• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Journal of the Korean Society of Surveying, Geodesy, Photogrammetry and Cartography
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• v.35 no.6
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• pp.495-508
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• 2017

Today, MMS (Mobile Mapping System) uses the strengths of individual sensor technologies on a variety of platforms to increase the efficiency of geospatial data collection. In this paper, we analyzed the market size and technology trend of mobile mapping market in Korea and abroad, and analyzed frequency, trend, and characteristics of MMS related patents. The results of the analysis are as follows: First, it is expected that the domestic and overseas mobile mapping market will continue to grow in the future, and MMS-related technologies and applications are rapidly developing. Active research and development investment is required to preoccupy future market through technology development and patent competition. Second, the frequency of filing domestic patents is highly correlated with the results of national R&D, and industrial patent applications are highly related to national projects. It is analyzed as the result of introduction of preemptive technologies and research and development of companies for preemption in related industry rather than market development. Lastly, in Korean geospatial information industry survey, It is necessary to maintain the data so that it can be compared with the data of foreign institutions. In particular, statistical data that can grasp the market size in terms of geospatial information utilization and technical aspects are desperately needed.

• Asia Marketing Journal
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• v.15 no.4
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• pp.1-32
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• 2014

The purpose of this paper is to investigate upon a diversification strategy through market creation of CJ Group, which has contributed in positioning of the firm as one of the leading conglomerates in South Korea. With such objective, the background of CJ Group, followed by its business diversification strategies were explored, with reference to several case studies. The history of CJ Group began with establishment of CheilJedang Industrial Corporation in 1953, as the first domestic sugar producer and exporter of South Korea. The corporation gradually expanded its business ever since at both national and global level, to include the fields of food production, pharmaceutical, biotechnology, and life chemicals. Later, CheilJedang (CJ) Group was established as an affiliate of CheilJedang Industrial Corporation. With such independence, extension of business has been witnessed across the industries of media, entertainment, finance, information technology and distribution. Thus, the current CJ Group pursues to define itself as a progressive global living culture company with four major business categories from food and food service, biotechnology, entertainment and media, and logistics. Despite its success in today's market, CJ Group underwent hardships in its business diversification in 1990s due to indiscreet management, along with the Asian financial crisis. Here, many firms overcame the financial difficulties by taking advantage of the exchange rate for overseas expansion. Though, CJ Group tried to differentiate itself by focusing on the domestic market by creating something out of nothing. Hence, CJ Group takes a unique position among many cases of business diversification and their categorization. In an effort to identify and classify the types of growth experienced by the top 30 companies in South Korea, the firms were categorized into four groups according to their diversification strategies adapted after the Asian financial crisis. Based on the mode and time of entry, corporations were identified either as the 'Explorer', 'Invader', 'Venture Capitalist', or 'Assimilator'. Here, the majority of the firms showed the qualities of Invader, entering mature markets through large-scaled mergers and acquisitions. However, CJ Group was the only firm that was categorized as an Explorer, for its focus on the newly emerging service sector in culture-contents industry. This diversification strategy through market creation is worth examining, due to its contribution in generating simultaneous growth between the market and the company itself. Diverse brands of CJ Group have been referred to as case studies in this regard, from 'Hatban', 'Cine de Chef', 'VIPS' to 'CJ GLS'. These four businesses, each to represent processed food, film, restaurant service, and logistics industries respectively, show CJ Group's effectiveness in creating a whole new category of goods and services that are innovative. In fact, such businesses not only contributed in advancement of consumers' wellbeing, but toward generating additional value and employment. It is true that the diversification strategy of CJ Group requires long-term capital investment with high risk, compared to the other strategies mentioned in the paper. However, this model does create high employment and additional values that are positive to both the society and the firm itself. Therefore, the paper comes to a conclusion that the diversification strategy through market creation conveys the most positive impact relative to the others.

