• International Journal of Advanced Culture Technology
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• v.10 no.1
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• pp.67-74
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• 2022

In this study, the core competencies of 7-Eleven, Japan's representative convenience store, were derived through a qualitative analysis method using VRIO (value, rarity, Imitability, and organization) framework, a management strategy model based on Resource-Based View (RBV). As a result of VRIO analysis, the value can be based on the scale that 7-Eleven ranks first in the Japanese convenience store industry in terms of the number of stores and market share that it has developed based on capital. The rarity is based on the fact that raw material procurement, the main activity of a company, is establishing the nation's largest distribution channel in the entire process, from producers to logisticians and franchisees. The difficulty for Imitability is based on a dominant strategy and has secured a competitive advantage by opening stores in a specific area, improving awareness, and raising barriers to entry. As the largest company in the convenience store industry, it is confirmed that 7-Eleven is the result of organizational power that has built stores not only in Korea but also in 16 countries around the world.

• Korean Journal of Construction Engineering and Management
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• v.17 no.3
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• pp.61-70
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• 2016

Construction enterprises have performed various projects such as buildings, infrastructure and plant projects in the international market. Among these, the plant project's amount of orders accounted for about 68.9% of all. However, because of the enterprises won a contract with a low-budget for plant project in the last 10 years, the profit has dropped dramatically. And it is forecasted that there are extreme competition for bid award of plant projects because of the current falling oil prices and raising interest rates. In this circumstance, the comprehending of enterprises strength and weakness must be a priority to get a sustainable competitive advantage. Therefore this research suggests the enterprises's capability assessment framework and it is in order to diagnose the korean construction enterprises capabilities. The framework is based on the VRIO model that is on the basis of resource based theory. First, the capability assessment indices and their importance and priority that based on the life-cycle of plant project is deducted by literature review and survey. Second, the 5 point likert score applied VRIO survey is conducted to diagnose the enterprises and quantified the survey result using the fuzzy theory. Lastly, the competitvie implication and capability assessment are deducted.

• Journal of Korea Entertainment Industry Association
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• v.13 no.8
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• pp.77-91
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• 2019

As of 2019, a report by the Ministry of Culture, Sports and Tourism showed that 884 diverse regional festivals are being held in the country. While there are successful festivals with large audience numbers and local economic effects, there are many festivals that only waste local budgets. Against this backdrop, the question of this study is "What are the key competences of a successful dance festival utilizing the VRIO model?" The development process and success factors of the success dance festival at home and abroad were analyzed in order to explore the key competences and specialization measures of the festival that our dance festival can take off as a successful dance festival. The purpose of the study is to examine what is the source of competitiveness of the regional festival through VRIO model, which can identify the key competencies of the festival to grow into a successful dance festival, and to derive the key competencies of the festival through the interview of the expert group(Focus Group Interview) to apply the development measures of our country's dance festival. According to the analysis, festival experts view the success factors of local festivals from various perspectives based on their empirical knowledge. The key competencies priority was 1. Theme, 2. the festival organization and professional personnel management, 3. The results came in the order of residents' participation. And the successful domestic and foreign dance festivals had their own core competencies. Growing up as a successful festival through festival management, which is worth no other festival, difficult to emulate, rare and difficult to replace, is seen as the biggest key to leading the regional festival to the world festival.

• Journal of Korea Entertainment Industry Association
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• v.13 no.3
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• pp.333-342
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• 2019

The purpose of this study is to compare and analyze the cases of the multiplex cinema industry of CJ CGV, Lotte Cinema and Megabox to study what CJ CGV's innovative core competence is from a management strategy perspective. Through this, the core competence strategies, Value, Rareness, Inimitability, and Organization(VRIO) were analyzed in order to derive from the major success factors based on the expansion process of Cultureplex. According to the analysis results, CJ CGV's differentiated value roots from Cultureplex, which CJ CGV priorities in creating movie theaters a cultural entertainment hub. The ability of CJ CGV in transforming the cinema into a cultural and living playground through technological innovation is it's cutting edge from its competitors under the rareness factor. A CJ CGV attains its inimitability by establishing social brand power as an inclusive social contribution. An organization of CJ CGV is a globalization worldwide. CJ CGV is to increase the brand value of cultural experience movie theaters and enhance customer satisfaction by expanding the use of existing movie theaters and pioneering with innovative development to theaters. As more to be sought out from this thesis, CJ CGV has steadily increased its competitive edge, raising its core competence of business value.

