• Journal of Digital Convergence
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• v.11 no.12
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• pp.145-154
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• 2013

This research draws the factors of managerial performance that was verified by research model and hypothesis after considering research type, factors of performance and research model. The result of this research is as below. Firstly, psychological traits, capabilities of CEO is positively correlated with cost superior tactic and organizational effectiveness Secondly, entrepreneurial capability of CEO is positively correlated with organizational effectiveness for and managerial capability of CEO is positively correlated with cost superior tactic and technical capability of CEO is positively correlated with organizational effectiveness. Thirdly, technical resource is positively correlated with product innovation differentiation tactic, and organizational effectiveness and finance resource is positively correlated with marketing differentiation tactic and organizational effectiveness, and marketing capability is positively correlated with product differentiation tactic, marketing. Fourthly, product innovation-differentiation tactic, marketing differentiation tactic, and cost superior tactic are positively correlated with organizational effectiveness.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.2
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• pp.121-134
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• 2015

This study empirically analyzed the effects of international entrepreneurial proclivity of exporting small and medium enterprises on corporate capability and export performance according to product type of industrial and consumer goods. International entrepreneurial proclivity of exporting small and medium enterprises consists of risk-taking, proactiveness, and innovativeness, and corporate capability consists of technological capability and product differentiation capability. Risk-taking, innovativeness, and proactiveness had a significant impact on technological capability in case of industrial goods, and in case of consumer goods, only risk-taking and innovativeness had significant impact. Product differentiation capability of consumer goods was significantly influenced by the order of innovativeness, proactiveness, and risk-taking while only innovativeness had a negative impact on industrial goods. When the impact of corporate capability on export performance was examined, only technological capability had a significant impact on both financial and strategic performance in case of industrial goods while both technological capability and product differentiation capability had significant impact in case of consumer goods. After examining the direct impact of international entrepreneurial proclivity on financial performance, it was found that financial performance in the case of industrial goods was significantly influenced by the order of proactiveness and risk-taking, and in the case of consumer goods by the order of innovativeness and proactiveness. However, the impact of international entrepreneurial proclivity on strategic performance showed different results. In case of industrial goods, only risk-taking had a significant impact on strategic performance while in the case of consumer goods it was significantly influenced by the order of innovativeness, proactivenesspro, and risk-taking. The direct impact of international entrepreneurial proclivity on export performance was different in case of financial and strategic performance, and there was difference regarding product type as well. It suggests that different approach is needed according to product type in order to increase export performance since the impact of international entrepreneurial proclivity on corporate capability, the impact of corporate capability on export performance, and the impact of international entrepreneurial proclivity on export performance were all different according to product type.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.131-149
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• 2024

This study was important considering the prevalence of small business owners in the Korean economy and the challenges they faced amidst an economic downturn. The business performance of these owners was crucial for their survival. Thus, an empirical analysis was conducted to identify factors influencing their management performance. The analysis included personal characteristics of small business owners such as innovativeness, management capability, need for achievement, and technical capability as independent variables, along with product differentiation factors. Additionally, the moderating effect of social capital on these variables and their impact on management performance was tested. To achieve this, a survey targeting small business owners across Korea was conducted, and data from 250 respondents were utilized. Hierarchical regression analysis using SPSS 24.0 was employed for the empirical analysis. The results indicated that management capability, need for achievement, and product differentiation significantly positively impacted business performance. However, the impact of innovativeness and technical capability was not tested. The influence of the variables on business performance ranked as follows: product differentiation, management capability, and need for achievement. The moderating effect of social capital was significant in the relationship between management capability, need for achievement, and management performance, enhancing these relationships. However, the moderating effect of social capital on the relationship between innovativeness, technical capability, product differentiation, and management performance was not tested. These findings underscored the importance of management capability, need for achievement, and product differentiation as key factors affecting the management performance of Korean small businesses. This study was significant as it provided insights into improving the management performance of small business owners in challenging economic conditions by highlighting how the influence of these factors varied depending on the social capital possessed by the owners.

• Journal of Korea Trade
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• v.23 no.7
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• pp.156-172
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• 2019

Purpose - Without question, globalization has presented different opportunities to entrepreneurs seeking to expand their companies in foreign markets. The aim of this study is to examine the relationship between entrepreneurial orientation, entrepreneurial activity, information internalization, and product differentiation in export oriented firms. As such, entrepreneurial activities are divided into exploitative and exploratory opportunities. These opportunities are crucial in improving firms' performance. Design/methodology - A structural questionnaire was developed using 21 factors/indicators from previous researches. The subjects of this study were recruited using convenience sampling in export SMEs in the Seoul Metropolitan Area. Data were collected through visits or e-mails from the export managers, executives, and CEOs of export SMEs in advance. 321 questionnaires were collected over a period of one month. 316 questionnaires were used in the final analysis. Findings - First, International Entrepreneurial-orientation (IE) has a positive effect on the exploration and exploitation of business opportunities. Second, the exploration and exploitation of business opportunities have a positive impact on information internalization. Third, information internalization has a significant effect on product differentiation and plays a mediating role in seeking opportunities, utilizing opportunities, and differentiating products. Originality/value - This study contributes to the development of academic discussions by explaining existing research gaps. First, there is currently a lack of research focusing precisely on the product differentiation capability of SMEs in manufacturing field in terms of IE. To bridge these gaps, we examined the entrepreneurial factors impact on product differentiation and tries to expand the discussion about the internationalization of SMEs, which were mainly focused on IT companies, and manufacturing companies. Second, there is no intuitive explanation regarding international entrepreneurial activity in terms of exploration and exploitation within existing. In this study, international entrepreneurship activities were classified in terms of exploration and exploitation.

• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.3
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• pp.11-46
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• 1996

The objectives of this research paper are to identify the types of the firm's new product development strategy and their characteristics about business strategy, to examine the effect of each type on new product outcomes, and to explore the contingency variable influencing the relationship between these types and new product outcomes. The result of the research are summarized as follows : First, in terms of both the resource allocation for product innovativeness and technology acquisition method, this study suggests 9 types of the firm's new product development strategies- Type 1 (pursuing low innovative products/relying on external technology), Type 2 (pursuing low innovative products oriented/relying on internal technology), Type 3 (pursuing low innovative products/relying on mixed technology), Type 4 (pursuing high innovative products/relying on internal technology), Type 6(pursuing high innovative products /relying on mixed technology), Type 7 (balancing low and high innovative products/relying on external technology), Type 8 (balancing low and high innovative products/relying on internal technology), Type 9 (balancing low and high innovative products/relying on mixed technology). Second, these 9 types are deeply associated with the firm's business strategic variables such as product differentiation and market differentiation, and exhibit different level of both technical and commercial performance of new products. Finally, the effects of these types on new product outcomes are different according to industrial environment and firms' characteristics with respect to size and technological capability.

• Journal of the Korean Society of Costume
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• v.60 no.4
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• pp.1-17
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• 2010

There had been studied for a function of fashion illustration that has various capability of differentiation among fashion products since year 2000. A fashion products adopted the illustration is stand out not only to increase the goods profits by consumers who is willing to purchase the products with specified identity but also to execute differentiation strategy in a market. The aim of this study is the theoretical approach of fashion illustration and examined the development process of the products based on the supporting documents of cooperations, other records and actual application cases. Also, expression techniques of fashion illustration, image features and etc. are mainly studied and following representative results are projected through the data. First, the success of fashion commercialization using fashion illustration should have mutual organic function which requires three factors such as product project, marketing, the role of illustration. Second, An illustration of hand drawing expression technique is more helpful in differentiation of fashion product than using computer graphic, embroidery, collage technique and the fashion products vividly expressed with sensuous illustration tend to have higher preference. Third, the possibility of success the fashion products is often affected by the distinct identification and the precise positioning while the illustration is used.

• Journal of the Korean Society of Costume
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• v.66 no.8
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• pp.109-122
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• 2016

This study is to explore the ways to increase the export performance of start-up companies, as opportunities are rising along with more companies entering the global market. Thus the study analyzed the factors affecting export performance of the start-up company by mainly looking at the international marketing capabilities of enterprises type of marketing strategy and internal environmental capabilities. The following were derived as factors for marketing 4P strategy: innovation of product, flexibility of export price, differentiation of distribution channels, diversity of promotional activities, and positive-ness of promotion. For internal capabilities of enterprises, innovation of CEO, initiative of CEO, risk susceptibility of CEO, information power of export market, and information power of competitor were derived as factors. Two types of performances were considered for export performance, financial and non-financial. Among innovation of product and risk susceptibility of CEO the non-financial performance of export performance, and only differentiation of distribution channels of marketing 4p strategy the financial performance. It showed that since performance was different depending on the entrepreneurship of the CEO, only innovative products differentiated from small and medium enterprises. risk susceptibility of CEO increased export outlook by corporate acknowledgment and image, creation of potential customers, and financial performance affected only differentiation in distribution channel rather than entrepreneurial spirit, information power, or organizational flexibility because of short business career and insufficient period enough to gain trust. Therefore, start-up companies need to improve their non-financial export performance by increasing innovation of product and risk susceptibility of the CEO. The companies need to widen the differentiation of distribution channels in the financial export performance.

• Journal of Distribution Science
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• v.11 no.10
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• pp.37-45
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• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.106-116
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• 2001

The purpose of business strategy is to achieve competitive advantages which includes higher efficiency, better quality, more innovation and faster customer response. In other words, The business strategy is to build unique capability of lower cost and/or differentiation. In production aspect, unique capability means better production power with better performance at 3M(Man, Machine, Material) of input and PQCDSM (Product, Quality, Cost, Delivery, Safety, Moral) from output. The Total Productive management (TPM), a series of improvement activities focused on reduction of equipment loss, is a tool to establish business competitive advantages. In this paper, several domestic companies who won the Japan TPM Award have been studied. It is found that there is a strong cause-effect relationship between TPM and competitive advantages because. 1. TPM can change employees mindset effectively. 2. TPM can upgrade employees capabilities. 3. TPM can lead to excellent productivity.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.2
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• pp.49-61
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• 2019

As the technological gap amongst manufacturers decreases, the life cycle of products has shortened, and competition accelerates due to the development of technology, incumbent manufacturing companies face growth limitations. In order to overcome such business issues, manufacturing companies are increasingly interested in changes in business models and innovations, especially in the direction of providing services where they can maintain the competitive advantage of their products. In such context, this empirical study examines managerial leadership, differentiation strategies, and products and services pricing as 'servitization factors', which can be driving forces for moving into a new era of growth for Korean SMEs, focusing on the mediating effects of servitization competency. The results are as follows : First, it was confirmed that executive leadership, differentiation strategy, and information & communication technology capability have a direct effect on service sales. Second, the process competency, partnership competency, and ICT competency, which are presented as the service competence of SMEs, were found to play an important role in inducing service sales in managerial leadership, differentiation strategy, product and services pricing. It also emphasized the role of the public policy such as helping to foster SMEs as key partners in the expansion of social facilities and establishing platforms through ICT and data utilization for the convergence of manufacturing services.