• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2005년도 추계학술대회
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• pp.323-335
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• 2005

Globalization of economy brings both opportunities and threats especially for companies in developing countries such as Korea. Globalization is an opportunity because it may expand the size of market for the company where globalization brings a threat for developing global competitiveness. If the company has already built competitive advantage in its business domain, the company can easily transfer market growth to profit improvement. However, if the company has not developed competitive advantage, globalization of economy will give a serious threat for the survivor of the company. The company might lose its own domestic market share. For the less famous brand of product or company name, international expansion is a challenging strategy. The study evaluated organizational performance of companies that try international expansion by utilizing Miles and Snow's strategy typology. We clustered organizations based on their strategy typology (prospector, analyzer, defender, and reactor) in view of the level of product diversification, new product development instances, level of localization, and autonomy of foreign subsidiary. With the strategy typology, we evaluated international strategy in view of product competitiveness, marketing strategy, human resource strategy, and organizational strategy. The regression result demonstrates that the performance of the company is significantly higher when the company employs prospector strategy. We also found out that product quality and emphasis for developed countries in international expansion are the most important factors for success.

• 경영과학
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• 제12권2호
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• pp.1-14
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• 1995

Recently Korean textile industry has been in the phase that requires its strategy change from the less-develped country style of the labor-intensive products to the developed country style of the technology-intensive products. It needs to make more efforts to develop the value-added products to meet the customer's various needs. In addition, development of technology, equipment, and design is required to implement its corporate strategy successfully. Although Korean textile companies have currently kept skillful labor and advanced equipments, they are losing their share in the international textile markets. This is mainly because corporate management has not been involved with efficient strategy. Strategy is an adoption of a company to environment by its corporate members, thus leading to the requirement of coordination of the main functions such as manufacturing and marketing. In fact, the coordination of the two departments toward reaching the corporate goal is not easy since the two are interested in different areas, respectively. Manufacturing people show their interests in production capacity, equipment layout, process technology, quality, purchasing, and labor while marketing people, target customer, product mix, advertisement, product specification, and customer service. For this reason, conflicts sometimes happen between the two departments. There are, however, many area that need a horizontal cooperation, for instance, in layout, process technology, product mix, and potential demand. Therefore, reciprocal coordination is necessary for achieving the firm's common objectives. This study was concerned with determining the factors that enhance the competitiveness of textile firms so that they could reach the common goal of the two departments with a horizontal collaboration.

• 마케팅과학연구
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• 제14권
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• pp.81-100
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• 2004

Miles and Snow의 전략유형 및 Porter의 본원전략과 제품 수준의 마케팅 전략 간의 관계를 검증해 보고, 두 사업부 전략유형 간의 관계도 분석하였다 소비재와 산업재를 포함한 102개 전략사업단위에 대해 최고경영자와 마케팅 관리자를 방문 면접하여 조사자료를 수집하였다. 분석결과 Miles and Snow의 전략 유형은 제품시장의 환경관리에 대한 관리적 노력의 적극성 측면에서 전략유형 간에 유의한 차이를 보였으며, Porter의 본원전략과 제품 수준의 마케팅 전략 사이에 유의한 관련성이 있는 것으로 나타났다. 또한 두 전략유형 간에 관련성 검증을 통해 Miles and Snow의 조직내부의 관리적 관점과 Porter의 경쟁적 관점의 통합적 접근가능성을 보여 주었다. 본 연구결과 다양한 산업에 있어서 사업부 수준의 전략이 제품 수준의 마케팅 전략 활동에 일관성 있게 나타남으로써 사업부 수준의 전략유형이 제품 수준의 마케팅 전략에도 적용되고 있음을 시사해 주었다.

• 한국콘텐츠학회논문지
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• 제13권9호
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• pp.111-120
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• 2013

