• Journal of Fisheries and Marine Sciences Education
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• v.26 no.6
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• pp.1209-1216
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• 2014

This feeding experiment was conducted to investigate the effects of slurry type diet on growth performance and survival rate of growing leptocephalus, eel larva. We need to find new materials of diets for rearing eel larvae. Test diets were formulated with the eggs of the shark, fish soluble concentrate, soybean peptide and fish protein hydrolysate. Fish (average length 6 mm) were fed 3 slurry type diet(A, B and C) based on shark egg for 5 times per day. During feeding experiment, survival rates were significantly different among 3 slurry type diets. Total protein, lipid, moisture, ash and free amino acids contents were analyzed for slurry type diets. Leptocephalus fed the C slurry type diet was grown up to $38.0{\pm}9mm$ at 150 days. But all leptocephalus fed B slurry type diet were died at 100 days, reaching $16.4{\pm}8mm$. This results suggest that basic information for diet development of eel leptocephalus.

• Strategy21
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• s.36
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• pp.121-149
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• 2015

This paper will examine some past and current issues concerning the Republic of Korea's national strategy, focusing predominantly upon how the ROK should respond to the urgent maritime-oriented strategy highlighted by the recent developments and achievements of national prosperity achieved during last three decades and identify some of successful cases in East Asia. Some consideration will also be given to more general emergent issues of trends and developments of East Asian countries which might affect to define the ROK's future national strategy in the context of its national grand strategy to enhance national interests and prosperity. ROK is especially dependent upon open Sea Lanes of Communication (SLOC) and its national security emphasizes the sea as the medium of geopolitical and geo-economic development, given the sea known as core geographic option remains that ROK is an important maritime power, ranking the world-level nation in term of GDP, sea-borne trade, container processing capability, shipbuilding capacity and so on. It should be apparent, therefore, that ROK's national strategic development depends upon the relationship between its peninsula geography and its national development based on sea-borne economic growth and its maritime-oriented future national strategy will be the best option to maintain its national development and economic prosperity.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1989.10a
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• pp.108-125
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• 1989

A new product development is critical to the growth and success of most business firms. Increasingly, the new product development is recognized as an essential component of the corporate plan. But, relatively few research investigations have focused on the elements of a new product development strategy and its performance results. This study aims to identify the patterns of new product development strategy which business firms adopt, and its performance results. To identify these patterns and results, 268 firms in four industries known to be active in new product development were selected as a matter of convenience, and surveyed by the questionnaire and interviews. The questionnaire is composed of 67 strategy variables, 8 performance variables, and other variables. To analyze the data from samples, various statistical methods such as factor analysis, Pearson correlation analysis, sluster analysis, and one-way ANOVA were employed. This analysis brought forth the following major findings: First, three new product development strategy patterns were identified. Each strategy pattern was proved to be different from the others in terms of group of strategy elements that were adopted. Second, the new product development strategy was closely linked to its performance. Third, the difference of performance results among strategy groups in each industries was rather significant, however, the performance difference among industries in each strategy group was less significant.

• Journal of Technology Innovation
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• v.8 no.2
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• pp.97-117
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• 2000

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier's outcome. The parent company's divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company's new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company's low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

• Management & Information Systems Review
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• v.23
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• pp.25-40
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• 2007

In the highly competitive and divers world of financial market, customer is the single most important factor to company's survival. Especially, creating a relationship with valued customers is a key to success. CRM provides the mean to retain high value customers. It takes a prospect of what customers expect. Utilizing those knowledge can help the products and service meet the customers' needs, thereby maximizing customer satisfaction and company's profit. In this report, I am going to suggest a few ways to develop successful CRM in the life insurance industry. First, CRM should innovate the way of communication to keep pace with Web 2.0 era. In other words, the customer's needs should be caught by real-time communication than traditional off-line market research. Thus, the functionality and specification of products can be decided by customer's direct choice so that the customers are able to purchase the understanding and experience of the products. Second, CRM project should consider whether the initial strategy plan can promise the stable growth of customer at the first step. When planning strategy, the project needs to identify what customer wants and how to fulfill the needs with stable growth of the customer. In addition, the CRM should be developed by realizing that customer centric benefits ultimately guarantee the growth of the organization. Third, CRM systems should enhance the organization's ability to take the customer's insight in a 360 degree view and to capture the voice of the customer directly. In order to develop the best matched product package, more precise customer segmentation should be ahead of market segmentation strategy. Forth, the biggest reward from CRM will be a customer royalty program. Many successful banks are already planning and practicing customer royalty strategy. A comprehensive analysis of customers and their behavior allow organization to identify high value potential customers' needs and determine a strategy required to meet those needs. Even life insurance companies such as Prudential Korea are developing products designed for royal customers. Fifth, understanding and managing the experience of customer called Customer Experience Management also can increase customer satisfaction. Measuring only customers' experience and adapting it to marketing strategy make products position in the gap between the customers' expectation and experience not required by market. A key component of CEM is its application across all organizational functions. At last, the direction of change and development of CRM can be defined from the conceptualization of information technology represented by Ubiquitous and Web 2.0. Instead of just managing customer information, companies should take the initiative in personalized system with customer oriented strategy. Furthermore, with the regular communication between CRM stakeholders (Sales-Marketing-IT), customer's demand should be directly reflected to enterprise strategy in real time.