• KIISE Transactions on Computing Practices
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• v.23 no.6
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• pp.359-370
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• 2017

In overseas-hospital construction, the digital hospital is a trend that is based on the developments of the information and communication technologies, state-of-the-art medical equipment, smart health, and telemedicine. Along with the increasing proportion of IT, this has resulted in the spreading of the concept throughout city-like hospitals and their transformation into digital hospitals. In the hospital-construction business, IT is a key element that will link the modernization of the mechanical, electrical, and equipment systems, construction, and medical equipment for efficiency maximization through integration. The purpose of this study is the analysis of the market-expansion success factors through the construction of a success-story-based, IT-driven overseas-hospital business. The digital-hospital concept and the development process are analyzed through a literature review, and the success factors are analyzed in terms of the cost, time, and quality that are proposed in the project-management body of knowledge. The main contributions of this study regarding the success factors are as follows: First, a cost-side need exists regarding the establishment of strategic-value engineering in terms of increasing the value from the perspectives of the IT and operational infrastructures; second, in terms of the construction time, all of the hospital systems must comply with the established deadlines for the integrated test and commissioning; and lastly, in terms of quality, it is important to ensure that the System Integration digital-hospital services are delivered according to the user requirements.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.10
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• pp.153-162
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• 2017

Weapon systems have been developed with high technology electronic equipment due to technology growth. In addition, the capital, operational and maintenance costs of weapon systems have all increased. However, cost of operation and maintenance for weapon systems has been decreased relatively compared to the increased capital cost of weapon systems. Therefore, the defense industry needs to research the life cycle cost of weapon systems that have high operational and maintenance costs. This paper focuses on maintenance equipment for the operation and maintenance of weapon systems. Recently, it seems that the weapon systems that have periodic calibration with maintenance equipment are valid. The equipment requires periodic calibration by the manufacturer to check its own validation. Basically, customers demand high reliability devices from foreign companies that have qualified in the global market. Therefore, the tools need to be calibrated overseas. In other words, weapon systems are not available when the equipment has to be calibrated overseas because the systems require validation with valid maintenance equipment. A purpose of this paper is to compare the loss costs that arise from the calibration of the equipment overseas and the purchasing cost of the tools. Finally, the research shows the number of equipment that customers need to minimize the cost. This research will help to improve the efficiency of operation of weapon systems and solve the problems associated with the need for maintenance overseas.

• Journal of Energy Engineering
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• v.29 no.1
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• pp.85-99
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• 2020

This article analyzes the influence of sectoral system of innovation(i.e. technological regime, market demand, networks, and institution) on innovative performances(i.e. product-, process-, organizational-, marketing-, and environmental- innovation) in Korean environmental industry, conducting a multiple regression analysis based on survey data from 201 Korean environmental companies. As the results, product innovation is positively influenced by internal technology accumulation and market demand response, while not affected by external knowledge utilization, market competition, networks among market and non-market agents, government support and regulation. Process innovation is positively influenced by internal technology accumulation, networks among non-market agents and regulation, but not by external knowledge utilization, market demand response, market competition, networks among market agents, and government support. While organizational innovation is positively influenced by internal technology accumulation, external knowledge utilization and regulation, it is not affected by market demand response, market competition, networks among market and non-market agents, and government support. While marketing innovation is positively influenced by internal technology accumulation, networks among non-market agents, and government support, it is not affected by external knowledge utilization, market demand response, market competition, networks among market agents, and regulation. Environmental innovation is positively influenced by external knowledge utilization and regulation, but negatively influenced by market competition. It is not affected by internal technology accumulation, market demand response, networks among market and non-market agents, and government support. Such results suggests the following policy implications. First, it is necessary to expand the sphere of relating markets through the application of convergence technology, new regulations, and overseas markets. Second, reinforcing ecosystems among environmental market agents through demand-linked joint R&D should be revitalized. Third, it is needed to strengthen more supporting policies rather than regulation. This article has the limitation of using the survey data. And further researches on the environmental sectoral system of innovation structure itself will be tried.

• The Journal of the Korea Contents Association
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• v.13 no.7
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• pp.51-61
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• 2013

This Paper aims to explore the key factors that drive box-office success in Korean, Chinese and Japanese film market regarding to the storytelling of the movies. At first, I researched the top 20 movies at the box office of Korean, Chinese and Japanese film market from 2007 to 2011.And then I tried to figure out the key factors for the success and the differences among those countries. Usually the purpose of the movie planning in Korea is for the domestic market. In the profit structure of Korean film industry, it is really hard to focus on the overseas film market. In Chinese film market, recently it has been changed a lot especially film genre. The movie liked to watch is melodrama, romantic comedy movie It is being changed to the comedy genre from the war and martial arts movie. And it is emphasized the importance of the scenario in the film production. They want to watch their lives like a real and dreams at the movie and the movie tries to show this trend. In Japanese film market, they made movies in which TV drama, animation and cartoon according to the O.S.M.U. strategy. The movies like to watch are the blockbuster movies, horror movies, thriller movies and melodrama. Comparing with Korea and China, they like movies which show more fantastic and fairy tale imagination.

