• The Korean Journal of Air & Space Law and Policy
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• v.32 no.1
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• pp.83-138
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• 2017

Korea-China FTA entered into force on the 20th of December 2015, and one year elapsed after its effectuation as the FTA with China, our country's largest trading partner. Therefore, this study looks at the trends of air transport trade between Korea and China, and examines the contents of concessions to the air transport services sector in Korea-China FTA, and analyzes the impact on the air transport sector by Korea-China FTA, and proposes our country's aviation policy direction in order to respond to such impact. In 2016 the trends of air transport trade between Korea and China are as follows : The export amount of air transport trade to China was 40.03 billion dollars, down by 9.3% from the last year, and occupied 32.2% of the total export amount to China. The import amount of air transport trade from China was 24.26 billion dollars, down by 9.1% from the last year, and occupied 27.7% of the total import amount from China. The contents of concessions to the air transport services sector in Korea-China FTA are as follows : China made concessions to the aircraft repair and maintenance services and the computer reservation system services with limitations on market access and national treatment in the air transport services sector of the China Schedule of Specific Commitments of Korea-China FTA Chapter 8 Annex. Korea made concessions to the computer reservation system services, selling and marketing of air transport services, and aircraft repair and maintenance without limitations on market access and national treatment in the air transport services sector of the Korea Schedule of Specific Commitments of Korea-China FTA Chapter 8 Annex. The impact on the air transport sector by Korea-China FTA are as follows : As for the impact on the air passenger market, in 2016 the arrival passengers of the international flight from China were 9.96 million, up by 20.6% from the last year, and the departure passengers to China were 9.90 million, up by 34.8% from the last year. As for the impact on the air cargo market, in 2016 the exported goods volumes of air cargo to China were 105,220.2 tons, up by 6.6% from the last year, and imported goods volumes from China were 133,750.9 tons, up by 12.3% from the last year. Among the major items of exported air cargo to China, the exported goods volumes of benefited items in the Tariff Schedule of China of Korea-China FTA were increased, and among the major items of imported air cargo from China, the imported goods volumes of benefited items in the Tariff Schedule of Korea of Korea-China FTA were increased. As for the impact on the logistics market, in 2016 the handling performance of exported air cargo to China by domestic forwarders were 119,618 tons, down by 2.1% from the last year, and the handling performance of imported air cargo from China were 79,430 tons, down by 4.4% from the last year. In 2016 the e-commerce export amount to China were 109.16 million dollars, up by 27.7% from the last year, and the e-commerce import amount from China were 89.43 million dollars, up by 72% from the last year. The author proposes the aviation policy direction of Korea according to Korea-China FTA as follows : First, the open skies between Korea and China shall be pushed ahead. In June 2006 Korea and China concluded the open skies agreement within the scope of the third freedom and fourth freedom of the air for passenger and cargo in Sandong Province and Hainan Province of China, and agreed the full open skies of flights between the two countries from the summer season in 2010. However, China protested against the interpretation of the draft of the memorandum of understanding to the air services agreement, therefore the further open skies did not take place. Through the separate aviation talks with China from Korea-China FTA, the gradual and selective open skies of air passenger market and air cargo market shall be pushed ahead. Second, the competitiveness of air transport industry and airport shall be secured. As for the strengthening methods of the competitiveness of Korea's air transport industry, the support system for the strengthening of national air carriers' competitiveness shall be prepared, and the new basis for competition of national air carriers shall be made, and the strategic network based on national interest shall be built. As for the strengthening methods of the competitiveness of Korea's airports, particularly Incheon Airport, the competitiveness of the network for aviation demand creation shall be strengthened, and the airport facilities and safety infrastructure shall be expanded, and the new added value through the airport shall be created, and the world's No.1 level of services shall be maintained. Third, the competitiveness of aviation logistics enterprises shall be strengthened. As for the strengthening methods of the competitiveness of Korea's aviation logistics enterprises, as the upbringing strategy of higher added value in response to the industry trends changes, the new logistics market shall be developed, and the logistics infrastructure shall be expanded, and the logistics professionals shall be trained. Additionally, as the expanding strategy of global logistics market, the support system for overseas investment of logistics enterprises shall be built, and according to expanding the global transport network, the international cooperation shall be strengthened, and the network infrastructure shall be secured. As for the strengthening methods of aviation logistics competitiveness of Incheon Airport, the enterprises' demand of moving in the logistics complex shall be responded, and the comparative advantage in the field of new growth cargo shall be preoccupied, and the logistics hub's capability shall be strengthened, and the competitiveness of cargo processing speed in the airport shall be advanced. Forth, in the subsequent negotiation of Korea-China FTA, the further opening of air transport services sector shall be secured. In the subsequent negotiation being initiated within two years after entry into force of Korea-China FTA, it is necessary to ask for the further opening of the concessions of computer reservation system services, and aircraft repair and maintenance services in which the concessions level of air transport services sector by China is insufficient compared to the concessions level in the existing FTA concluded by China. In conclusion, in order to respond to the impact on Korea's air passenger market, air cargo market and aviation logistics market by Korea-China FTA, the following policy tasks shall be pushed ahead : Taking into consideration of national air carriers' competitiveness and nation's benefits, the gradual and selective open skies shall be pushed ahead, and the support system to strengthen the competitiveness of air transport industry and airport shall be built, and entry into aviation logistics market by logistics enterprises shall be expanded, and the preparations to ask for the further opening of air transport services sector, low in the concessions level by China shall be made.

• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.

• Journal of the Korean Operations Research and Management Science Society
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• v.32 no.2
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• pp.17-40
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• 2007

Most research on web site design has focused on technological factors, while visual aesthetic factors have been considered less important. In contrast, this study focuses on visual aesthetic factors in web site design. Findings of this study can be summarized as follows : (1) The result of SPSS-factor analysis shows that there are 3 distinct factors, 'classical aesthetics', 'expressive aesthetics', and 'usability' 'Classical aesthetics' and 'expressive aesthetics' can be described by visual aesthetic design, 'Visual aesthetic design' can be distinguished from 'usability'. This conceptual confusion relating to 'usability' and 'visual aesthetic design' can be clarified by these findings. (2) As a result of multiple regression analyses, 'classical aesthetics', 'expressive aesthetics', and 'usability' have a positive influence on 'interactivity' and 'web site evaluation'. This research clarifies the concepts of 'expectations' of Grier [18] and 'engagement' of Rosen and Purinton [33] as the 'interactivity' between users and web sites. Furthermore, this research suggests a valid model with high $R^2$(interactivity, 48% : web site evaluation, 68%). (3) Empirical tests show that the differences among users in 'entry point' are related to the characteristics of web sites and the personal characteristics of users. The differences among users in terms of 'scanning time' are closely related to the attitudes and evaluation tendencies of users with respect to web sites. These findings could contribute to the 'search phase' of the Faraday model [16], enabling it to be more precise and extensible. The managerial implication of this study is that customers' preferences regarding web site designs are differences, as their preferences are based on their individual characteristics. Therefore, marketing managers should consider promotional tools on web sites that are relevant to the target market. An optimal strategy for web design could be a carefully-selected combination of factors that are relevant to the 'interactivity' and 'evaluation' of web sites. Additionally, if marketing managers want to attract more favorable attitudes and more affirmative evaluations from users, web sites should be designed so that they are understood more quickly by users. finally, this study suggests that 'good design' for web sites depends on understanding how to attain the appropriate balance between 'classical aesthetics' and 'expressive aesthetics', based on the target customer.

• Journal of Distribution Science
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• v.12 no.6
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• pp.59-65
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• 2014

