In order to overcome the limitation of market orientation concept, Narver et al. (2004) have extended the original concept into two dimensions, responsive market orientation (RMO) and proactive market orientation (PMO), respectively. Yet, there has been very limited empirical studies that analyzed the differential effects of each market orientation on firm outcomes, especially in the Korean context. We analyze the impact of RMO and PMO on the new product performance in the perspective of SMEs and examine the moderating effect of external factors such as environmental uncertainty and market similarity. The results of this study show that both RMO and PMO have a significant positive effect on the new product performance of SMEs. Also, environment uncertainty shows a negative moderating effect on the relationship between RMO and new product performance, whereas it has positive moderation with PMO. This suggests that focusing on potential customers' needs rather than current needs helps improve firm performance as the competitive environment surrounding the firm becomes more uncertain. Lastly, market similarity showed a positive moderating effect on the relationship between RMO and new product performance, but not on PMO.
With the launching WTO, the world economy has been changing new competitive environment. Agricultural exports should be pursued actively in the market of opening era to develop the foreign agricultural product market and to improve the domestic agribusiness quality and strengthen its competitiveness. The purpose of this is paper is to understand agricultural export status of Korea to detect challenges and matter for improvement, to find new measures of export strategy for the foreign market, recent emerging export promotion with high potential growth, and to increase Korea agricultural export to new world market by using a new method. The profit and loss status is volatile since the agricultural export is in its infancy. However, we have learned lessons from previous success and failure that prior analyzing of agricultural export feasibility, phased-in expansion of agri-food export volume, connection of agri-food export and agri-food market policy. In relation to this, this paper introduces Efficient and Effective Utilization of Communal Facilities in agri-food export. Consequently, First, Export promotion scheme for agri-food is to precise analysis of import countries and to collection agri-food export procedure and agri-food market system. Second, In order to expand export agricultural products to new world market, we need to direct 3rd support program to enhancing competitiveness in expanding export of agricultural export.
This paper describes the Blue Ocean Strategy and Business TRIZ (Russian Theory of Inventive Problem Solving) Tactics as one method for knowledge creation and innovation. The opening new market avoiding keen competition is very popular recently and is not just prosper, but survival problem. As one new strategy for finding new market, the Blue Ocean Strategy gives the big blueprint for new market, but has no enough tools to make more concrete ideas. In this paper, we suggest using the Strategy Campus and other tools in the Blue Ocean Strategy at initial stage and then, compensating the TRIZ principles to make more concrete ideas for new market as tactics. We applied it to find the new market for conventional newspaper industry and EBS (Education Broadcast System) management innovation in Korea as case studies and got better results comparing to using only the Blue Ocean Strategy.
This paper describes the mechanism for new investment to appear in waves of boom and bust causing alternative periods of over and under supply of electricity in Korean market. A system dynamics model was developed to describe the dynamic behavior of new investment in Korean market. The simulation results show the boom and bust cycle in the new investments. When the market price is high, investors decide to build new power plants. However, it takes some delay time to complete new power plants. When the new power plants are being added into the grid, the supply increases and the wholesale price begins to decrease. This causes the cancellation of new power plant or delay the construction. This mechanism causes the boom and bust cycle in new investment.
According to Resource Dependence theory, an organization's behavior and strategy is affected by external resources. An organization has diverse resources interacting with environment. Because organization cannot focus on all those resources, it concentrates on its critical resources. In market environment, firm responds to other firms by controlling their internal critical resources or manages interdependency with environment to get market share. Thus Firm should choose best behavior and strategy when internal and external resources are change. When new brand enters, incumbents might change their strategy to protect their market share depending on critical value. More precisely, incumbents sharing market with entrant respond, but incumbents having competitive internal resources do not. In this article, we study incumbent's responses to a new brand entry and long-term effect. We show that how incumbents change their price strategy in reaction to the new brand' entry and also show these responses vary depending on interdependency of internal resources and external environments and ownership.
