• Journal of Families and Better Life
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• v.31 no.4
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• pp.33-45
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• 2013

This paper proposes strategy development to improve the management of Multicultural Family Support Centers by analyzing four Multicultural Family Support Centers (MFSCs) in Chungcheongnam-do. The research was conducted from September 2012 to January 2013. Future directions for the four MFSCs are established based on a SWOT analysis on both the internal and external environments of the centers. Various strategic directions for the four MFSCs were identified based on these analyses. For center A (urban type, college contract type), the strategic directions included the specialization strategy, systemization strategy, empowerment strategy, standardization strategy, and achievement maximization strategy. The strategic directions for center B (urban-rural combined type, social welfare center contract type) included the improvement of multiculture awareness, specialization strategy, human resource development strategy, and networking strategy. For center C (farming and fishing community type, direct management type by local authority), the strategic directions included the specialization strategy, activation strategy, qualification strategy, and networking strategy. For center D (farming and fishing community type, social welfare center contract type), the strategic directions included the specialization strategy, business standardization strategy, human resource development strategy, and network expansion strategy. The suggested management strategy development for the four MFSCs can provide implications for the management of MFSCs in other areas in Korea.

• Journal of the Korean Society of Clothing and Textiles
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• v.35 no.5
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• pp.587-600
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• 2011

This study presents the strategic directions for Korean multi-brand fashion stores by running in-depth industry research and market analysis. Over 20 professionals were selected from Korean multi-brand fashion stores for this study and in-depth interviews were conducted to evaluate related subjects. The results of the study were as follows. First, Korean multi-brand fashion stores could be classified into three criteria: operating ownership, merchandise mix, and store identity. Second, operating ownership criterion was chosen for further investigations of strategies and directions of the multi-brand fashion stores. The operating ownership criterion consists of three types; department store types, specialty store types, and boutique types. Each type deploys different buying practice, organizational strategies, and distribution channels. Lastly, the suggested strategic directions for each type are summarized as follows. The 'department store type' should utilize its strong direct buying capabilities and acquisition of merchandising can be more effectively managed. The store should utilize its strong buying power as a tool to develop new private brands (PBs). For 'specialty store type', two key factors have been derived: market share expansion and positioning themselves to become a new distribution channel. To respond to these factors, the store needs to be perceived as a brand then diversify its business. Strengthening its brand will allow it to expand into a new distribution channel and also enable a strategic partnership with its competitor brands. The factors influencing 'boutique type' is personalization and uniqueness. With an emphasis on the uniqueness of products and merchandising it will be able to implement the role as a personal shopper and stylist to provide a very personalized service to its customers.

• The Journal of Economics, Marketing and Management
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• v.12 no.2
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• pp.73-81
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• 2024

Purpose: South Korea is a close ally of the US and an important partner of China. Caught between the two most powerful countries, South Korea's strategic directions are critical. This article emphasizes that the deeper core of the US-China trade war is to improve the business environment to attract foreign direct investment (FDI) to boost the economy, rather than engaging in the trade war. Research design, data, and methodology: Considering the complexity of this issue, this article applies a systematic analytical tool, the ABCD (Agility, Benchmarking, Convergence, and Dedication) model, to provide strategic guidance for inducing investments into South Korea in the context of the ongoing US-China trade war. Results: Specifically, South Korea needs to provide a more attractive business environment along the four points: expedite commercial activities through deregulation (Agility); adopt global standards of the flexible labor markets and technological developments (Benchmarking); integrate various industries and connect them to global value chains (Convergence); and create more economy-friendly policies rather than politics-oriented ones such as protectionism (Dedication). Conclusion: This study stands out not just by utilizing the ABCD model but, also by providing more systematic analysis and practical implications, particularly within the context of the escalating US-China competition. Unlike many existing studies that analyze the broader impacts of this geopolitical rivalry, this research delves into specific strategic guidelines for South Korea to attract FDI. The findings also provide implications for multinational corporations (MNCs) in choosing the locations for their overseas operations, particularly in South Korea.

• International Journal of Computer Science & Network Security
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• v.21 no.8
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• pp.97-104
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• 2021

The key challenges and problematic aspects of the formation of intellectually and innovation-oriented strategies of regional entities at the present stage of their development are considered. The main tasks that arise in the process of strategizing the potential-forming development of regional economic systems in the context of digitalization are identified. The list of key organizational and economic directions of strategic character of providing intellectual and innovative development of regional economic systems is formed, which includes clustering of centers of high-tech development of regions, creation of creative hubs, development of knowledge infrastructure and improvement of interregional cooperation; a brief description of each of the presented strategic organizational and economic directions is given. Based on the analysis, the key strategic guidelines for the development of regional economic entities in the context of digitalization under the influence of potential-forming determinants, which form the content basis for further processes of strategizing qualitative aspects of development of specific regional entities.

