• 한국산학기술학회논문지
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• 제11권6호
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• pp.1991-1996
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• 2010

국내 외식산업 프랜차이즈는 경제성장의 추세에 맞추어 발전을 거듭해 오면서, 국내뿐 아니라 해외에도 진출을 하여 각 지역의 입맛, 습성 등을 고려한 다양한 마케팅을 통해 성공전략을 펼치고 있다. 본 연구는 성공적인 외식산업 프랜차이즈 업체로 꼽히고 있는 (주)놀부와 미스터피자를 비교 분석하여 국내 외식산업 프랜차이즈 시장의 성공요인을 알아보고자 하였다. 연구결과 특색있는 마케팅, 기업의 성과를 환원하기 위한 노력, 체계적이고 과학적인 가맹점 관리, 원활한 유통시스템과 물류센터, 타 브랜드로부터의 차별화 등의 성공요인이 도출되었다.

• 아태비즈니스연구
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• 제12권1호
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• pp.101-120
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• 2021

Purpose - As the research of Chinese unicorn companies is still in early stages, this paper aims to investigate the factors that influence the success of Chinese IT unicorns. Design/methodology/approach - This study is conducted as a single case study and used various sources such as interviews, internal data, press releases, IR data, etc. to enhance the reliability and validity. Findings - First, the characteristics of the start-up team, social capital, and strategies as internal factors affect the success of unicorns. Among them, the more Guanxi in social capital factors, the greater the possibility of growing into an IT unicorn company. Second, the role of venture capital and geographical location have been identified that two factors affect the success of unicorns. In the role of venture capital, it has been confirmed that the world's top-level venture capital company or a company that has been invested by "BATJ" is more likely to grow into a unicorn company in China. Research implications or Originality - This paper distinguishes between internal and external factors to explain the factors that affect the growth of unicorn companies, which lays the foundation for future research, such as the exploration of the unicorns and the development of new variables.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2006년도 추계학술대회
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• pp.545-559
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• 2006

The function of product design has been an important part for success on new product development We deeply studied 'Chocolate-Phone' case which is considered as a representative of adopting design-oriented new product development strategy. According to this study, we found three contextual factors and nine key success factors for design-oriented new product development. The contextual factors consist of the strong needs for innovative product development, customer's needs for the emotional value, competitive situation for the new product launching. The key success factors consist of design, development marketing, overall sides. The key success factors of design side are to select talented designers and take an insight for market and communication skill. The key success factors of development side are to possess high technological abilities, to do divergence with removing or giving up some function management's strong support. The key success factors of marketing side are to bring core marketers from outside, capacity to gather ideas from outside. The key success factors of overall side are to share design-oriented principle with other parts and to change member's mind from engineer-oriented to market-oriented.

• The Journal of Asian Finance, Economics and Business
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• 제7권8호
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• pp.247-257
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• 2020

This study aims to examine the effects of integrated performance measurement on firm success of beverage businesses in Thailand. Integrated performance measurement, organizational commitment, organizational citizenship behavior, and firm success are the main variables of the study. In this study, all 653 beverage businesses from Department of Business Development, Ministry of Commerce, Thailand are the samples of the study. The data collection was provided during February - April, 2016. A mail survey procedure via questionnaire was used for data collection. 163 responses were received. Of the surveys completed and returned, 159 were usable. The structural equation model (SEM) is conducted to examine the effects of integrated performance measurement on organizational commitment, organizational citizenship behavior and firm success. The results show that integrated performance measurement positively influences organizational commitment, organizational citizenship behavior and firm success. Organizational commitment positively affects both organizational citizenship behavior and firm success while organizational citizenship behavior positively impacts firm success. In summary, integrated performance measurement as a strategic management accounting approach is a key determinant of firms' business outcome. Firms need to support their resources and capabilities in developing, implementing, utilizing, and maintaining integrated performance measurement. Potential discussion, conclusion, and suggestions and directions for future research are highlighted.

