• Proceedings of the Korean Society of Soil and Groundwater Environment Conference
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• 2002.09a
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• pp.117-121
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• 2002

A numerical model that describes the reductive dechlorination of tetrachloroethene(PCE) to ethene via cis-dichloroethene(CDCE) was developed. The model included two separated dehalogenator groups : one for PCE transformation to cDCE via TCE and the other for cDCE dehalogenation to ethene via VC, competitive inhibition between different chloroethene electron accepters, and competition for H$_2$ between dechlorination and methanogens. Model simulations suggest first, that PCE dechlorinators are better competitive with methanogens than cDCE dechlorinators. Second, not only the initial relative population size of dehalogenators and H$_2$-utilizing methanogens but also electron donor delivery strategies used greatly affects the degree of dehalogenation. As a result, all of factors in the above must be considered in order to achieve economical and successful bioremediation of contaminated soil and groundwater with chlorinated solvents.

• Journal of Digital Convergence
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• v.3 no.2
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• pp.131-142
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• 2005

Under the internet age, the competition among recruiting intermediaries including online and offline players has been intensified for several years. Therefore, their business processes or business models have also been transformed to be able to earn the competitive advantages. For these reasons, the traditional players like offline-based recruiting companies have willingly or unwillingly experienced the competitive disadvantages on the recruit battle ground. The online recruiting intermediaries, who newly participated in this industry and based on the internet environment, however, seized on the competitive advantages with the richness and the reach traits of online media. Under this context, the offline traditional intermediaries, who have been threatened by new online entries, must make a replacement of traditional trading mechanisms with alternative trading mechanisms like IT-enabled intermediaries. In this study by exploratory approach, we investigate the phases of transformation of the traditional recruiting intermediaries, changes in business strategies of offline-based firms, and impacts of online media in e-recruiting industry.

• Journal of Korea Technology Innovation Society
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• v.8 no.2
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• pp.809-831
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• 2005

This paper explores the difference between domestic new ventures(DNV) and international new ventures (INV). New ventures pursue business opportunities in their target markets armed with experienced founding team, distinctive competitive strategies, and different entry time at foreign market. As a result, INVs were founded by larger number of founding team and more experienced in international business. Also INVs enter earlier global market and pursue business opportunities than DNVs. in In terms of competitive strategy, INVs highlight continuous quality improvement and diverse customers compared to DNVs focused on intellectual property rights. INVs get higher profitabilities in financial performance. Finally, this paper suggests some managerial implications for new venture to explore business opportunities in the global markets.

• Management & Information Systems Review
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• v.16
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• pp.37-58
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• 2005

The purpose of this study is to find the 'Integrated Marketing Communication(IMC)' strategies for the reinforcement of brand power in the insurance company. First, from theoretical backgrounds, I have investigated acquisition effects, strategies for changing brand power, decisions on a product differentiation and Brand portfolio, market segmentation and Brand Positioning under various strategic marketing factors based on the reinforcement strategies of brand power. Second, there is a significant difference between insurance company names recalled first and brand names recalled first. Third, in terms of consumers' preferences, there exists a substantial difference between insurance company and brands. From this study, the following conclusions are drawn. First, insurance company and brand power should be carefully developed and used as a tool to secure competitive advantages. Second, insurance company and brand power should be considered and continuously enhanced as an important asset for the insurance company. With growing brand importance, brand management is an essential step for powering brands.

• Proceedings of the Korea Port Economic Association Conference
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• 2007.07a
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• pp.291-312
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• 2007

This paper is designed to look for a specialized strategies by drawing the special features of Busan New Port from both a comparative analysis of major factors of harbor competitiveness and a SWOT analysis of Yangshan Port, one of the biggest competitive ports in Northeast Asia, so that Busan New Port may preoccupy a status as the hub port of the area. The researcher would like to suggest the following measures to make Busan New Port serve as the central port of Northeast Asia on the basis of the findings; Korea should push ahead with creating a railroad transportation linking with Eurasia Contient, secure the amount of goods and resources with the help of the early development of the surrounding complex of the port, make a considerable progress in the level of port service, come up with a differentiation strategies for harbor marketing activities and improve its productivity.

• KIEE International Transactions on Power Engineering
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• v.2A no.3
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• pp.102-108
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• 2002

Due to the many attractive aspects of DG in the future power distribution system, distribution automation will be a center hub of integration of the distribution system and resources to satisfy the various needs of customers in a competitive and deregulated environment. In this paper, operation strategies are presented which use network reconfiguration of the automated distribution systems with DG as a real-time operation tool for loss reduction and service restoration from the view of distribution operation. The algorithms and operation strategies of an automated distribution system with DG are introduced to achieve the positive effects of DG in distribution systems. A simple case study shows the effectiveness of the proposed operation strategies.

• Management & Information Systems Review
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• v.14
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• pp.195-214
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• 2004

The purpose of this study is to find proper strategies for the reinforcement of brand image in the online insurance retail stores. First, from theoretical backgrounds, I have investigated acquisition effects, strategies for changing brand image, decisions on a product position and product differentiation under various strategic marketing factors based on the reinforcement strategies of brand image. Second, there is a significant difference between corporate/on-line insurance retail store names recalled first and brand names recalled first. Third, in terms of consumers' preferences, there exists a substantial difference between corporate/on-line insurance retail stores and brands. From this study, the following conclusions are drawn. First, on-line insurance retail stores and brand image should be carefully developed and used as a tool to secure competitive advantages. Second, on-line insurance retail stores and brand image should be considered and continuously enhanced as an important asset for the on-line insurance retail stores. As the importance of brands grows, brand management is an essential step for powering brands.