• Asia Marketing Journal
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• v.15 no.2
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• pp.1-27
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• 2013

The main goal of this study is to examine the competition intensity in the Korean bakery franchise industry and to identify the core competencies of the industry's leading company, Paris Baguette. The frameworks of PEST analysis, Cross Impact analysis, a Five Forces Model, a Value Chain, and VRIO analysis. PEST and Cross Impact analysis were employed to investigate the industry's external environment, and the results indicated that 'increased attention on corporate's Creating Shared Value (CSV) activities' is the most influential factor among others. The analysis using the Five Forces Model found industry rivalry and substitutes were the greatest threats. Finally, the results of Value Chain and VRIO analysis identified four core competencies of Paris Baguette: its CEO's craftsmanship, e-procurement system, quality of dormant dough, and hub system. Multiple managerial implications are suggested for practitioners in the marketing area, especially in the saturated market environment.

• Journal of Distribution Science
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• v.13 no.2
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• pp.55-62
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• 2015

Purpose - This study aims to investigate the success factors pertaining to K-POPs from an analysis of the internal business environment. Much research has investigated Korean Moves or how to popularize them. The research mainly focused on aspects of Korean Moves. However, few studies have attempted to examine Korean Moves or K-POPs from a managerial viewpoint. The current research tries to investigate the success factors of K-POP from strategic perspectives, specifically utilizing internal resource based view perspectives. It differentiates itself by looking at the competitiveness of K-POP from the internal resources. Research design, data, and methodology - In the entertainment industry, where creativity is heavily stressed, competitiveness is often regarded within the organization as a form of intangible asset, knowledge, or technology that is often related with the organization's personnel. Some research has tried to reveal the competitiveness of K-POP using Porter's competitiveness of nations framework. Others utilize the adapted model of Porter's structure. However, these models only look at the outside environment, and not inside a firm's resource, knowledge, or capabilities. This research utilizes the VRIO model to examine the internal resources and capabilities of K-POP producers. The model measures whether a firm's internal resources and capabilities are valuable, rare, difficult to imitate by competitors, or organizable. The research covered businesses whose yearly revenue exceeds $10 Million in music planning and recording in South Korea. There were only thirteen such companies (one percent of the total population). Of these, companies for whom 20 percent or more of the sales revenue comes from the abroad are targeted. Only seven are selected and these participated in the research. In order to find a firm's internal resources, we conducted qualitative research methodology. Their business names and persons who participated in this research are not revealed due to case sensitive issues. Instead, we use unrelated initials for their names and their statements. Results - From the in-depth interview with top-tier K-POP producers and managers, the current research tried to identify resources and capabilities that helped to strengthen their competitiveness. These resources and capabilities are sought from the scope of the VRIO model, which looks at the internal resources and capabilities from the scope of value, rarity, imitability, and organization. Interviews with the top tier producers and managers reveal the internal success factors of K-POPs. We conclude that these resources and capabilities are from internally accumulated producing know-how, unique managing (training) system, and outstanding all-round entertainment capabilities of the performers. Conclusions - These results indicate that the core resources and capabilities of K-POP are robust. It will take a significant amount of time and money to imitate for followers, because these resources and capabilities are the result of time investment and are embedded into producers' and performers' know-how. Taking Luo (2000)'s argument, K-POP is in the second stage of the globalization process, which is configuring and allocation resource capabilities to a global scope.

