• Journal of Information Technology Services
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• v.2 no.2
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• pp.39-51
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• 2003

The Internet affects all economic activities. Physical world business must either adopt new digital strategies, launch new digital business to complement their physical world models, or be forced to completely revise their strategies. The purpose of this paper is to provide a framework that organizes the managerial decision-making process to assist managers in crafting and implementing e-business strategy. We applied the methodology to the case of KNK Educational Institute to explain the process. Core competence of KNK JUNIOR is researched according to our suggested methodology and activities and roles of KNK JUNIOR have been arranged.

• Korean Journal of Computational Design and Engineering
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• v.14 no.5
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• pp.338-345
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• 2009

c-PMS(collaborative project management system) is a business process(BP) based tool to manage collaborative projects which accomplish common business objectives determined by mutual agreement of companies using limited resources and time. This study analyzes collaborative BP, collaborative projects, and their relation, and proposes the architecture and operation scenario of c-PMS consisted of business process asset management(BPAM) sub-system and project manage(PM) sub-system. BPAM sub-system models private and public BP using a client/server based modeler, defines collaborative BPs process from public BPs, and manages them as companies' asset on a web portal. PM sub-system globally manages collaborative project using planning, execution, monitoring, and analyzing functions.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.12
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• pp.5764-5769
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• 2012

Business relationships can be divided in vertical and horizontal relationships. Vertical relations, such as the relation to suppliers and contractors, are of great importance and often determine a firms success. In general, many scholars produced numerous models of business relationships covering with a wide array of variables. However, models with a focus on vertical relationship did not receive much attention. This paper deals with problems related to vertical relationships and a the business model paying special attention to vertical relationships is developed. Vertical relationships span over a wide range of industries, including industrial electronics and automotive firms. In Chapter 2, the theoretical approach needed to develop a process model to examine the vertical relationships is developed. Chapter 3 features core findings about business relationships. Chapter 4 deals with vertical relationships as developed between the core business process model. Finally, Chapter 5 of the study covers limitations and future research directions.

• International Commerce and Information Review
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• v.7 no.3
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• pp.195-212
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• 2005

International trade has been changed from traditional trade to e-trade due to the fast expanding of information technology like e-marketplace, EDI (Electronic data interchange) using Internet since mid of 1990's. e-Trade, as a new trade method, could handle every trade procedure such as market research, contract, customs clearance, logistics and payment using IT like internet without restriction of time and space. The evolution of transaction-based business model is upon us. The business models of many e-Marketplace in their early stages have typically been based on transaction fees. Many e-Marketplaces have even called out transaction revenues as a core element of their business plans. The transaction business represents the most simple of business models, but it does not provide a long-term sustain able advantage. For buyer's convenience, wide selection and test price hold appeal. For suppliers, the extended global market reach and direct access to customers and consortiums of customers is powerful. To maximize leverage of these new e-marketplace, you must from both a buyer perspective as well as a supplier perspective. Also required is a strategy that takes in account all of the various e-Marketplace transaction standards and one that allows the easy accomodation to new e-marketplace as the market change. These new e-marketplace will need to be factored into the sales channel strategies. To be successful, integration with these e-marketplaces should occur at a complete business process level. This study would suggest on the role of buyers and sellers for e-trade which could maximize effect of e-trade in order to cope with rapid changing IT environment and global trade environment. Therefore, this study suggests top priority tasks for implementing on the specialization strategy of e-trade process.

• Journal of Distribution Science
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• v.15 no.6
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• pp.47-56
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• 2017

Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.

