• Asia Marketing Journal
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• v.7 no.3
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• pp.161-176
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• 2005

Ever since Parkland corporation went into domestic men's fashion market with his own brand 'Parkland' in 1988, the company accomplished enormous sales increase compared to competitors and attained steadfast positioning as a leading brand with competence. This case study deals with the parkland's systematic efforts mainly focused on integrated business innovation such as production, distribution, and management innovation, and shows Parkland's differentiated marketing strategy which leads to outstanding business performance. And, strategic implications to succeed in the long run are followed.

• The Journal of Korean Association of Computer Education
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• v.9 no.4
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• pp.25-34
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• 2006

Although the e-learning system is being introduced in elementary and secondary education, incorporating it into the regular curriculum is difficult. Other problems include the lack of sessions and connection to regular courses in realistically applying project-based learning in the regular school curriculum. Therefore. this study established, applied, and analyzed the blended learning strategy to resolve such issues. Specifically, a theoretical investigation on the concept of blended learning and IT-oriented, project-based learning was conducted. The theme for learning based on integrated courses was also selected, and the 5-stage project-based teaching and learning strategy, concretized. The concretization strategy involved discussion, role division, and alternative evaluation strategy. The class progressed in formats of on-class online, on-class offline and off-class online. As a result, students experienced inconvenience since the project only lasted for a short period of time. Nonetheless, they responded positively to the effect of project-based learning in general. This study was able to suggest the possibility of applying e learning in regular school curriculum and propose the direction for digital and learner oriented teaching.

• World Technopolis Review
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• v.5 no.1
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• pp.2-18
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• 2016

The development of Technopolis and the establishment of innovative ecosystem have made an important contribution in South Korea's latest industrial development and economic growth. Particularly, Daedeok INNOPOLIS which is responsible for the central role in the national science technology advancement was founded as the Science Town in the 1970s. Since then, it has undergone three-phases of development: Science Park, Technopolis and Innovation cluster. As the result of the transition, Daedeok INNOPOLIS currently serve as the leading role for achieving sustainable economic growth, employment promotion, national and regional innovation. In order to accelerate the progress for success, Daedeok INNOPOLIS have arranged an opportunity for 21st century new industry development, improved growth of technology-intensive SMEs, reinforced academic-industrial cooperation, and established innovative ecosystem. Daedeok INNOPOLIS is considered as an outstanding case of endogenous development strategy of Technopolis. This study attempts to consider the endogenous development strategy of Technopolis in Korea through the analysis of development characteristics of Daedeok INNOPOLIS in two different perspectives: changes of spatial structure and establishment of innovation ecosystem. Daedeok INNOPOLIS have experienced a series of endogenous growth that is consisted of advancement strategy and structural changes, which allowed Daedeok research town to grow into an innovative cluster. A sign of growth of Daedeok INNOPOLIS became apparent when its strategy to reinforce the academic-industry cooperation system by promoting participation from universities helped to overcome a functional limitation as a research institute integrated for the establishment of innovative ecosystem. Since then, the center for creative economy and innovation established in cooperation with large enterprise, has a role to build a startup ecosystem and to promote next level of development such as proactive fostering of venture companies for sustainable technopolis development.

• The Journal of the Korea Contents Association
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• v.9 no.11
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• pp.192-200
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• 2009

Market in the 21st century innovative products is not the same as marketing traditional products and services. Whether for survival or to sustain market leadership, Design Marketing Strategy is the key in the new era of world competition. Design Strategies are also more critical issues in the future, because most business and firms depend on successful design project. In order to effectively bring creative professional output to market, design leaders who can use design intelligence to shape the future of their organizations and business must evidence marketing strategy technology, creative and managerial skill. Design Management links design and related business activities into a creative and coordinated strategy for creating value and sustainable advantage for the firm. Design education has focused primarily in the training of professional designers within their specific disciplines. But it dose not provide training in the management skills necessary to effectively lead a design project team. Most design colleges do not provide any integrated education in leadership and team building, strategy, finance, marketing or project management. This is the time that Design Management Program should be prepared to provide design students who want to manage design project in creative industry. The program has to be prepared to provide all the business skills and information that design students need to know in an upper-level undergraduate school. The Program's goal is to graduate design leaders able to strategically manage a design project for the challenge of managing in the 21st century.

• STI Policy Review
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• v.5 no.1
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• pp.34-56
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• 2014

This paper reviews the most central analytical and methodological issues that arise in developing national STI strategies. First, an outline of the relationship between national innovation systems and the strategic dimension is presented. The paper shows that science, technology and innovation strategy are often used in different forms and that there is no common understanding yet of the actual meaning and coverage of these strategies. The paper develops the terminology from a discussion of different approaches towards company innovation processes analyzing their evolution in different socioeconomic environments and the role and impact of science, technology and innovation policy on company innovation processes. Based on this conceptual understanding the paper defines national science, technology, innovation, and STI strategy and explains the basic terminology. From these definitions, the strategic dimension including the impact on the stakeholders is discussed. It is shown that a major success factor for STI strategy development is the involvement of stakeholders to vary and extend their use of their portfolio of instruments. Moreover it becomes evident that stakeholders follow their own interests which aren't necessarily in the interest of the national STI strategies. The analysis shows advantages and disadvantages as well as potentials and limitations of different approaches to develop STI strategies in their ability to describe the reality of innovation processes and to allow conclusions about the relationship between innovation policy and the innovation processes implemented by companies. It is shown that knowledge of these limitations is an important factor to consider in designing consistent and coherent national STI policy which aims at supporting innovation eventually. Finally the paper concludes that the STI policy mix concept needs a more systemic development approach which is integrated in the national STI strategy development and implementation.