• Proceedings of the Korean Society of Computer Information Conference
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• 2022.07a
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• pp.687-688
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• 2022

국내 커피산업에 있어서 2020년 기준으로 개인 커피전문점 점포수는 7만 5520곳으로 전체 커피전문점 점포수의 90%를 차지하였으나, 국내 3대 대형 커피프랜차이즈(스타벅스, 투썸플레이스, 이디야)의 매출액 비중은 60%으로 대형 커피프랜차이즈의 매출비중이 매우 높다[1]. 개인 커피전문점의 경우 대형프랜차이즈에 비해 자본력과 브랜드 파워 부족으로 어려움을 겪고 있는데, 본 연구에서는 마이클포터의 Five-Forces Model을 커피산업에 적용하여 한국 커피산업 외부환경을 분석하고, VRIO 분석을 통해 개인 커피전문점 내부자원을 분석하여 개인 커피전문점의 발전을 위한 경영전략을 도출하고자 한다.

• Journal of Korea Society of Industrial Information Systems
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• v.23 no.3
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• pp.73-86
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• 2018

An analysis of Airbnb and Kozaza will show how valuable and rare resource can have an impact on company performances. Airbnb applied the sharing economy platform, and this business model had disrupted the hospitality industry. Thus, this paper will investigate a Korean company called Kozaza which had benchmarked Airbnb. Furthermore, it will apply the theory of VRIO framework, which consists of how valuable, rare, costly to imitate (imitability), and organization (exploited by the organization) to find competitiveness of Kozaza in the hospitality industry. Thus, it will attempt to show that Kozaza's business model of utilizing the unused resource of Hanok (traditional Korean house) and partnerships with Hanokstay, Seoul Metropolitan Government and Soul Tourism Organization and others have enhanced their resource and capability to strengthen their business model. Furthermore, this research will explore how Kozaza can competitively be successful in the future.

• Proceedings of the Korean Society of Computer Information Conference
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• 2019.07a
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• pp.405-406
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• 2019

우리나라의 고령인구 수가 점점 늘어남에 따라 시니어 식품산업에 대한 관심이 높아지고 있다. 고령친화산업에 대한 연구는 "고령친화산업진흥법"이 제정된 2006년 이후 본격화되어 시니어 소비자, 의류, 금융 등 분야에서 연구되고 있으나, 시니어 식품산업에 대한 산업구조분석 연구는 미미한 실정이다. 본 연구에서는 미래 유망 성장 산업으로 기대되는 시니어 식품산업에 대해 마이클포터의 5 forces model을 적용하여 경쟁자를 파악하고, VRIO분석을 통해 내부자원을 분석하여 실질적인 시니어 식품산업의 경쟁력을 제고할 수 있는 전략을 도출하고자 한다. 이는 향후 관련 산업의 경제적 가치와 수요에 영향을 미치는 요인, 기업 내부 역량별 시장성 분석 등을 위한 기초 자료로 활용될 것이다.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.30-40
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• 2018

The purpose of this study is to examine the effect of project-based organizational resources on the business performance in the resource-based view (RBV) and dynamic capability one and analyze their relationship through an integrated model. The RBV argues that firms get competitive advantages when they have VRIN characterized resources but dynamic capability view argues that RBV has its limitation under volatility so it enables them to obtain competitive advantages in ever changing environments. This study analyzes data collected from 270 survey questionnaires on the project management related staff at the project-based organization among major companies in Korea. The result demonstrates that two project organizational resources on strategic and executional management with VRIN characteristics are found to bring positive effects on the organizational dynamic capabilities and also the dynamic capabilities such as integration & reconfiguration, organizational learning are verified to bring meaningful positive effects on the business performance. On the other hand, unlike previous studies, ambidexterity has quite a weak effect on the business performance. Therefore, we expect that the resources of the project-based organization with VRIN lead to strengthen the firm's business performance through organizational dynamic capabilities and produce high performance through the integrated model of RBV and dynamic capability one. The study has academic meanings that widely confirm the effects and characteristics of main elements of VRIN project organizational resources on the business performance of competitive advantage through the dynamic capabilities of the organization by the regression on the precedent studies regarding the project management resources and their relationship with the VRIO characteristics. The practical implication is that it is preferentially necessary for the organization to obtain VRIN resources and organizational dynamic capabilities, especially organizational learning to have sustainable competitive advantages.