• Journal of Korea Port Economic Association
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• v.35 no.1
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• pp.39-56
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• 2019

This study addresses the management performance of the retail industry in Korea. The Non-store e-commerce business, consisting of TV home shopping and online shopping, grew very fast during the 2000s. For roughly six years in the 2010s, the diversification of online shopping business models, intensifying competition, and the proliferation of competition accelerated the entry of offline shopping retailers. During the analysis period from 2001 to 2016, the performance of the Non-­store e-commerce business was statistically better than that of the offline shopping retail business, department stores, general retailers, and small­-sized retailers. As expected, a significant difference between performance and some of the indicators of growth and activity could be seen because of the capital and operating structure of the retail industry. In particular, the Non-store e-commerce businesses have diverse sales media and heterogeneous business models. In this study, we have presented the significance of the differences in the indicators of operating profit and inventory turnover, as well as the discussion required for managing in the future.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.23 no.2
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• pp.111-116
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• 2019

New technologies such as the IoT, Big Data, and Artificial Intelligence, starting from the Web, mobile, and smart device, enable new business models that did not exist before, and various types of Internet companies based on these business models has been emerged. In this research, we examine the factors that influence the success and failure of Internet companies. To do this, we review the recent studies on business model and examine the variables affecting the success of Internet companies in terms of network effect, user interface, cooperation with actors, creating value for users. Using the five derived variables, we will select 14 Internet companies that succeeded and failed in seven commercial business model categories. We derive decision tree by applying inductive learning based on ID3 algorithm to the analysis result and derive rules that affect success and failure based on derived decision tree. With these rules, we want to present the strategic implications for actors to succeed in Internet companies.

• Management & Information Systems Review
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• v.1
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• pp.363-399
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• 1997

Research in operations strategy has evolved considerably since Wickham Skinner's early conceptual work. Traditionally research in operations strategy has not explicitly recognized the distinction between process and content research. However, separate conceptual models for process and content are extracted from the literature Recent research in operations strategy has focused on showing the extent to which manufacturing's competence in developing and executing one or more competitive capabilites affects the organization's overall business performance. This paper takes a approach to examining the relationships among competitive capabilities, and the relationships among between those capabilities and business performance.

• Proceedings of the CALSEC Conference
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• 1999.11a
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• pp.601-620
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• 1999

인터넷으로 인해 고객, 공급자, 기업 등이 상호작용하는 방식이 변화되고 있다. 인터넷은 새로운 사업 기회를 제공하는 한편, 새로운 경쟁적 위협을 암시하고 있다. 인터넷으로 인해 기업은 고객, 공급자, 제휴 파트너 등과의 관계를 재정의함은 물론이고, 기업 내부의 작업방식, 부서간의 장벽을 없애고 그 기능을 재정의하기에 이르고 있다. 가상사회에서는 더 이상 소비자가 전화로 음악 CD나 사전을 주문하고 지로로 입금을 하고 택배로 제품을 수령하는 방식으로 사업이나 거래가 이루어지지 않는다. 소비자는 인터넷에 접속하여 원하는 주제의 음악이나 사전의 한 부분만을 주문하고 신용카드나 전자화폐로 대금을 지불하고 자신의 컴퓨터에 직접 제품을 내려받아 사용하게 된다. (중략)

• Korean small business review
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• v.43 no.1
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• pp.107-129
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• 2021

Inclusive business is a social business that is promoted with the aim of supporting the economic independence and quality of life of poor people in developing countries. Inclusive business is emerging as a new development cooperation method that can lead to development effects such as income generation and economic independence by engaging the poor, traditionally recognized as 'the target of aid' in terms of development cooperation, in market-based economic activities. This study considered how this inclusive business overcomes various barriers in the market for the poor in developing countries and generates social values and economic returns. To this end, based on previous studies, an analytical framework was established to analyze inclusive business models and business types. And based on the multiple case study method, 17 cases of inclusive business of social enterprises were selected to analyze the characteristics of their business models and the types of business. Through this study, characteristics of value proposition mechanisms, value creation mechanisms, and value securing mechanisms of inclusive business based on public-private cooperation were derived. Also, how these inclusive businesses create social and economic values for the poor were analyzed. The findings present theoretical and practical implications for an inclusive business model.