• 한국IT서비스학회지
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• 제4권2호
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• pp.1-22
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• 2005

The object of this study is to elicit major success factors along with the phases of implementing the BPR in case of public corporations. To obtain the goal of this research, (1) this study reviews and integrates the major previous BPR studies and shows critical success factors of implementing BPR projects coincided with the characteristics of the public organizations. (2) This study has analyzed and arranged the details of BPR projects of public corporations in South Korea through the literature survey, the questionnaire and the interview. (3) This study classifies 40 critical success factors which were identified in existing studies into ones belonging to 3 phases of BPR projects implementation: Introduction Phase, Execution Phase and Stabilization Phase. (4) This study has tested the relation between critical success factors on each stage of BPR projects implementation and the performance variables. It has proven that there is the statistically significant correlation between the success factors and the performance. The findings of this study are thought not only to be useful as a practical guideline in carrying out BPR project Implementation but also to provide significant basis for constructing the theoretical framework of effective BPR project implementation strategy.

• Clinical Endoscopy
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• 제56권6호
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• pp.790-794
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• 2023

Background/Aims: Situs inversus viscerum (SIV) is a congenital condition defined by left-to-right transposition of all visceral organs. This anatomical variant has caused technical challenges in endoscopic retrograde cholangiopancreatography (ERCP). Data on ERCP in patients with SIV are limited to case reports of unknown clinical and technical success rates. This study aimed to evaluate the clinical and technical success rates of ERCP in patients with SIV. Methods: Data from patients with SIV who underwent ERCP were retrospectively reviewed. The data were collected by querying the nationwide Veterans Affairs Health System database for patients diagnosed with SIV who underwent ERCP. Patient demographics and procedural characteristics were collected. Results: Eight patients with SIV who underwent ERCP were included. Choledocholithiasis was the most common indication for ERCP (62.5%). The technical success rate was 63%. Subsequent ERCP with interventional radiology-assisted rendezvous has increased the technical success rate to 100%. Clinical success was achieved in 63% of cases. Among cases of subsequent rendezvous ERCP after conventional ERCP failure, clinical success was achieved in 100%. Conclusions: The clinical and technical success rates of ERCP in patients with SIV were both 63%. In patients with SIV in whom ERCP fails, interventional radiology-assisted rendezvous ERCP can be considered.

• 한국산업정보학회논문지
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• 제25권1호
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• pp.71-87
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• 2020

새로운 고용창출과 경제성장의 핵심동력으로서 스타트업의 중요성이 더욱 강조됨에 따라 본 연구는 국내 스타트업의 현황과 성공요인을 분석하고자 하였다. 스타트업으로 시작해 유니콘기업으로 성장한 (주)우아한형제들의 성공요인을 ERIS모델과 성장단계별 모델로 구분하여 성공요인을 도출하였다. ERIS모델 성공요인은 창업자요인과 독특한 문화를 고유한 자원으로 인식한 자원요인, 블랜딩을 통한 산업환경 요인과 사업 확장으로 플랫폼 다각화를 진행한 전략요인이 주축이 되었다. 성장단계별 성공요인은 기존의 경쟁자와 차별화를 두었다는 점이며 상업화단계에서는 새로운 사업모델이 시장의 신뢰를 얻으면서 수익을 상승시켰고, 젊은 층의 공감을 얻은 공격적인 마케팅은 국내·외 투자사로부터 대규모의 투자금을 유치할 수 있었고, 성장단계에서는 매니아 중심의 마케팅을 유지하면서 플랫폼 다각화 전략을 펼친 것이 중요한 성공요인으로 작용하였다. 이와 같은 (주)우아한형제들의 성공요인 분석이 더 많은 국내 유니콘기업의 탄생을 위한 밑거름이 되었으면 하는 바램이다.

• Journal of Information Technology Applications and Management
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• 제16권2호
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• pp.121-133
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• 2009

Recently, as the importance of IT management is increasing, many companies have adopted ITSM(IT Service Management) as a solution to various IT management issues. In addition, some advanced companies are using 6 Sigma technique in their implementation of ITSM. The main purpose of this study is to analyze critical success factors of 6 Sigma in applying to the implementation of ITSM. For a case company, which is known to be successful in applying 6 sigma in its implementation of ITSM, six critical success factors were analyzed. The factors include leadership of CEO, capability and level of 6 Sigma belts, management of accurate data, building organizational systems, training and education, and evaluation and incentive. The results of the study are expected to be used as an useful information for companies to apply 6 Sigma in the implementation of ITSM.

