• The Journal of the Korea Contents Association
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• v.18 no.3
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• pp.114-123
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• 2018

Korea's Export Support Policy has shifted from conglomerate to SMEs since the 1998 IMF financial crisis. Therefore the SME export result in 2011 has reached the quantitative growth of more than US$ 100 billion for the first time. However, the trend has remained stagnant since 2013. Such a stagnant is judged to exist on the part of the Export Support Policies that fail to significantly enhance export competitiveness. Therefore, in order to expand the base of the export capabilities of SMEs and enhance the export competitiveness, the researcher has analyzed the problems of the Export Support Policy focused from the major prior studies since 2010 and derived the efficiency improvement methods. The results of this study are as follows: First, it is necessary to select or combine the following measures. they are the coordination or combination of the functions of the export support institutions, the operation of the single export support institutions, the utilization of the cooperative support system between the support institutions, the use of the private enterprises. First, it is necessary to review the following measures: they are the functional adjustment and integration among export support agencies, the adjustment of support organizations by export stage, the role coordinating between the Small and Medium Business Administration and the Local Government. Secondly, it is necessary to build a customized support system for enterprises. Thirdly, in order to secure the manpower and expertise of the support organization, it is necessary to review the utilization of the retired manpower the from the trade companies or the youth intern system. Fourthly, it is suggested that the balanced performance index is required for the export support programs with a certain scale and need to increase the portion the external evaluation together with the quantitative and qualitative evaluation.

• Journal of Korea Technology Innovation Society
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• v.19 no.3
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• pp.545-571
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• 2016

The development of ICT brings a big change in manufacturing industries, and new information technology such as IoT, AR, and big data was applied on manufacturing process. As a result, the concept of smart factory has been introduced as a new manufacturing paradigm. In fact advanced countries like USA, Germany, and Japan have actively introduced smart factory in their manufacturing industries such as electronic, automobile, machinery, to improve production efficiency and quality. The manufacturing environment has been changed into flexible system, so that smart factory will be leading future manufacturing industries. Thes changes have more severe influence on Korean manufacturing industries. Mny industrial companies, have a strong interest in smart factory and they, particularly big enterprises, have been adopting smart factory to increase their manufacturing efficiencies. However, Korean small and medium-sized enterprises (SMEs) have many financial and technological difficulties so that the diffusion of smart factory in Korean SMEs has not been satisfiable up to present. However, smart factory is very important for enhancing their competitiveness in global market. Therefore, this study aims at identifying the standardization strategy of smart factory in so-called Korean 'roots industry' by presuming that the standardization will activate the diffusion of smart factory among Korean SMEs. For this purpose, first, this study examines the competitiveness of SMEs, especially in 'roots industry' and identifies the necessity of diffusion of smart factory among those SMEs. Second, based on the active review on the existing literature, this study identifies four factor groups that would influence the adoption or diffusion of standardized smart factory. They are technological, organizational, industrial and policy factors. Third, using those four factors, this study made two comprehensive case analyses on the adoption and diffusion of smart factory. These two companies belong to molding sector which is one of the important six sectors in 'root industry'. Finally, based on the theoretical and empirical analyse, this study suggests four strategies for activating the standardization of smart factory; international standardization, government-leading standardization, firm-leading standardization, and non-standardization.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.6
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• pp.95-105
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• 2017

The Purpose of This Study is to Develop a Checklist Model of Evaluation Diagnosis to Increase the Competitiveness of SMEs in Local Governments. The Evaluation Diagnostic Check Sheet Development Procedure Proceeded in the Order of Preliminary Investigation (Major Company Survey, Analysis of Characteristics of the Industry, Selection of Core Functions, etc.), Research and Development (Development of Core Function Check Sheet, Development of Core Function Improvement Tools). The Evaluation Model is divided into Five Categories (Vision and Strategy System, Quality Assurance and Product Safety, Field Management Level, Statistical Process Control, Improvement Activities), and 1) Recognition, 2) System, 3) Operation, 4) Review and Supplement. This Evaluation Model is expected to Contribute to the Selection of the Mainstream SMEs among the Companies Scattered within the Local Autonomous Entities, thereby Enhancing the Competitiveness of SMEs.

• Journal of Korea Trade
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• v.25 no.3
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• pp.153-168
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• 2021

Purpose - In this study, we aim to explore new distribution strategies for sustainable growth in the era of the 4th industrial revolution, focusing on SMEs (small and medium-sized enterprises) in Korea, and suggest ways to upgrade the government's official distribution channel to the next level. Design/methodology - First of all, this paper explored the prior research, the current status of sales support for SMEs, and the changes in the distribution industry due to COVID-19 pandemic. Based on Moon (2016)'s ABCD strategic model - Agility, Benchmarking, Convergence, and Dedication, the study then derived directions in which official distribution channels should move and the new distribution strategy for Korean SMEs to secure competitive advantage. Findings - First, in terms of 'Agility', in order to upgrade official distribution channels, which are currently at some competitive disadvantages compared to private distribution companies, we must quickly introduce technologies for the 4th industrial revolution, such as AI, Big Data, etc., and establish precise strategies to strengthen the capabilities of SMEs. Second, in terms of 'Benchmarking', the use of "Chamelezones" has been increasing to enhance the competitiveness of offline stores in line with recent ontact trends. Therefore, official distribution channels should also benchmark such cases, strengthening their competitiveness by utilizing offline spaces more efficiently and effectively. Third, in terms of 'Convergence', in line with the rapidly changing trend of the times, official distribution channels should also promote active partnerships with media commerce, e-commerce and ICT platforms, as well as cooperation with private retailers, and focus on creating synergy effects through them. Finally, from the perspective of 'Dedication', digitalization should be promoted step by step, finding the sector that can accelerate digital among the value chains of official distribution channels, and continuing to discuss how to digitize it realistically. Originality/value - Based on this analysis, we have presented strategies and implications for innovating official distribution channels for SMEs, which will contribute to enhancing the competitive advantage of official distribution channels in the post COVID-19 pandemic era.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.39
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• pp.105-142
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• 2008