• SUVANNABHUMI
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• v.15 no.2
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• pp.187-213
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• 2023

As migrants develop businesses abroad, entrepreneurship needs specific strategies due to some barriers when establishing and doing businesses. This paper examines the kinds of problems that have been faced in Indonesian migrant entrepreneurships in Taiwan and how the entrepreneurs cope with the difficulties. They use structural and cultural strategies for survival, seize the opportunities for self-development, and develop future careers. Research result shows that the limitations of Indonesian entrepreneurships in Taiwan are related to institutional issues, migrant status, business regulations, resource-providing institutions, language barriers, competition among migrants and locals, and capital. Hence, migrant entrepreneurs must conduct strategic actions to continue their businesses by developing innovations to grow and survive. Some measures include changing from offline to online marketing especially when the COVID-19 pandemic hit, product diversification using migrants and local people's assistance and networks, and setting competitive prices. This paper is based on qualitative research. The data were obtained through interviews in East Java-Indonesia and in Taiwan in 2022. The data were analysed using the descriptive analysis with sociological perspectives.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.28-36
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• 2009

While existing literature has focused extensively on the strengths and weaknesses of the Chaebol and their ownership and governance, there have been few studies of Korean non-Chaebol firms. However, Lee, Lee and Pennings (2001) did not specifically investigate the competitive strategies that non-Chaebol firms use to survive against the Chaebol in the domestic Korean market. The motivation of this paper is to document, through four exploratory case studies, the successful competitive strategies of non-Chaebol Korean companies against the Chaebol and then offer some propositions that may be useful to other entrepreneurial firms as well as public policy makers. Competition and cooperation as conceptualized by product similarity and cooperative inter.firm relationship respectively, are major dimensions of firm.level marketing strategy. From these two dimensions, we develop the following $2{\times}2$ matrix, with 4 types of competitive strategies for non-Chaebol companies against the Chaebol (Fig. 1.). The non-Chaebol firm in Cell 1 has a "me-too" product for the low-end market while conceding the high-end market to a Chaebol. In Cell 2, the non-Chaebol firm partners with a Chaebol company, either as a supplier or complementor. In Cell 3, the non-Chaebol firm engages in direct competition with a Chaebol. In Cell 4, the non-Chaebol firm targets an unserved part of the market with an innovative product or service. The four selected cases such as E.Rae Electronics Industry Company (Co-exister), Intops (Supplier), Pantech (Competitor) and Humax (Niche Player) are analyzed to provide each strategy with richer insights. Following propositions are generated based upon our conceptual framework: Proposition 1: Non-Chaebol firms that have a cooperative relationship with a Chaebol will perform better than firms that do not. Proposition 1a; Co-existers will perform better than Competitors. Proposition 1b: Partners (suppliers or complementors) will perform better than Niche players. Proposition 2: Firms that have no product similarity with a Chaebol will perform better than firms that have product similarity. Proposition 2a: Partners (suppliers or complementors) will perform better than Co.existers. Proposition 2b: Niche players will perform better than Competitors. Proposition 3: Niche players should perform better than Co-existers. Proposition 4: Performance can be rank.ordered in descending order as Partners, Niche Players, Co.existers, Competitors. A team of experts was constituted to categorize each of these 216 non-Chaebol companies into one of the 4 cells in our typology. Simple Analysis of Variance (ANOVA) in SPSS statistical software was used to test our propositions. Overall findings are that it is better to have a cooperative relationship with a Chaebol and to offer products or services differentiated from a Chaebol. It is clear that the only profitable strategy, on average, to compete against the Chaebol is to be a partner (supplier or complementor). Competing head on with a Chaebol company is a costly strategy not likely to pay off for a non-Chaebol firm. Strategies to avoid head on competition with the Chaebol by serving niche markets with differentiated products or by serving the low-end of the market ignored by the Chaebol are better survival strategies. This paper illustrates that there are ways in which small and medium Korean non-Chaebol firms can thrive in a Chaebol environment, though not without risks. Using different combinations of competition and cooperation firms may choose particular positions along the product similarity and cooperative relationship dimensions to develop their competitive strategies-co-exister, competitor, partner, niche player. Based on our exploratory case-study analysis, partner seems to be the best strategy for non-Chaebol firms while competitor appears to be the most risky one. Niche players and co-existers have intermediate performance, though the former do better than the latter. It is often the case with managers of small and medium size companies that they tend to view market leaders, typically the Chaebol, with rather simplistic assumptions of either competition or collaboration. Consequently, many non-Chaebol firms turn out to be either passive collaborators or overwhelmed competitors of the Chaebol. In fact, competition and collaboration are not mutually exclusive, and can be pursued at the same time. As suggested in this paper, non-Chaebol firms can actively choose to compete and collaborate, depending on their environment, internal resources and capabilities.

• International Journal of Contents
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• v.7 no.3
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• pp.71-81
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• 2011

This paper is mainly associated with setting out an agenda for the transformation of security by creating a new framework for a security system, which can maximise its effectiveness. Noticeably, this research shows empirically that crimes are getting a major cost to organisations, which if reduced by security and investigations could reap substantial rewards to the finances of an organisation. However, the problem is that the delivery of security is frequently delegated to personnel (e.g. security guards) with limited training, inadequate education, and no real commitment to professionalism - 'sub-prime' security, finally causing security failures. Therefore, if security can be enhanced to reduce the crime cost, this will produce financial benefits to business, and consequently could produce a competitive advantage. For this, the paper basically draws upon Luke's theoretical framework for deconstructing 'power' into three dimensions. Using this three-dimensional approach, the paper further sets out a model of how security can be enhanced, utilising a new Security Risk Management (SRM) model, and how can this SRM model create competitive advantage in business. Finally, this paper ends with the six strategies needed to enhance the quality of security: refiguring as SRM, Professional Staff, Accurate Measurement, Prevention, Cultural Change, and Metrics.