• Strategy21
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• 통권33호
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• pp.37-64
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• 2014

The year 2010 has been regarded as a year of China's assertive diplomacy. A series of China's behavior--including China's critical reaction to the U.S. for its sales of weapons to Taiwan, the Dalai Lama's visit to President Obama, China's arbitrary designation of 'core interests' over the South China Sea, China's inordinate reactions to the sinking of the Cheonan and Yeonpyeong bombardment, and China's activities in the Senkaku/Diaoyu island areas--has served as the witnesses to China's assertive diplomacy in 2010. The major causes of China's assertive diplomacy can be summed up by three factors: potential power transition from U.S. to China; emerging China's nationalism; and the recession of the Tao Guang Yang Hui as a diplomatic principle. But a majority of Western sinologists claim that China's assertive diplomacy is defensive in terms of its character. China's neighboring states, however, perceive its assertive diplomacy as diplomatic threat. Due to these states' geographical proximity and capability gaps with China, these neighbors experience difficulties in coping with China's behavior. In particular, China's coercive economic diplomacy, in which China tends to manipulate the neighbors' economic dependency on China for its diplomatic leverage, is a case in point for China's assertive diplomacy. China's assertiveness seems to be continued even after the inauguration of Xi Jinping government. Although the Xi government's diplomatic rhetorics in "New Type of Great Power Relationship" and the "Convention for Neighboring States Policy" sound friendly and cooperative, its subsequent behavior, like unilateral announcement of Chinese Air Defense Identification Zone (CADIZ), does not conform with its rhetoric. Overall, China's assertiveness has been consolidated as a fashion of its diplomacy, and it is likely to continue in its relations with neighbors. As a neighboring state, the ROK should approach to it with more balanced attitude. In addition, it needs to find out a new diplomatic leverage to deal with China in accordance with its security environment, in which China plays a growing role.

• 대한지역사회영양학회지
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• 제11권2호
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• pp.253-260
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• 2006

The purpose of this study was to suggest menu pricing strategy based on understanding about customer perceived value of products and services. The technique known as PSM (Price Sensitivity Measurement) was used for analysis of price sensitivity for 3 menu items of a family restaurant in Seoul. A questionnaire was developed through literature review and modified after pilot test. Questionnaires for the main survey were distributed to 250 customers on their visit to the restaurant, and a total of 138 questionnaires were used for analysis (55.2%). The statistical analysis of price sensitivity was conducted using PSM, and descriptive analyses were conducted using SPSS Win (12.0). The main results of this study were as follows: the price sensitivity of beef tenderloin steak was higher than two other menus and the stress range of teriyaki chicken was almost 0, that is, the price sensitivity of teriyaki chicken was very low. Present menu prices of 3 menu items were within the range of acceptable prices, but had some distances from the optimal pricing point. From the result of this study, it was concluded that price adjustment or price promotion strategy would be effective for increase in sales of beef tenderloin steak, and marketing strategies to enhance consumers' perceptions of value should be conducted for all menu items by situations. Overall, PSM technique could be a helpful tool for researchers and managers of foodservice organizations to understand how consumers' perceptions of value are affected by the interaction of price and quality.

• 한국조리학회지
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• 제7권3호
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• pp.13-34
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• 2001

The case which it contracts with the dynamic result measurement system when actual outsourcing evaluation measurement is composed and then one result standard between the service supplier and the user is set, which owns jointly the expense which is reduced from that or the benefit which is created from that is increasing In the conclusion, for outsourcing management strategy of domestic foodservice industry in order to succeed, first it is accurate and examined that for what and how outsourcing should be introduced and as a result, what kind of result can be raised from that result\ulcorner Food service industry should be outsourced if you want to make more many investment in better humane resources, food & beverage-goods-security and education to provide eating-out service out of various business in food industry. When considering the actuality of the domestic foodservice industry that time it is appropriate, it sees. The foreign-brand goods which is introduced in the country are being executing in the 1ink of part management strategy. One of the most influential factor of domestic foodservice industry's management pressure is overspent management expenses, Does the namely expenses preparation effect reach which degree\ulcorner what kind of method can most decrease these expenses\ulcorner Doing grows the success and failure of the Korean foodservice industry controls result with the fact that it will operate with a big variable sees. The background which the domestic foodservice industry should introduce inevitably the outsiurcing system is to develop continuously nation foodservice industry in the way of cost curtailment of food-material, a labor cost curtailment with efficient application and synergic effect like specialty manpower utilization. The kindred competitive enterprises gradually concentrate management resource to the point ability from the present point of view which is increasing and a strategy position they secure, to prepare a competitive power, what sees it is important national industry must prepare a new paradigm. It is important to measure the result based on sales accomplishment in operation system dimension, and it is more important to appropriately apply regard of the evaluation measurement