Journal of Korean Society of Industrial and Systems Engineering
/
v.42
no.3
/
pp.109-115
/
2019
Most demand forecasting studies for telecommunication services have focused on estimating market size at the introductory stage of new products or services, or on suggesting improvement methods of forecasting models. Although such studies forecast business growth and market sizes through demand forecasting for new technologies and overall demands in markets, they have not suggested more specific information like relative market share, customers' preferences on technologies or service, and potential sales power. This study focuses on the telecommunication service industry and explores ways to calculate the relative market shares between competitors, considering competitive situations at the introductory stage of a new mobile telecommunication service provider. To reflect the competitive characteristics of the telecommunication markets, suggested is an extended conjoint analysis using service coverage and service switching rates as modification variables. This study is considered to be able to provide strategic implications to businesses offering existing service and ones planning to launch new services. The result of analysis shows that the new service provider has the greatest market share at the competitive situation where the new service covers the whole country, offers about 50% of existing service price, and allows all cellphones except a few while the existing service carrier maintains its price and service and has no response to the new service introduction. This means that the market share of the new service provider soars when it is highly competitive with fast network speed and low price.
Yeu, Minsun;Lee, Doo-Hee;Kim, Sang Yong;Yoo, Shijin
Asia Marketing Journal
/
v.14
no.3
/
pp.169-184
/
2012
All firms require new stimulus to spurt growth. Therefore it is necessary to successfully develop new products and to employ appropriate marketing practices for the new products to enter and settle in the market. Binggrae, a Korean company that specializes in dairy and processed dairy products, introduced a ready-to-drink (RTD) coffee product, 'a Café la' to expand its business into the coffee market in 2008. Binggrae was a latecomer in the RTD coffee market but a Café la has shown an impressive average sales growth rate of 115% as of 2011 since the launch. Moreover, it is a steady bestselling coffee brand among the Polyethylene terephthalate (PET)bottle category. Binggrae found potential and opportunity in the growing coffee market and made efforts to develop a new product that can be differentiated from the existing products. The result was PET bottle coffee, which was more portable and convenient to drink than coffee products offered in cups or cans. PET bottle coffee is produced through the patented Aseptic Filing System, thus the original coffee flavor stays fresh when combined with milk and has a longer shelf life than coffee products in cups. Moreover, as the taste of coffee consumers has become more sophisticated, Binggrae developed a premium product by differentiating the product processing method and by using higher-quality Arabica beans. After launching the new product, the company also employed a well-designed communication strategy. First, Binggrae was able to confirm the level of market demand and market potential for the product by employing BTL (Below the Line) marketing strategies through the consumers' word-of-mouth. Afterwards, the company invested its resources for a full-scale ATL (Above the Line) marketing campaign. Later a Café la's TV commercial effectively portrayed the product's characteristics, and succeeded in raising consumer awareness of the product. As a result, a Café la has become the bestselling brand in the PET bottle coffee market. The successful new product marketing strategy of Binggrae'sa Café la offers many valuable implications for companies planning to launch new products in the future.
DongDaeMoon fashion retail market, or so-called the new western market, has been playing an important role in DongDaeMoon area's success from 1997 to early 2000's. However, the unique and successful fashion merchandising system of DongDeaMoon retail market has been seriously threatened by consumer need changes as well as by an increased competition from new types of retail stores such as discount stores and online shopping malls. Moreover, its performance has been deteriorated due to the increased number of undifferentiated, small and medium-sized retail stores within the area. In this paper, attempts are made in building revitalization strategies for DongDeaMoon fashion retail market on the basis of analyzing fast fashion and consumers. As results, we found that DongDaeMoon fashion retail market needs cooperated area management plan from related market members. This will help DongDaemoon's image change from deal-oriented market to relationship-oriented market with consumers. Through Focus Group interview, we found DongDeaMoon fashion retail market is confronted with insufficient shopping infrastructure and new challenge from global fast fashion brand. Moreover, to overcome this situation, consumers require repaired communication activities by DongDeaMoon fashion market members on consumer relationship management basis. At the end, this paper try to provide strategic implications for DongDeaMoon fashion retailers.