Purpose - The competitiveness of logistics in the 21st century rests on ensuring the efficiency and effectiveness of its local hub. While considering entry into a niche market in local logistics, it is pertinent to note that Budapest is emerging as a hub in EU enlargement in Eastern Europe. Big, small, and medium-sized businesses in Korea entered Hungary in the early 1990s since then, there has been a significant increase in Korean presence, of approximately 130 times. This study aimed to identify the key distribution issues that have emerged in relation to Eastern Europe. Research design, data, and methodology - This study indicates that 33 major Korean companies were located in Hungary, which serves as an out post to enter the European marketplace. However, Korea's exports to Hungary have declined (-32.0% in 2012) because of a loss of competitiveness against multinational corporations, due to factors such as the rise in current local distribution costs and wages. Hungary, on the other hand, through diversification and expansion of foreign trade with the non-EU markets, including Korea, is increasing its exports. Strategies of emerging countries are compared and reviewed in this study, by examining the vicissitudes of Hungary's distribution methods. Results - There are issues regarding Hungary's innovative ability. Hungary has a history of low wages and high skilled labor. However, the outflow of high-quality human resources for high-wages has become more extensive, and this underlines concerns that the CEE's trade hub is moving to neighboring countries. After the European financial crisis in 2010, the Hungarian economy is now developing, because of the IMF's measures, and it is being transformed into a trade surplus nation, while regaining distribution volumes rapidly. However, if there is continued lack of investment, the supply chain is weakened and exports decline amidst competition with TNCs or with China's distribution networks. Conclusions - It is necessary to create a new logistics approach for increasing trade between Korea and Hungary. First, Korean small and medium enterprises (SMEs) should build trust by working with advanced Hungarian talent, and they should expand into state-of-the-art fields instead of being confined to traditional sectors. Second, this study focuses on limiting and lowering their high expectations for success according to foreign direct investment (FDI) inflows and the role in the CEE distribution hub Korea should try to strengthen the distribution hub with its centralized population, using better, more highly educated human resources, thereby sustaining more innovative ability. Further, the positive effects of these measures are manifested in enhanced business on both sides of Hungary, namely, the EU and non-EU nations such as Turkey and emerging markets around Europe, and a better engagement in the core placement of culture and industry. For this, Korea can contribute to, and benefit from, a Hungarian logistics center, for adopting the high-tech cluster systems and commercializing distribution technology such as RFID·USN.

• Proceedings of the Korea Water Resources Association Conference
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• 2015.05a
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• pp.115-115
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• 2015

국내 물관련 건설 및 설비 업체를 대상으로 하는 설문조사 및 인터뷰 결과 국내 물 관련 기업들의 해외진출 시 가장 큰 애로사항은 해외경험 직원의 부족으로 나타났다. 해외사업 확대를 위해서는 고부가가치 업무를 수행할 수 있는 고급기술자와 관리 인력의 양성이 시급하며, 특히 건설사업관리(CM, PM)나 설계/엔지니어링을 담당할 고급 기술 인력의 양성이 필요한 것으로 조사되었다. 경쟁력있는 글로벌 기술 관리 인력의 양성은 정부의 주도하에 기존의 물 관련 기관의 교육프로그램 통합 운영 및 내실있는 전문 수자원 대학원 운영 등 장기적인 정책적인 지원이 필수적이다. 또한 현재 해외 물시장 정보 수집의 활성화를 위하여 국토교통부, K-water, 해외건설협회 등이 연계한 물 산업 전담 정보시스템 구축과 중점 수출대상국 선정 후 대상국에 해외지부 운영 등이 필요할 것이다. 금융지원과 관련하여 해외건설 금융지원 강화를 위한 글로벌 인프라펀드 조성, 해외건설 보증한도 확대 등이 필요하며, 'EDCF 등 공적금융의 물산업 지원 확대 등 재정지원을 위한 정부의 적극적인 역할 역시 중요하다. 해외 물시장 진출을 위해서는 국내 물기업들의 역량을 결집하는 것이 필요하며, 이를 위해서는 효율적인 공공 민간 협의체의 설립 및 운영이 이루어져야 한다. 전 세계적으로 물 산업은 높은 공공성과 함께토탈 솔루션 역량이 중시되고 있으며, 이런 시장환경에 부응하여 네덜란드, 독일 등 물산업 수출 강국은 자국의 물관련 분야를 결집하는 워터 파트너십을 설립하여 국제사회에서 위상과 세계시장 점유율을 동시에 높여가고 있는 실정이다. 이들 국가 워터파트너십의 공통적인 설립 목적은 궁극적으로 자국 물 관련 산업, 국가 브랜드 및 이니셔티브와 관련되는 국제협력, 정책 분야 등의 결집이다. 다시 말해서 정부가 주축이 되어 관 산 학 연 기관간의 정보제공, 협력 등을 도모하고 있으며 이 네트워크의 구심점 역할 및 촉진은 자국의 워터파트너십이 맡고 있는 것이다. 해외 물 시장 확대를 도모하고 있는 우리나라도 국가차원의 장기적이고 지속적인 해외 물산업 네트워크 구축을 위해서는 정부-공기업-민간기업 등의 협력을 토대로 한 Korea Water Partnership을 조속히 설립하는 것이 필요하다. 이를 위해서는 국토부, 환경부 등 물 관련 부처는 물론 글로벌 네트워크를 구축하고 있는 외교부, 무역협회 등 유관기관의 정보 연계 및 협조 체계 역시 필요하다. 정부부처 차원의 조직은 국제 정치 아젠다(agenda)에 중대한 영향을 줄 수 있으며, 경쟁적 우위와 유사기관 간의 정보와 네트워킹의 공유를 보다 원활하게 할 수 있기 때문이다. Korea Water Partnership에서는 한국이 보유하고 있는 선진 수자원기술 및 경험을 해외에 소개하고, 정부 및 민간 기업들의 물 산업 수출역량을 적극적으로 피력할 수 있는 기회를 마련하며, 국제사회에서 물 강국으로서 한국의 위상을 높일 수 있는 홍보 마케팅 창구로서의 역할을 기대할 수 있을 것이다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.1
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• pp.1-12
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• 2022