• International Area Studies Review
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• v.13 no.2
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• pp.418-445
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• 2009

This paper shows that the motives of foreign market entry is classified into the motive of overseas propensity(Motive(M) 1) and of the limited competition of domestic market(Motive(M) 2). International preparing activities are also divided into the activity of ex-ante forecasting and market research(Activity(A) 1), and of ex-ante cooperation and business experience with local firms(Activity(A) 2). M 1 and M2 of Taiwanese ventures can not explain the local performance, but both the influence of M 1 on international preparing activity and business performance, and inter-relationship between Performance(P) 1 and 2 are statistically significant at the 5 % level of significance. On the other hand, Korean ventures in Deadeok Innopolis show that the influence of Activity 1 such as ex-ante forecasting and market research on business performance(P 1) is statistically significant at the 5 % level of significance, but both the relationship between the motive of foreign market entry and P 1 or P 2, and inter-relationship between P 1 and P 2 are not statistically significant. This study finds out there exists the distinct difference owing to their own nationality between Taiwanese and Korean ventures.

• Asia Marketing Journal
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• v.13 no.4
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• pp.253-264
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• 2012

A growing number of Korean companies are trying to expand their business area into global market due to saturation in the Korean domestic market. Home shopping industry arriving on mature stage is faced with less growth recently. CJ O Shopping which is a top ranked home shopping company in Korea, has been showing meaningful performances by earlier moving to global market with thorough preparations. CJ O Shopping's global marketing strategy focused on asian countries including China, India, Vietnam, and Japan is going successfully, which enables top ranked on-line retailing company in asia as well as in Korea. CJ O Shopping effectively penetrated into overseas market with both core competence based on Korean home shopping model and rigorous preliminary study on target market. Especially shoppertainment (Shopping+Entertainment) that is unique feature of globally competitive Korean home shopping created huge differentiations in target market. Also choosing the influential local partner, sharing the business goals, and building the joint venture could make stable operations, thereby easily earning of well-established awareness from target consumers. A step ahead entry of competitors and intensive localization of CJ O Shopping's core competence for arriving safe in target market were additional key factors for global marketing success. We can extract above key factors for success as implications of case study on CJ O Shopping's global marketing, and expect those factors to be spread into lots of Korean companies and utilized as successful strategies for global marketing.

• Journal of the Korea Knowledge Information Technology Society
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• v.13 no.1
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• pp.11-23
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• 2018

This paper empirically investigates the factors that influence the consumer choice of an app market based on the rational choice theory. The app market is the only channel where a consumer can buy smartphone apps, which give various functional convenience and are considered to be a major contributor to the proliferation of smartphones. Analyses of 281 questionnaires show that usability and structural guarantees as benefit factors significantly influence the app market choice. From the cost perspectives, both monetary and non-monetary conversion costs are found to significantly influence the app market choice. On the other hand, customer trust, information quality, and market image were found to have no significant effect on app market selection. In particular, Korean app market platform providers (KT, LG U +) seem to be superior in terms of structural guarantees, such as customer center operation and damage compensation regulations, compared to overseas app market platform operators (Google). However, in the case of the Google App Market, it is pre-installed on all Android phones, so it is not inconvenient to install additional apps to use other app market. This is disadvantageous to domestic app market platform operators, and it is necessary to establish a policy solution point. In terms of operator costs, both monetary and non-monetary conversion costs have a significant impact on app market choice. In particular, non-monetary conversion costs have a negative impact on Korean app market platform operators. It can be explained that the service expectation level of the domestic app market is low and it is recognized that the time cost factor such as membership is large for new users to use. It seems to be necessary to improve the domestic app market business. Meanwhile, extant research on smartphone apps focuses on the purchase of apps themselves, but not on the selection of the app market itself. In order to fill in this gap, this study focuses on the determinants of app market selection, including the characteristics of an app market and the switching costs.