• 한국항만경제학회지
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• 제33권4호
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• pp.99-116
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• 2017

본 연구는 최근 10여년을 대상으로 일본의 경제 지표와 물류업의 경영활동 성과지표의 변화 특징을 분석하고자 한다. 그리고 물류기업의 사업전략과 관련된 집단별 경영성과에 대해 비교 분석함으로써 경제 환경의 변화 속에서 물류업의 전략행동이 경영성과에 어떻게 나타났는지를 밝히는 것이 주된 목적이다. 연구분석 방법으로는 상관관계분석, 교차분석, 분산분석을 이용하였다, 핵심적 연구결과를 요약하면, 첫째 물류기업의 수입은 GDP, 무역액, 주가 등의 경기지표와 상관성이 높게 나타났는데, 특히 육상운송업은 주가와 해운업은 무역액과 상관성이 높았다. 둘째 물류기업의 사업전략 변인인 업종과 생산구조 특징 간에는 상관성이 발견되었고, 업종별 상이한 전략이 적합한 것으로 이해되었다. 셋째 사업전략의 변인이 경영성과 변수에 미치는 영향은 유의미하게 나타났으며, 특히 3개요인의 상호작용효과가 수익률에 미치는 영향의 차이를 이해할 수 있었다. 이 같은 연구결과는 최근 10년 동안의 일본의 경제환경 변화 속에서 물류기업이 높은 경영성과를 얻을 수 있는 기업전략이 무엇이었는지 이해함에 큰 도움이 된다.

• 한국산림과학회지
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• 제97권1호
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• pp.118-126
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• 2008

본 연구는 마케팅 관점에서 국립자연휴양림의 객실가격 전략을 개발하고자 실시하였다. 분석방법은 객실유형(숲속의집, 산림문화휴양관) 및 객실규모(4, 5, 6, 7 인실)에 따른 가격민감성(PSM) 분석을 적용하였으며, 6개 국립자연휴양림에서 236명의 객실 숙박이용객을 대상으로 현지설문조사를 실시하였다. 그 결과 자연휴양림 객실규모에 있어서는 객실규모가 클수록 가격민감성이 높았으며, 객실유형별로는 숲속의 집이 산림문화휴양관 보다 가격민감성이 높은 것으로 나타났다. 또한 현재 성수기 객실가격은 6인실과 7인실 산림문화휴양관을 제외한 모든 객실에서 가격수용대 내에 포함되어 있는 것으로 나타났다. 이들 객실의 판매를 촉진시키기 위해서는 적정수준의 가격 인하를 검토하거나, 가격인하가 용이하지 않을 경우 고객이 지각할 수 있는 객실시설물 고급화 등 가격 이외의 다른 가치를 높이기 위한 전략이 필요할 것이다.

• 산업경영시스템학회지
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• 제43권3호
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• pp.21-28
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• 2020

Aftermarket refers to a market in which a company sells complementary goods, replacements of parts, and upgrade or maintenance services to consumers after selling them main durable goods. Intuitively, consumers who purchase main durable goods become major potential customers in subsequent aftermarket. Thus the existence of the aftermarket has a significant impact on pricing of the main durable goods as well as the aftermarket products. In this study, we analyze the effect of aftermarket on the pricing strategy for a company selling both main durable goods and aftermarket products. To do this we first divided the market into markets where the aftermarket products are indispensable and optional. Based on the proposed market types, the profit maximizing solutions are derived using two-period model, and the impacts of consumers' undervaluation of aftermarket product prices on pricing strategy are analyzed. The results can be summarized as follows : (1) Regardless of the market type, the total profits were found to be inversely proportional to the consumer's awareness accuracy of product prices in the aftermarket. This is in line with marketing efforts that sales companies have made intuitively to make consumers underestimate the cost of the aftermarket. (2) If aftermarket product is indispensable, only revenue from the aftermarket is sought. On the other hand, if aftermarket product is optional, revenue from the main durable good as well as the aftermarket product will be sought simultaneously. (3) Moreover, when aftermarket product is optional, the lower the awareness accuracy of consumers, the higher the price and profit of the main durable goods, while the lower the price and profit of the aftermarket products. This is contrary to the intuition that the lower the consumer's valuation of the costs of aftermarket, the more advantageous it would be to rely on aftermarket products rather than on main durable goods.