• Asia pacific journal of information systems
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• 제23권2호
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• pp.21-39
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• 2013

As the utilization of information technology and the turbulence of technological change increase in organizations, the adoption of IT outsourcing also grows to manage IT resource more effectively and efficiently. In this new way of IT management technique, service level management(SLM) process becomes critical to derive success from the outsourcing in the view of end users in organization. Even though much of the research on service level management or agreement have been done during last decades, the performance of the service level management process have not been evaluated in terms of final objectives of the management efforts or success from the view of end-users. This study explores the relationship between SLM maturity and IT outsourcing success from the users' point of view by a analytical case study in four client organizations under an IT outsourcing vendor, which is a member company of a major Korean conglomerate. For setting up a model for the analysis, previous researches on service level management process maturity and information systems success are reviewed. In particular, information systems success from users' point of view are reviewed based the DeLone and McLean's study, which is argued and accepted as a comprehensively tested model of information systems success currently. The model proposed in this study argues that SLM process maturity influences information systems success, which is evaluated in terms of information quality, systems quality, service quality, and net effect proposed by DeLone and McLean. SLM process maturity can be measured in planning process, implementation process and operation and evaluation process. Instruments for measuring the factors in the proposed constructs of information systems success and SL management process maturity were collected from previous researches and evaluated for securing reliability and validity, utilizing appropriate statistical methods and pilot tests before exploring the case study. Four cases from four different companies under one vendor company were utilized for the analysis. All of the cases had been contracted in SLA(Service Level Agreement) and had implemented ITIL(IT Infrastructure Library), Six Sigma and BSC(Balanced Scored Card) methods since last several years, which means that all the client organizations pursued concerted efforts to acquire quality services from IT outsourcing from the organization and users' point of view. For comparing the differences among the four organizations in IT out-sourcing sucess, T-test and non-parametric analysis have been applied on the data set collected from the organization using survey instruments. The process maturities of planning and implementation phases of SLM are found not to influence on any dimensions of information systems success from users' point of view. It was found that the SLM maturity in the phase of operations and evaluation could influence systems quality only from users' view. This result seems to be quite against the arguments in IT outsourcing practices in the fields, which emphasize usually the importance of planning and implementation processes upfront in IT outsourcing projects. According to after-the-fact observation by an expert in an organization participating in the study, their needs and motivations for outsourcing contracts had been quite familiar already to the vendors as long-term partners under a same conglomerate, so that the maturity in the phases of planning and implementation seems not to be differentiating factors for the success of IT outsourcing. This study will be the foundation for the future research in the area of IT outsourcing management and success, in particular in the service level management. And also, it could guide managers in practice in IT outsourcing management to focus on service level management process in operation and evaluation stage especially for long-term outsourcing contracts under very unique context like Korean IT outsourcing projects. This study has some limitations in generalization because the sample size is small and the context itself is confined in an unique environment. For future exploration, survey based research could be designed and implemented.

• 한국IT서비스학회지
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• 제15권4호
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• pp.175-191
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• 2016

This paper investigates changing processes of new product development (NPD) systems. In order to continuously develop first-class products, world wide super-class products and hit products, R&D (Research & Development) must be competitive. Firms must achieve competitiveness in terms of quality and cost by launching new products. Most films focus on improving effectiveness and efficiency of NPD process. However, sometimes, they face to the critical challenge of transforming NPD processes entirely reflecting dramatic change of their core products. Transforming of NPD process is difficult in that it involves technological and organizational changes in marketing, R&D, Engineering and manufacturing systems. The purpose of this paper is to shed light on processes and factors affecting successful transformation of new product development systems. We present a case study on the changing processes of S company's NPD process. S company has changed new product development systems successfully from a major IT equipment supplier to an automotive supplier. Empirical results show successful changes of 10 core NPD processes from understanding the market and customers process to after sales process. In case of transformation of NPD, adaption of attribute of business is crucial for success factors in the process innovation. This paper shows the bridging the gap between IT and automotive industrial dynamics and growth through adaption of two processes in the NPD.