This paper examines the influence of the portion of lead investors and investors' status on the investment performance of venture syndication. According to existing literature, multiple investors in VC syndicates can positively impact investment performance by investing both tangible and intangible resources in target companies based on market influence or high visibility. On the other hand, the presence of multiple leaders can cause conflicts in formulating and implementing investment strategy or free-riding problems or increase entry barriers for potential investors, lowering additional investment from existing investors. Therefore, we hypothesize that the relationship between proportion of lead investors and investment performance is inverted-U shape. Moreover, we predict that the status of VCs in the syndication will moderate the relationship between proportion of lead investors and investment performance since high-status actors are less likely to cooperate with or yield power to others. We tested these hypotheses using 24,677 VC syndicated investment data from 1991 to 2005 and found solid supports for the hypotheses. The findings suggest that firms need to consider relationship-based power dynamics among investors within a syndication and design effective role setting and coordination systems.

• Journal of Intelligence and Information Systems
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• v.23 no.2
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• pp.139-160
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• 2017

Technology commercialization creates effective economic value by linking the company's R & D processes and outputs to the market. This technology commercialization is important in that a company can retain and maintain a sustained competitive advantage. In order for a specific technology to be commercialized, it goes through the stage of technical planning, technology research and development, and commercialization. This process involves a lot of time and money. Therefore, the duration and cost of technology commercialization are important decision information for determining the market entry strategy. In addition, it is more important information for a technology investor to rationally evaluate the technology value. In this way, it is very important to scientifically estimate the duration and cost of the technology commercialization. However, research on technology commercialization is insufficient and related methodology are lacking. In this study, we propose an evaluation model that can estimate the duration and cost of R & D technology commercialization for small and medium-sized enterprises. To accomplish this, this study collected the public data of the National Science & Technology Information Service (NTIS) and the survey data provided by the Small and Medium Business Administration. Also this study will develop the estimation model of commercialization duration and cost of R&D performance on using these data based on the market approach, one of the technology valuation methods. Specifically, this study defined the process of commercialization as consisting of development planning, development progress, and commercialization. We collected the data from the NTIS database and the survey of SMEs technical statistics of the Small and Medium Business Administration. We derived the key variables such as stage-wise R&D costs and duration, the factors of the technology itself, the factors of the technology development, and the environmental factors. At first, given data, we estimates the costs and duration in each technology readiness level (basic research, applied research, development research, prototype production, commercialization), for each industry classification. Then, we developed and verified the research model of each industry classification. The results of this study can be summarized as follows. Firstly, it is reflected in the technology valuation model and can be used to estimate the objective economic value of technology. The duration and the cost from the technology development stage to the commercialization stage is a critical factor that has a great influence on the amount of money to discount the future sales from the technology. The results of this study can contribute to more reliable technology valuation because it estimates the commercialization duration and cost scientifically based on past data. Secondly, we have verified models of various fields such as statistical model and data mining model. The statistical model helps us to find the important factors to estimate the duration and cost of technology Commercialization, and the data mining model gives us the rules or algorithms to be applied to an advanced technology valuation system. Finally, this study reaffirms the importance of commercialization costs and durations, which has not been actively studied in previous studies. The results confirm the significant factors to affect the commercialization costs and duration, furthermore the factors are different depending on industry classification. Practically, the results of this study can be reflected in the technology valuation system, which can be provided by national research institutes and R & D staff to provide sophisticated technology valuation. The relevant logic or algorithm of the research result can be implemented independently so that it can be directly reflected in the system, so researchers can use it practically immediately. In conclusion, the results of this study can be a great contribution not only to the theoretical contributions but also to the practical ones.