• Journal of the Korean Society for Railway
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• v.18 no.3
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• pp.186-193
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• 2015

In this paper, a reliability growth analysis for a next-generation high-speed train was conducted. First, the high-speed train was decomposed into 6 sub-systems and main equipment of the high-speed train was derived from functional diagrams. Next, failure rates were calculated for each sub-system from the failure data obtained during commissioning tests. Then, reliability growth analysis was conducted for the high-speed train using the Duane model. The results show that activities to increase reliability were carried out throughout the test runs from the reliability growth results.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.2
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• pp.51-78
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• 2021

Followed by 'start-up', the theme of 'scale-up' has been considered as an important agenda in both corporate and policy spheres. In particular, although it is a term commonly used in industry and policy fields, even a conceptual definition has not been achieved from the academic perspective. "Corporate Growth" in the academic aspect and "Business Growth" in the practical management field have different understandings (Achtenhagen et al., 2010). Previous research on corporate growth has not departed from Penrose(1959)'s "Firm as a bundle of resources" and "the role of managers". Based on the theory and background of economics, existing research has mainly examined factors that contribute to firms' growth and their growth patterns. Comparatively, we lack knowledge on the firms' growth with a focus on 'annual revenue growth rate'. In the early stage of the firms, they tend to exhibit a high growth rate as it started with a lower level of annual revenue. However, when the firms reach annual revenue of more than 100 billion KRW, a threshold to be classified as a 'middle-standing enterprise' by Korean standards, they are unlikely to reach a high level of revenue growth rate. In our study, we used our sample of 333 companies (6.7% out of 5,000 'fastest-growing' companies) which reached 15% of the compound annual growth rate in the last three years with more than USD 100 million. It shows that sustaining 'high-growth' above a certain firm size is difficult. The study focuses on firms with annual revenue of more than $100 billion (approximately 120 billion KRW) from the 'Inc. 2020 fast-growing companies 5,000' list. The companies have been categorized into 1) Fast-growing companies (revenue CAGR 15%~40% between 2016 and 2019), 2) Hyper-growing companies (40%~99.9%), and 3) Super-growing (100% or more) with in-depth analysis of each group's characteristics. Also, the relationship between the revenue growth rate, individual company's strategy choice (market orientation, generic strategy, growth strategy, pioneer strategy), industry/market environment, and firm age is investigated with a quantitative approach. Through conducting the study, it aims to provide a reference to the 'Hyper-Growing Model' that combines the paths and factors of growth strategies. For policymakers, our study intends to provide a reference to which factors or environmental variables should be considered for 'optimal effective combinations' to promote firms' growth.

• Archives of design research
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• v.18 no.3 s.61
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• pp.139-148
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• 2005

Generally, the brand has its life cycle as the product has. This life cycle is classified into the stages; introduction, growth, maturity and decline. Since the brand is little different from that of the product's, we can find some differences when it applies to the brand. The most effective method to perceive the brand to the consumers is advertisement, therefore in the advertisement design, it is important to figure out the current stage in the brand life cycle and use the most ideal design strategy in that stage. This study suggests the concept of the brand life cycle and the most effective strategy in each stages of the advertisement design. In the stage of the brand introduction, we apply the 'What is it? Strategy' which introduces the brand itself. In the stage of the growth, 'How does it Differ from? Strategy' is suggested as the advertisement strategy emphasizing the positioning which shows its differential competitive advantages among brands because in this stage there are many competitive brands in the market. In the stage of the maturity, we focus on the 'What does it Convey of? Strategy' stressing on the delivery of brand's value to consumers as consumers they purchase the brand. Finally in the stage of the decline, 'What does it Stand for? Strategy' is suggested in order to emphasize the generation of brand's symbolical meaning rather than to emphasize it's attributes or benefits. Therefore the advertisement design needs the contingent ideal design strategy according to the stages of brand life cycle and the effective brand management through it.

• 한국디지털정책학회:학술대회논문집
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• 2005.11a
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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.

• Smart Structures and Systems
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• v.18 no.3
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• pp.569-584
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• 2016

This paper presents a method for stochastic modelling of fatigue crack growth and optimising inspection and maintenance strategy for the structural members of steel bridges. The fatigue crack evolution is considered as a stochastic process with uncertainties, and the Gamma process is adopted to simulate the propagation of fatigue crack in steel bridge members. From the stochastic modelling for fatigue crack growth, the probability of failure caused by fatigue is predicted over the service life of steel bridge members. The remaining fatigue life of steel bridge members is determined by comparing the fatigue crack length with its predetermined threshold. Furthermore, the probability of detection is adopted to consider the uncertainties in detecting fatigue crack by using existing damage detection techniques. A multi-objective optimisation problem is proposed and solved by a genetic algorithm to determine the optimised inspection and maintenance strategy for the fatigue affected steel bridge members. The optimised strategy is achieved by minimizing the life-cycle cost, including the inspection, maintenance and failure costs, and maximizing the service life after necessary intervention. The number of intervention during the service life is also taken into account to investigate the relationship between the service life and the cost for maintenance. The results from numerical examples show that the proposed method can provide a useful approach for cost-effective inspection and maintenance strategy for fatigue affected steel bridges.