• KSCE Journal of Civil and Environmental Engineering Research
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• v.33 no.6
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• pp.2529-2539
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• 2013

The Korean construction industry has led the miraculous economic boost of Korea by providing solid domestic infrastructures such as highway, roads, and airports. It also played a critical role in global construction market and eaned more than 500 billions dollars in terms of their accumulated international orders. However, domestic construction market has significantly decreased in recent years due to the domestic political environments and global economic crisis. Therefore, the importance of international construction market cannot be more emphasized to the Korean construction market in order for the sustainable growth. There has been, however, little research in the area of identifying required competency elements for the Korean construction industry to stay successful in the global market. The main purpose of this study is to identify elements of core competency to increase global competitiveness for Korean construction industry. Core global construction competency elements were derived from the internal and external environmental analyses along with the extensive literature review, expert interviews and a survey. This study utilized the Importance-Performance Analysis (IPA) and a gap analysis in providing insights on the status competitiveness of the Korean construction industry in terms of required global core competency elements. The analysis shows that project management and financial management are the main areas for improvements required to engineering contractors while construction contractors need to take a more balanced approach among technical, project management, and financial management in order to increase their global competencies.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.22 no.1
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• pp.51-64
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• 2014

According to the prediction of Aviation Industry Corporation of China, in the next 20 years, China will have an increase of 4,583 civilian airliners, including 3,682 jumbo jets and 901 regional aircrafts. Chinese commercial aviation aircraft market will undoubtedly grow rapidly. until the year 2030, China's share of the global aircraft fleet will increase from 9% to 15%. In addition, the business jet market has a huge growing room in the global industry, the deliveries will reach 10,000 units in the next 10 years, and the Chinese market deliveries will reach 23,600 in the next 20 years. China's aviation market, is and will be enormous in the future. It is one of the main engines of economic growth in the field. China's civil aviation transportation is based on dazzling economic development. Air transport is the fastest growing power for the time being. China's aviation sector will have an average annual gross of about 10%, and more likely to continued growing and it is expected to be world's major aviation market around the world. As the result, since one of future the important industries will be emerged, Air policy enforcement and considering the reality of our future prospects for the airline industry presented.

• Journal of Korea Trade
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• v.24 no.6
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• pp.135-156
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• 2020

Purpose - This study investigates whether the internationalization process of traditional industry firms can be categorized as born global, early internationalization, or gradual internationalization, and examines what factors promote internationalization in traditional industries using a case study of two firms, one each in China and Korea. Design/methodology - This study elects to use case study methodology to determine the "how" and "why" of internationalization process of traditional industry firms. Taking into consideration that factors that impact the internationalization process of firms are diverse and unclear in terms of causality, this study utilizes exploratory case study methodology. This research performs a comparative two-case study of two firms in traditional industries, one each in China and Korea, to examine similarities and differences of study subjects in order to improve the validity and suitability of research results. Findings - The findings of this research are as follows: First, traditional industries are more likely go through early and rapid internationalization rather than being born global; born globals are far more likely to appear in high tech industries. Second, the internationalization process of companies that go through early and rapid internationalization differs from what is indicated by traditional internationalization theories, and are not limited by factors like psychological distance and lack of experiential knowledge. Third, international entrepreneurship, international market orientation, and imitation and learning are important internal driving factors for early and rapid internationalization. Fourth, conditions within the domestic market, policy support from the government, and pilot effect from industry leaders are external driving factors for early and rapid internationalization. Originality/value - This study shows that the internationalization process of traditional industry firms is more likely to be early and rapid internationalization rather than being born global and suggests answers to why this may be the case. In addition, through an examination of case studies, it reveals that the internationalization process of traditional industry firms that undergo early and rapid internationalization is different from traditional internationalization theory, in that they are not limited by the lack of psychological proximity and empirical knowledge, and are driven by international entrepreneurship, international market orientation, imitation and learning, competitive pressure within the domestic market, government's policy support, and the pilot effect of industry leaders. Therefore, this study contributes to literature by expanding the scope of application of born global theory to traditional industries, making born global theory more generalizable and identifying driving factors to internationalization of traditional industry firms.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.75
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• pp.159-177
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• 2017

In this paper, we examined trends and regulations of the global medical equipment industry through literature search. The medical equipment industry is attracting attention as a new growth engine in the Fourth Industrial revolution. However, the medical device industry is a highly competitive field due to product diversity, short product life cycle and technological advances. In addition, Medical equipment are related to human health and safety. Therefore, it can only be exported if it is approved by national or international standards. Therefore, from the development stage of the product, the medical equipment should designate the country to be exported and develop a medical equipment that meets the requirements for licensing the medical equipment in the country. Therefore, In this paper, In this paper, we will present the practical considerations of the medical equipment exporting company by examining the global medical equipment market trends and the regulations related to medical equipment in major countries.

• The Journal of the Convergence on Culture Technology
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• v.8 no.5
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• pp.1-7
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• 2022

Korean medical device industry has laid the foundation for full-fledged growth and development with the G7 medical engineering technology development project that started in 1995, and the medical device production in 2020 increased by 8.52 times and the export by 13.94 times, compared to those in 2001. In early years, electronic medical devices such as ultrasound imaging device contributed greatly to Korean medical industry, but top ranks in medical device production and export in Korea has shifted recently to in vitro diagnostic medical devices and dental implants. However, the share of imported medical devices in the Korean medical device market have not changed much; it still ranges in 60 to 70%, as the Korean medical device industry produces and exports mid- to low-priced medical devices, and technology-intensive and capital-intensive high-priced medical devices are mainly imported. In this paper, we compare the leading medical devices produced by major Korean companies and those by global top medical device companies to suggest strategies for the Korean medical device companies to enter the global market.