For many companies, selling in an international market place is the ultimate challenge. One of the greatest problems facing exporters is the increasing insistence by importers that trade be conducted on open account terms. This often means that payment is received many weeks or even months after delivery. Unsurprisingly, many organisations find that giving buyers credit in this way can cause severe cash flow problems. Further problems can arise if the importer delays payment beyond originally agreed terms or makes no payment at all because of financial failure. In particular, many SMEs find it difficult to finance their production cycle, since after goods are delivered most buyers demand 30 to 90 days to pay. Therefore, International factoring for SME has been developing very rapidly in the world trade financing markets. Functions of international factoring as trade financing is a comprehensive financial service that includes credit protection, accounts receivable bookkeeping, collection services and financing. Factoring can be a powerful tool in providing financing to high-risk, informationally opaque sellers. International factoring is very helpful for international exporters to get competitiveness in the world markets. In Korea, a few banks are operating international factoring. But International factoring in Korea could not play a key roll as general trade supporting service. So, This study is to suggest importances of international factoring development for trade development and to investigate real operation situations and problems by way of interviews with operators in banks that are operating international factoring and suggest development strategies for international factoring in Korea.

• Journal of Digital Convergence
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• v.8 no.3
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• pp.169-180
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• 2010

The current status of information management and information strategy of an enterprise may determine the future capability of the firm, thus the competitiveness in the market. Especially, in case of SME(small and medium enterprise), the level of information management and strategy gives the company readiness in the ever changing business environment. In this study, we investigate the information infrastructure of SMEs operating in Incheon Metropolitan areas whether they can meet the challenge in terms of network, software, IT education, IT finance, etc. We came up some suggestions which might be good alternatives and choices for IT decision makers in local and central government.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.5
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• pp.103-110
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• 2020

This study analyzes the strategy of determining economic development planning on SME improvement in Indonesia. A qualitative approach was conducted through interview questionnaires with twenty respondents, including sixteen Regional Apparatus Work Unit, Fisheries and Marine Office lecturers, subdistrict heads, and development observers. The method used is Analytical Hierarchy Process (AHP). AHP prioritizes criteria and sub-criteria to increase economic growth, reduce poverty, and increase community participation, while indicating the sub-criteria to optimize resource potential, strengthen micro-economy, develop tourism potential, utilize fishery potential and cultivation, and improve institutional performance. The AHP weighting results based on competitiveness and regional development of Bantaeng Regency is the priority in policy-making for a solution. The research shows that the government strategy, based on the perception of the stakeholders, is: optimizing resources strategy with priority to maximize the resource-carrying capacity that includes agriculture and farm, tourism development potential strategy, self-reliance of community groups and coaching and management. Strategies to strengthen micro economy include: industrial control, SMEs, community cooperatives and infrastructure improvements, strategies to improve institutional performance work capacity and work ethic, and strategies to utilize fisheries and cultivation potential technological development, provision of processed industries of fishery products, and improvement of the quality of the environment.

• Journal of Digital Convergence
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• v.11 no.3
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• pp.199-207
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• 2013

Small and Medium-sized Enterprises are the backbones of the national economy in production and employment. Information technology can contribute to strengthening the competitiveness of SMEs. This study aims to organize the comprehensive review of existing literature on the information technology adoption and success determinants in SMEs by comparing Korean domestic and aborad studies. The results show that domestic studies tend to be more quantitative research than the research aborad. Technology-Organization-Environment framework has been the most frequently deployed framework, and CEO support and user satisfaction factors are most frequently used in the adoption and success factors. With these findings we hope the future study should adopt more various theories and qualitative research methodologies.

• Asian Journal of Innovation and Policy
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• v.3 no.1
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• pp.50-71
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• 2014

This paper is an attempt to understand the external technology acquisition (ETA) process of the machinery SME sector in Bangalore city, India. With the onset of economic liberalization, Bangalore based machinery SMEs have significantly shifted their ETAs from India to abroad, particularly Germany and Japan, among others. The primary objective of ETAs is to enhance their competitiveness by means of improving product quality and productivity as well as meeting customer demand. Replacing outdated machinery or overcoming technological obsolescence is a primary objective of only a few. As a result, majority of the SMEs has gone for multiple ETAs since their inception and we found a statistically significant positive correlation between firm age and number of ETAs. The present study has made two empirical contributions: (i) We have thrown light on the core technology up-gradation issue - How do SMEs approach the problem of external technology acquisition in the current globalization era? (ii) We are able to identify and develop a map of ETA process based on the "learning and experiences" of these SMEs.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.105-120
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• 2015

Enterprise should determine the adoption and utilization of information systems would be a great help to increase management performance. So, it maintains continually the budget and the investment for informatization. However, there is a limit to clarify whether the investment in informatization is contributed to create business opportunities through corporate competitiveness certainty or not. We tend to recognize the information system as a simple means to support common business rather than being used to achieve the company's business performance and to remain competitive. It is not an easy problem for the quantitative evaluation and analysis on the effect of intangible, such as management performance measurement by introducing computerization project. Informatization level evaluation model for the harsh business environment, specifically the Small and Medium Enterprise is lacking. In this paper, we proposed the audit evaluation model of an Small and Medium Enterprise informatization level based on system quality, information quality, user satisfaction, and IT business contribution. The proposed audit evaluation model was evaluated in the information system users, and verified the suitability throughout the survey of the audit professionals.