• Asia pacific journal of information systems
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• v.8 no.2
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• pp.161-172
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• 1998

Marketing information systems become a competitive weapon that supports firms in making decisions on the operation of marketing-related activities. However, little research regarding the operating strategy of marketing information systems has been conducted in Korea. Considering that this issue has been studied in the United States, this paper conducted a global benchmarking on the operating strategy of marketing information systems between Korean and the United States firms. The result of this global benchmarking suggests recommendations on supports from three management levels, the mix of 4P, the management of marketing, data from environment, and information sources.

• STI Policy Review
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• v.1 no.3
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• pp.1-15
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• 2010

This paper makes the case that a new policy strategy to enhance a global green recovery is needed urgently. The new strategy requires two essential elements. First, G20 economies should follow the lead of South Korea and China and turn their green stimulus investments into a serious long-term commitment, and to support these investments, they should adopt environmental pricing policies and instigate pricing and regulatory reforms to reduce carbon dependency. Second, the G20 also needs to target and coordinate assistance to developing economies in science, technology and innovation (STI) for clean energy. Such assistance is essential to help developing economies to overcome the skills, technological and capital gap that they face in clean energy technologies over the long term. Reform of the Clean Development Mechanism (CDM) is also necessary to establish a long-term global price signal for carbon, and to increase the coverage of developing economies, the sectors and technologies and the overall financing of clean energy projects. Formulating such a policy strategy should appeal to both the Asian-Pacific and Western economies comprising the G20, and by working together to formulate such a strategy, the G20 could lead the way toward a new era of global economic management and STI cooperation in clean energy.

• International Commerce and Information Review
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• v.11 no.4
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• pp.313-344
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• 2009

Corporate Social Responsibility(CSR) is considered recently a key factor for the firm's success and sustainable growth in today's changing business environments. Discussions on CSR are extensively unfolding in various sectors, public, civil society and business organizations, across the world. Consumer in foreign markets have been insisted that multinational corporations and foreign supplier need to adapt their business activities to not only the economic, but also social needs of the consumer. Therefore Korean companies operating in global markets need their global CSR strategy, which will contribute to the improvement of their international competitiveness and long term growth. Thus, the purpose of this study is to report on the strategy of corporate social responsibility through the literature review and illustration of CSR activities of the leading companies in global market. In addition, this paper is aimed to provide Korean firms the insight in reinforcement of global competitiveness in relation of strategic CSR.

• Journal of Information Technology Services
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• v.7 no.3
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• 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 Distribution Science
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• v.18 no.5
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• pp.71-81
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• 2020

Purpose: This case study illustrates the successful entry of Saudi Aramco in the Korean market and how it grows to become one of the world's largest integrated energy enterprises. Research design, data and methodology: This case investigates diverse secondary sources to examine the entry strategy of Aramco in Korea, such as several interviews including public and anonymous dialogues, periodicals, dispatches (i.e. news articles and magazines), annual reports, industrial reports, and others. Results: The main concern for the international strategic approaching of Saudi Aramco is to enter into Korean market by joint venture with SsangYong Oil (today's S-Oil Corporation) in 1991 and finally, ending by Acquisition of S-Oil in 2015. This acquisition of local No.3 company, S-Oil, in Korea is the successful case in Asian Markets overcoming liability of foreignness. Moreover, Saudi Aramco's global distribution strategy through localization in the Korean market is appropriate given the market conditions, timing, effectiveness, and efficiency by sharing their resources and collaborating. Conclusions: It would be valuable, unique, and real story to analyze global leading company's entry and globalization strategy in overseas market. In addition, this study provides decision-makers with a significant and more strategic implication for the overseas expansion of businesses.

• 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.

• International Commerce and Information Review
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• v.10 no.3
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• pp.437-458
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• 2008

In these days the global software market is experiencing diastrophism due to globalization, convergence, and the spread of web 2.0. In particular, today"s global economy has entered the so-called "Globalization 3.0" era, and the world is evolving into a flat world where labor, capital, and resources are moving freely. In this rapidly changing global economy, the growth of the Korean economy is in a state of continuous decline. Particularly software industry is also suffering continuously slow growth due to market saturation and low service earning, which require urgent countermeasures. Therefore, the purpose of this study is: 1) to analyze the current industrial condition of the software industry, which have special characteristics differ from manufacturing industry; and 2) to analyze the major obstacles of local companies working in the software industry in order to cope with the recent changes in the global market environment and 3) to draw out the strategy for the domestic software industry in gangwon province in order to promote local software industry and to achieve globalization.

• Journal of the Korea Society of Computer and Information
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• v.7 no.1
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• pp.154-160
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• 2002

Global cosmetic corporations take about 40% of Korean cosmetic market in a short period, and will expand their share rate. Furthermore, Korean main cosmetic market channel has been changed from cosmetic shop to diverse channels in accordance with Korean consumer's trends. Therefore, Korean cosmetic corporations must response to the global competitors and the changed market factors simultaneously with an effective business strategy. This paper suggests the effective business strategy to keep and raise the market share against the global cosmetic corporations, and response to the changed market situation.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.1223-1230
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• 2005

The dynamic nature of the A/E/C industry, rapidly changing global market environments, and lowest cost competitive bidding make it difficult to survive in global design markets. To understand the global design markets, a case study has been undertaken. The top 150 global design firms represented in the ENR (Engineering News Record) from 1995 to 2003 are classified into three groups for the case study. First group is the firms which advanced in rank from 1995. Second group is the firms which maintained its rank from 1994 until 2003. Third group is the firms which went down in rank from 1995 until 2003. However, finding key factors and changing business strategies of successful top design firms are the fundamental goals in this paper. After examinations of case studies, this paper concludes and suggests that professionalization, M&A strategies, patrons of the government, and academic support are needed to be successful in the global design & engineering industry.