence to the clear philosophy of the customer value proposition and/or the differentiated position of TONYMOLY as a brand of providing value. Second, this brand concept of value was first penetrated and welcomed among the foothold customer target group of mid and late teens with appropriate products, while the target groups were later expanded into the age group of twenties along with expansion of relevant products. Third, its differentiation efforts have been concrete and meaningful by utilizing unique ingredients in its product development and marketing efforts, unique fun packaging, and continuously introducing new hit-selling products as well as managing steady-selling products. Fourth, TONYMOLY has been smart enough to use its limited marketing money efficiently and effectively in its marketing communication activities. Viral marketing, PPL, and concentrated media planning and execution turned out to produce effective and efficient market-based performances such as awareness, word-of-mouth, and sales. Lastly, the marketing leadership of CEO and top management, emphasizing communications and interactions, was confirmed in the relationship quality with and trust level of its franchisees and internal employees. These key success factors may explain the recent phenomenal market performances of TONYMOLY. Despite recent successes, the major issues are presented for TONYMOLY to consider for maintaining its sustainable advantages and growth. The first issue concerns TONYMOLY's choice of growth philosophy between product/brand-centric marketing and customer-centric marketing. The second challenging issue relates to how TONYMOLY can cope with 'growing pains' plausibly accompanied with the rapid growth.