This study empirically examines the impact of SSM market entry on changes in market shares among retailing types. The data is monthly time-series data spanning over the period from January 2000 to December 2010, and the effect of SSM market entry on market shares of retailing types is analyzed by utilizing several key factors such as the number of new SSM monthly entrants, total number of SSMs, the proportion of new SSM entrant that is smaller than $165m^2$ to total new SSM entrants. According to the Korean Standard Industrial Classification codes, the retailing type is classified into 5 groups: department stores, retail sale in other non-specialized large stores(big marts), supermarkets, convenience stores, and retail sale in other non-specialized stores with food or beverages predominating (others). The market shares of retailing types are calculated by the ratio of each retailing type monthly sales to total monthly retailing sales in which total retailing sales is the sum of each retailing type sales. The empirical model controls for the size effects with the number of monthly employees for each retailing type and the macroeconomic effects with M2. The empirical model employed in this study is as follows; $$MS_i=f(NewSSM,\;CumSSM,\;employ_i,\;under165,\;M2)$$ where $MS_i$ is the market share of each retailing type (department stores, big marts), supermarkets, convenience stores, and others), NewSSM is the number of new SSM monthly entrants, CumSSM is total number of SSMs, $employ_i$ is the number of monthly employees for each retailing type, and under165 is the proportion of new SSM entrant that is smaller than $165m^2$ to total new SSM entrants. The correlation among these variables are reported in
.
shows the descriptive statistics of the sample. Sales is the total monthly revenue of each retailing type, employees is total number of monthly employees for each retailing type, area is total floor space of each retail type($m^2$), number of store is total number of monthly stores for each retailing type, market share is the ratio of each retailing type monthly sales to total monthly retailing sales in which total retailing sales is the sum of each retailing type sales, new monthly SSMs is total number of new monthly SSM entrants, and M2 is a money supply. The empirical results of the effect of new SSM market entry on changes in market shares among retailing types (department stores, retail sale in other non-specialized large stores, supermarkets, convenience stores, and retail sale in other non-specialized stores with food or beverages predominating) are reported in
. The dependant variables are the market share of department stores, the market share of big marts, the market share of supermarkets, the market share of convenience stores, and the market share of others. The result shows that the impact of new SSM market entry on changes in market share of retail sale in other non-specialized large stores (big marts) is statistically significant. Total number of monthly SSM stores has a significant effect on market share, but the magnitude and sign of effect is different among retailing types. The increase in the number of SSM stores has a negative effect on the market share of retail sale in other non-specialized large stores(big marts) and convenience stores, but has a positive impact on the market share of department stores, supermarkets, and retail sale in other non-specialized stores with food or beverages predominating (others). This study offers the theoretical and practical implication to these findings and also suggests the direction for the further analysis.
The purpose of this article is to suggest what is the desirable direction of economic relationship between Korea and China. The economic relationship between countries is based on how the present network is. As the economic relationship between countries grows, the network between countries will expand. In the past, the economic relationship between Korea and China is cooperative one from the viewpoint of international division of labor. Korean industries was focused on the value-added and mid-advanced technology products, while Chinese was focused on the labor-intensive products. As the China's economy grows for more than thirty years, there is a great change in China's economic policies and environment. China's industry structure is moving from the labor-intensive industry to technology-oriented industry. China's exports to the global market is increasing very fast, and China's domestic market is also growing. The change in Chinese industries' structure bring about severe competition in the global market. The expanding China's domestic market is also good opportunity as the new market in the world. The change in China's industrial structure needs for Korea to establish the 'New Network" between two countries. Korea has to grab the new opportunities in the China's domestic market and find new cooperative network with the products and industries.
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