공예는 우리의 생활 속에서 그 지역의 오랜 문화적 특성과 전통을 중심으로 한 나라의 역사적 문화를 대변하는 하고 있을 뿐만 아니라 동시대의 현대적 문화도 대변하고 있다는 점에서 공예품에 대한 관심이 날로 높아지고 있다. 하지만 이러한 성장 잠재력에도 불구하고 우리가 접하는 공예는 변화하는 시대적 환경을 반영하지 못하고 70~80년대의 민예산업수준을 벗어나지 못하고 있는 상황이다. 대부분의 산업공예업체는 고도화된 공예기술을 보유하고 있으나 시장성 있는 제품으로 승화시키지 못하고 있다. 또한 지금까지 산업공예의 발전을 위한 방안뿐만 아니라 산업공예에 디자인 경영 관점에서의 연구도 많이 이루어지지 않고 있다. 따라서 본 논문에서는 산업 공예에 있어서 디자인 경영 전략이 산업공예 제품 구매의도에 미치는 영향에 대해 알아보려고 한다. 연구 과정에서 파악된 주요 내용은 다음과 같다. 디자인 경영 전략은 산업공예 제품 구매의도에 영향을 준다. 디자인 경영 전략의 하위요소인 비용 절감지향 디자인 전략, 이미지 지향 디자인 전략, 그리고 시장 지향 디자인 전략 중 이미지 지향 디자인 전략과 시장 지향 디자인 전략이 산업공예 제품 구매의도에 영향을 주는 것으로 나타났다. 특히 이미지 지향 디자인 전략은 시장 지향 디자인 전략보다 더 산업공예 구매의도에 영향을 주는 것으로 나타났다.

• 한국경영과학회지
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• 제29권1호
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• pp.101-112
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• 2004

Customer satisfaction level is usually measured in terms of price, qualify, customization, after-sale-service, product variety etc. Each firm sets up a distinctive production/marketing strategy to gain competitive advantage by Prioritizing the customer satisfaction measures. The market differentiation strategy directly results in supply chain performance such as lead time, inventory, customer fill rate and market share. Product proliferation desirable in customization sense often conflicts the economies of scale effect in production side. This paper focuses the relationship between product variety and market share. Specifically, we investigate how introduction of new product affects the current market share, i.e., formation of customer preference and provide some insight into the optimal range of product variety.

• 산업경영시스템학회지
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• 제43권1호
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• pp.42-49
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• 2020

This study is an empirical research to find out the effect on the management performance of hidden champions of food manufacturing companies when using blue ocean strategy for new product development. In order to achieve the purpose of this study, we conducted a questionnaire survey on hidden champions in the domestic food manufacturing industry and proceeded empirical analysis. When small and medium-sized enterprises in food manufacturing industries develop a new product, searching for non-customer, rebuilding the market boundary, and linking the external networks have a significant impact on their management performance. However, the fair procedure did not have a significant effect on the management performance. In terms of relative influence, rebuilding the market boundary was most affecting, followed by searching for non-customer and linking the external networks. On the other hand, this study implicated the management performance of hidden champions of food manufacturing industries when new products is developed by using the blue ocean strategy. Obtained results are as follows. If small and medium-sized enterprises of food manufacturing industries develop new products, it will be able to improve the management performance by utilizing strategies such as searching for non-customer, rebuilding the market boundary, and linking the external networks. In particular, the rebuilding the market boundary among the blue ocean strategies has a relatively high impact on management performance.

• 한국의류산업학회지
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• 제14권6호
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• pp.928-940
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• 2012

The present study aimed to propose the competitive strategy to fashion brand franchise stores by analyzing articles regarding success stores as published in fashion magazines. A total of 91 articles were selected from three fashion magazines and content analysis was applied to extract major factors. Four types of trading areas and eight product types were compared by the major factors. As results, six major factors composing competitive strategy were analyzed such as personal selling, management of sales forces, promotion, customer relationship management, management of store space, and relationship with headquarter. Comparing competitive factors by the types of trading area, management of sales forces and personal selling were crucial for central district and for outlets/interchange district. On the other hand, personal selling and customer relationship management were important for local district while management of store space and personal selling were critical for tenants of the large discount store/shopping mall area. Comparing by product types, personal selling was the most important factor for all product types except young casualwear whereas the second important one was management of sales forces for adult casualwear, womenbbbs wear, and others. For menbbbs wear, sales promotion was the second important one whereas management of store space was the second crucial one for underwear and childrenbbbs clothing. Based on the present study result, it is proposed that competitive strategy of individual fashion brand franchise store should be differently developed because the characteristics of trading area and product type are different and in turn, customers benefit and competition might be different.

• 유통과학연구
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• 제15권9호
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• pp.95-107
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• 2017

Purpose - In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations' common goals becomes even greater. The purposes of this study are to analyse the effect of supplier's strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology - In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results - As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier's strategy - product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions - This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.

• 한국경영과학회지
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• 제39권1호
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• pp.101-112
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• 2014

PSS (Product-Service System) is a competitive strategy for a service company or a servitized manufacturer. We investigate the product-service integration effect in a mobile phone service industry. Using choice-based conjoint analysis, we measure main and interaction effects of product and service. We collected a sample of size 171 from a college student group in Seoul, Korea. We find the existence of the interaction effect of product and service in PSS and show the direction of PSS strategy using main and interaction effect.