• Journal of Korea Technology Innovation Society
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• v.10 no.1
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• pp.73-97
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• 2007

R&D into future technologies should be conducted in conjunction with technological innovation strategies that are linked to corporate survival within a framework of information and knowledge-based competitiveness. As such, future technology strategies should be ensured through open R&D organizations. The development of future technologies should not be conducted simply on the basis of future forecasts, but should take into account customer needs in advance and reflect them in the development of the future technologies or services. This research aims to select as segmentation variables the customers' attitude towards accepting future telecommunication technologies and their value orientation in their everyday life, as these factors wilt have the greatest effect on the demand for future telecommunication services and thus segment the future telecom service market. Likewise, such research seeks to segment the market from the stage of technology R&D activities and employ the results to formulate technology development strategies. Based on the customer attitude towards accepting new technologies, two groups were induced, and a hierarchical customer segmentation model was provided to conduct secondary segmentation of the two groups on the basis of their respective customer value orientation. A survey was conducted in June 2006 on 800 consumers aged 15 to 69, residing in Seoul and five other major South Korean cities, through one-on-one interviews. The samples were divided into two sub-groups according to their level of acceptance of new technology; a sub-group demonstrating a high level of technology acceptance (39.4%) and another sub-group with a comparatively lower level of technology acceptance (60.6%). These two sub-groups were further divided each into 5 smaller sub-groups (10 total smaller sub-groups) through two rounds of segmentation. The ten sub-groups were then analyzed in their detailed characteristics, including general demographic characteristics, usage patterns in existing telecom services such as mobile service, broadband internet and wireless internet and the status of ownership of a computing or information device and the desire or intention to purchase one. Through these steps, we were able to statistically prove that each of these 10 sub-groups responded to telecom services as independent markets. We found that each segmented group responds as an independent individual market. Through correspondence analysis, the target segmentation groups were positioned in such a way as to facilitate the entry of future telecommunication services into the market, as well as their diffusion and transferability.

• The Journal of Small Business Innovation
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• v.19 no.4
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• pp.19-39
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• 2016

With increasing adoption of smart products and complexity, companies have shifted their strategies from stand alone and competitive strategies to business ecosystem oriented and cooperative strategies. The win-win growth of business refers to corporate efforts undertaken by companies to pursue the healthiness of business between conglomerates and partnering companies such as suppliers for mutual prosperity and a long-term corporate soundness based on their business ecosystem and cooperative strategies. This study is designed to validate a theoretical proposition that the win-win growth strategy of Samsung Electronics and cooperative efforts among companies can create a healthy business ecosystem, based on results of case studies and surveys. In this study, a level of global market access of small and mid-sized companies is adopted as the key achievement index. The foreign market entry is considered as one of vulnerabilities in the ecosystem of small and mid-sized enterprises (SMEs). For SMEs, the global market access based on the research and development (R&D) has become the critical component in the process of transforming them into global small giants. The results of case studies and surveys are analyzed mainly based on a model of a virtuous cycle of Creativity, Opportunity, Productivity, and Proactivity (the COPP model) that features the characteristics of the healthiness of a business ecosystem. In the COPP model, a virtuous circle of profits made by the first three factors and Proactivity, which is the manifestation of entrepreneurship that proactively invests and reacts to the changing business environment of the future, enhances the healthiness of a given business ecosystem. With the application of the COPP model, this study finds major achievements of the win-win growth of Samsung Electronics as follows. First, Opportunity plays a role as a parameter in the relations of Creativity, Productivity, and creating profits. Namely, as companies export more (with more Opportunity), they are more likely to link their R&D efforts to Productivity and profitability. However, companies that do not export tend to fail to link their R&D investment to profitability. Second, this study finds that companies with huge investment on R&D for the future, which is the result of Proactivity, tend to hold a large number of patents (Creativity). And companies with significant numbers of patents tend to be large exporters as well (Opportunity), and companies with a large amount of exports tend to record high profitability (Productivity and profitability), and thus forms the virtuous cycle of the COPP model. In addition, to access global markets for sustainable growth, SMEs need to build and strengthen their competitiveness. This study concludes that companies with a high level of proactivity to invest for the future can create a virtuous circle of Creativity, Opportunity, Productivity, and Proactivity, thereby providing a strategic implication that SMEs should invest time and resources in forming such a virtuous cycle which is a sure way for the SMEs to grow into global small giants.