• Journal of the Korea Safety Management & Science
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• v.17 no.4
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• pp.381-396
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• 2015

The study proposes multiple TRIZ contradiction solution strategies for addressing PC (Physical Contradiction) and TC (Technical Contradiction) by implementing TRIZ cause-and-effect tree. The problem associated with TC of the ends is solved by PC of means which employs a causal relationship between causes and effects. The TRIZ contradiction solution strategies demonstrated in this research are classified into 3 types of combined strategy as follows: 1. To-Be PC and AS-Is PC, 2.To-Be PC and As-Is TC, 3.As-Is PC and To-Be TC. The combined strategy of To-Be PC and As-Is PC is similar to a divide-and-conquer technique. This strategy adopts parallel strategies using 4 separation principles in time, in space, between parts and the whole, and upon condition of two reversed-PCs. Moreover, its application elucidates the conflict relationship of two TCs from the study. The integrated 4 separation principles and 40 inventive principles present an effective synergy effect from the combination, and further addresses the problems in the TRIZ contradiction resolution strategies. Combined strategy of To-Be PC and As-Is TC implements the 40 inventive principles that To-Be PC of the means resolves the As-Is TC of the ends. Combined strategy of As-Is PC and To-Be TC also uses inventive principles to the As-Is PC of the means to solve the To-Be TC of the ends. In addition, propositional and logical relationship of necessary and sufficient conditions between TC and PC is used to support the validity of 3 TRIZ contradiction solution strategies. In addition, 3 other strategies of necessary and sufficient conditions validate the contraposition relationship of the truth table. This study discusses TRIZ case studies from National Quality Circle Contest from the years between 2011 and 2014 to provide the usage guidelines of TRIZ contradiction solutions for quality purposes. Examining analysis from the case studies and investigating combined strategies allows the users to obtain comprehensive understanding.

• Journal of the Korea Safety Management & Science
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• v.19 no.2
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• pp.173-180
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• 2017

Omni-channel strategy is an innovative paradigm for integrated information distribution of inventory, sales, operations, marketing, delivery, pickups and returns in supply chain management. Recently the distribution strategy faces new challenges with the advent of mobile distribution channels. Social media with countless apps imposes additional stress on supply chain operations. Due to these changes, distribution network in supply chain is changing naturally and rapidly from multi-channel to omnni-channel platform. Recently numerous domestic distributors establish and adapt this new supply chain optimization tool as a part of seamless flow of movements of goods from one channel to other channels. The objective of this paper is to present a preliminary findings on how omnni-channel affects the supply chain management. A survey is used to ascertain in the degree of omnni-channel implementation and statistical evidence is provided to test sets of hypothesis. The results of the questionnaire showed that consumers' purchasing styles differed by gender, age, purchase purpose, and product type. In particular, women consider purchasing experience in omni-channel to be important. As food and household goods can be conveniently shipped, consumers prefer online purchasing it. Conversely, consumers tend to favor omni-channel strategy in connection with offline experience in IT products.

• Journal of the Korea Convergence Society
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• v.12 no.12
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• pp.185-196
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• 2021

This study is based on the 'National Pilot Project on Digital Signage in Sejong Special City', one of the pilot projects initiated by the Ministry of Public Administration and Security. This project was an attempt to present the digital signage as a 'public service content platform' integrated with smart technologies. This study suggests that the planning strategy for placing public service contents on digital signage platform should focus on interests of local communities or users rather than high-tech suppliers of digital signage. In consideration of growing needs for smart technology-based public service, this study concentrates on the strategy for developing 'public digital signage services'. In addition, 'digital signage service tools' were designed to easily establish or execute the strategy. The aim of this study is developing the strategy to make digital signage a public cultural service platform as well as a digital advertisement tool. The final goal of this study is to demonstrate public value creation performance of the 'Revitalisation Project of Sejong City's Commercial Districts', which was possible thanks to the proactive involvement of citizens coupled with progressive utilization of interactive media.

• The Journal of the Convergence on Culture Technology
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• v.9 no.1
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• pp.299-311
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• 2023

This study is to verify the development process and effectiveness of a learning strategy program for junior college students. The necessity and feasibility of learning strategy programs for junior college students were confirmed and reviewed through prior studies, and the program development process was divided into four stages: program planning, program development, program execution, and program evaluation, and integrated into program development management. In the first stage of program planning, the development direction, goals and objectives were set. In the second stage of program development, prior research analysis, content selection, program organization, and evaluation plan were conducted. In the third stage of execution, the program was executed, and in the fourth stage of evaluation, program evaluation was conducted to develop the program. In order to verify the effectiveness of the program, the test was conducted using the learning strategy diagnostic scale for junior college students to collect data, and the effectiveness was verified for the pre-, post-, and post-test scores.

• 한국ITS학회:학술대회논문집
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• 2010.05a
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• pp.145-147
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• 2010