• 한국정보시스템학회지:정보시스템연구
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• 제23권2호
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• pp.67-90
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• 2014

Today, the company is trying to improve for business performance through the optimization of corporate resources. Most companies set up new strategy for obtaining competitive advantage for survival in rapid changes of the global business environment. IT has an important role to reduce cost and to increases business performance such as increasing sales, improving business skills and corporate image, etc. in the corporate environment. The development and use of IT resource is recognized as essential in connection with the business strategy. Most companies tried to establish the strategic use of information systems to gain competitive advantage. IT resource management is not clear in a tangible result of the business. The purpose of this study is to find out the relationship between IT competency and organizational performance through the mediating effect of strategic use of IS. IT competency consists of IT human resource, IT infrastructure, and IT vendor management. In direct relationship between three IT competence factors and organizational performance, the results of multiple regression analysis showed that IT human resource and IT vendor management are important determinants to influence organizational performance. The additional analysis for mediating effect of strategic use of IS showed that it has mediated the relationship between IT competency factors and organizational performance. This results give us an implication, not only the importance of IT competency development, but also the importance of strategic alignment of strategic use of IS with business strategy.

• 유통과학연구
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• 제4권2호
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• pp.145-165
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• 2006

중국의 자동차시장은 급속한 경제성장에 맞물려 자동차 수요가 2010년에는 국내시장 대비 2.4배 이상의 규모인 570만대, 세계 3위의 자동차시장 규모에 이를 것으로 예상 되고 있다. 또한 점차 사회 및 투자인프라의 안정화가 이루어지고 있어 세계의 글로벌 기업들에게 있어서 중국자동차 시장은 부(富) 창출의 시장이며 기회의 땅으로 인식되고 있다. 이와 반면, 중국은 전 세계의 자동차 기업들이 이미 진출해 있는 세계 자동차기업의 각축장이라는 위협의 시장이기하다. 2002년 3월 동풍과 열달 자동차와의 3자 합작투자를 수행함으로써 중국시장 진입이 현실화가 된 기아자동차로서 직면한 과제는 무엇보다 중국시장을 어떻게 침투할 것인가의 문제였다. 특히 중국의 자동차 채널환경은 한국과는 크게 달라 이러한 문제는 더욱 어려움을 증폭하기 충분했다. 본 사례는 2006년 4월 20일부터 4월 22일의 기간 동안 기아자동차의 중국 염성 공장 및 대표사무소가 있는 상해를 방문하여 인터뷰를 통해 수집한 자료를 기초로 2002년 3월 기아자동차가 중국 자동차 산업에 첫 발을 내딛을 무렵 그들에게 직면한 유통채널 환경과 그들이 유통채널의 어려움을 해결하기까지 그 과정에 대해 면밀히 살펴본다.

• 한국식생활문화학회지
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• 제33권6호
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• pp.523-530
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• 2018

The purpose of this study was to develop a technology commercialization strategy by analyzing the consumer preference for low-sodium instant noodle ramen, which has a sodium content of 1,730 mg or less. For the commercialization of such low-sodium ramen, this study examined how much consumers would pay through an analysis of consumer preference by conjoint analysis. This study surveyed 1,004 men and women in their 20 s and 50 s between the ages of 20 and 50 years in Korea using an online survey. If the price of conventional instant noodle ramen is KRW 4,000 (approximately USD 3.57) per 5 packs for one pack of 5 servings in a supermarket, this study surveyed how much more they respondents would pay if the sodium was reduced by 10.0, 20.0, and 30.0%. The study found that if sodium was reduced by 10.0, 20.0, and 30.0%, the respondents would pay as much as KRW 4,180, KRW 4,307, and KRW 4,515, respectively. The attributes of low-sodium instant noodle ramen were examined according to the degree of sodium reduction, vegetable protein ingredients, brand, where to buy and price with each level. The Marginal Willingness To Pay (MWTP) was analyzed as follows. If the sodium content of ramen soup is reduced by 1.0%, the amount that can be paid would be KRW 105.78. Respondents could pay KRW 1,673 more for famous brand ramen than an unknown brand ramen. The study results indicated that when a new product is developed and released, it can be expected to increase sales of the new product by understanding the foreseeable value that consumers could pay for and realize the technological commercialization of the technology.

• Asia Marketing Journal
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• 제14권3호
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• pp.169-184
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• 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.