• Journal of Distribution Research
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• v.15 no.5
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• pp.195-215
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• 2010

Large-scale discount stores, that were in charge of leading role up to recently, reach the limit of growth because of increasing competition, saturation of domestic market, and shortened product life-cycle. As per the limit of domestic market, large-scale discount stores are trying to various global market entry strategy and global marketing strategy like new store entry, takeover of foreign distribution chain, and global sourcing strategy. In the past, global companies of advanced country have been entering to Asian market with leading position. But, as per the rapid growth of Asian economy in the late 1980's, East Asian distribution companies like Japanese company were trying to enter the Asian market. In Asian market, starting with China, that was relatively not advanced in comparison with economic development, not only western advanced countries but also East Asian countries like Japan and Korea are entering actively for overcome their limitations of domestic market. Many of distribution companies experienced success and failure for various reason already. Korean large-scale discount stores are relatively late starters in Asian market. So, this paper purposed to review global market entry strategy of Japanese large-scale discount stores, and find out strategic implications for successful global market entry strategy of Korean large-scale discount stores.

• Asia Marketing Journal
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• v.16 no.1
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• pp.215-228
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• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• Journal of Information Technology Services
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• v.9 no.1
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• pp.91-111
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• 2010

An efficient industry structure is essential for competitive IT Service industry in a global world. The purpose of this research is to derive a policy direction paradigm for strengthening IT service industry structure. To find an effective policy direction, an in-depth analysis on deep-rooted problems of IT service industry has been conducted. The root-causes of industry problems are found with new perspectives on IT service industry. Past and present policies on IT service industry have been reviewed based on desirable industry behavior. A new policy paradigm and a roadmap for efficient industry policy are suggested. To justify adequacy of new policy direction, global benchmarking has been performed. USA, Germany, and Japan's IT service industry has been reviewed based on global competitiveness and desirable eco-system. And an in-depth analysis has been performed for two big competitors, India and China, The adequacy of the new policy paradigm has been tested, and mostly approved. IT service industry policy needs to be transformed from manufacturing concepts to service concepts, from domestic focus to global focus, from zero-sum policy to positive-sum policy, from supplier focus to market focus, from internal industry itself to co-growth with main industries. etc. The results of this study can be used for policy adjusting and policy making to strengthen IT service industry's global competitiveness and to improve long-term performance of Korean economy. Further in-depth researches with quantitative analysis will be needed to fully justify the adequacy of the derived new policy directions.

• Journal of Information Technology Applications and Management
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• v.23 no.2
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• pp.177-194
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• 2016

This study analyzed President Park's speeches and the government's industry policy in the field of information security using cognitive map. The relationship analysis between policy tool variables and policy goal variables was employed to derive revitalization strategy of information security. This paper found that entrepreneurship revitalization has very strong causality with expansion of domestic market and global market. But, on the other hand, HR development has very weak causality with job creation and future growth driver because the labor market in the information security industry is poor and its transfer rate to other industry is very high. This study showed that this cognitive map could be characterized by a scarcity of feedback loops and a strong emphasis on the positive loops in the structure of virtuous circle. In this paper, we also constructed a comprehensive cognitive map on the policy vision of information security, showing that there are a risk of cyber threat, an opportunity of new fusion security market, information security reinforcing circle, global economic circle, and domestic market circle.

• Management & Information Systems Review
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• v.17
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• pp.215-242
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• 2005

Although shoes industry in Korea is superior in global competition in terms of material, parts, and developmental ability, it has declined due to the lack of design in consideration of OEM production and marketing ability. Shoes industry in Korea has aimed at making inroad to North American market centered with the United States, but it has not focused on Europe market that much. However, as Europe transformed into EU, which is a large economic community, European market is being considered as a great potential for Korean shoes industry, which we can never neglect of. So far, there have been researches of marketing strategic methods to make inroad to the United States and South-East Asian markets, but there has been almost no marketing approach to European shoes market. Therefore, in this study I prepare strategic marketing plans for Korean shoes enterprises to make inroads to European markets, so that they can enter the market successfully, and this is the purpose of this study. In case that Korean shoes industry makes inroads to European market, there are important terms to examine. The strategic terms for consideration to examine are as follows. First, shoes companies such as Nike and Adidas are aware of India. Turkey, and Rumania as new footholds for production, as they have accounted continuous wage claim and labor dispute. Especially Turkey and Rumania are expected to have much competitive strength in price, as they are expected countries for joining EU. Second, we need to shift our understanding of the importance of design for European shoes market. We should pay close attention to the fact that the role of leading companies is to design. Third, Germany, England, and Italy have global-level of specialize institutions and organizations for shoes education and have been succeeded in knowledge industrialization. Fourth, we should consider that the concepts for shoes are changing from innovation in production to in products. Fifth, we should develop specialized concept centered in individualized categories. Sixth, we should open up new markets actively by connecting large shopping centers and multi-shops. Seventh, we should look for the opportunities to expand market through the utilization of BIFOS. Lastly, we should expand our support for opening up markets and participating fairs in foreign countries.