• Industry Promotion Research
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• v.5 no.2
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• pp.9-17
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• 2020

This study analyzed SWOT based on existing literature data to establish strategic tasks and strategic directions for revitalization of social economic organizations (Chungnam region). First, as a result of SWOT analysis of social economic organizations, a total of 16 factors were derived from the factors for strength (S), weakness (W), opportunity (O), and threat (T), with 4 factors each. Second, for strategic factors for social economic organizations, 16 strategic tasks were derived from SO strategy, ST strategy, WO strategy, and WT strategy through SWOT Matrix Mapping for factors established through SWOT analysis. Strategic direction 1 was established as a strategic direction to improve self-sufficiency by establishing a sustainable management body as a "advancing the support policy base of social economic organizations". Strategic Direction 2 is "Creating a Growth Foundation for Social Economic Organizations", which means a strategic direction for social economic organizations to grow and develop on their own. Strategic direction 3 is "discovering and fostering social economic organizations," which means a strategic direction for sustainable growth by discovering and fostering organizations that meet local characteristics so that social economic organizations can solve various problems in the region. Strategic direction 4 was 'promotion and promotion of social economic organizations', which means strategic directions for promotion of social economic organizations and promotion of education for employees.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.139-166
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• 2006

This paper explored strategic types of Korean SMEs in manufacturing industries and investigated key differences among strategic types by analysing firm size, product market, technological capabilities and performances. According to previous studies, this papers categorized SMEs into four strategic types-technological innovative SMEs, multi-product SMEs, capital-intensive SMEs, and OEM-based SMEs types. Based on the empirical survey from 1,077 Korea SMEs in diverse industries, there are significant differences among strategic types on the key characteristics including product market, resource capability and performance. Finally this paper suggested implications for the studies on SMEs and managerial and policy directions to support SMEs.

• Review of Korea Contents Association
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• v.17 no.1
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• pp.23-26
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• 2019

• Journal of Practical Engineering Education
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• v.13 no.2
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• pp.369-378
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• 2021

Recently youth unemployment has long remained a nagging problem in Korea, contributing to aggravating the economy as well as the society. As an alternative solution to this problem overseas employment has been encouraged by the government who started the "K-Move" program in 2013 by integrating existing overseas employment, internship, service, and entrepreneurship support programs administered by several governmental ministries. However, employment rate of overseas job seekers was only 24.5% in 2018. This study aimed to recommend strategic directions for increasing the overseas employment rate through a questionnaire survey of the overseas employed. The factual survey results showed the following four strategic directions. First, job seekers should set clear career goals for overseas employment. Second, overseas job seekers should thoroughly prepare in advance in terms of language and related certificates. Third, IT infrastructure for offering information on overseas employment should be improved and upgraded. And, fourth, overseas employment strategies should be tailored to the specific regional or national environment. These strategic directions are expected to be of great help to overseas job seekers as well as government policymakers for formulating and implementing overseas employment support programs.

• Journal of Korean Society for Quality Management
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• v.27 no.4
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• pp.42-66
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• 1999

We proposed eight dimensions and their constituents of product advantage in the last issue. In this study, using the dimensions and constituents, gap analyses are conducted on some product categories(; desktop computer, PCS terminal, and washing machine) in order to know what dimensions or constituents are major areas to be improved. For the purpose of strategic use of the dimensions of product advantage, Kano analyses are also applied. Based on the results of the gap analyses and Kano analyses, the future directions of new products development for the selected products are suggested.

• Proceedings of the Korean DIstribution Association Conference
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• 2000.10a
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• pp.183-185
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• 2000

A proactive approach on environmental issues may be one of critical competitive factors for global business in near future. Especially, distribution systems are very related to the various environmental issues, including development of green products and packaging, selection of the transportation vehicles and pallets, design of retail stores and distribution facilities, participation for solving the local environmental problems, and so on. In order to approach the environmental issues on distribution systems, for the first time managers need to understand the strategic framework for green management and then, to find the key success factors of leading companies in this field. Finally, future directions of strategic green management on distribution systems are discussed and shared.