• Title/Summary/Keyword: Porter's diamond model

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A Study on improving the competitiveness of agri-food export sector in Korea - with Porter's Diamond Model - (우리나라 농식품 수출부문의 경쟁력 향상방안 연구 - 포터의 다이아몬드 모델을 중심으로 -)

  • Cho, Sung-Je;Park, Hyun-Hee
    • International Commerce and Information Review
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    • v.13 no.3
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    • pp.249-274
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    • 2011
  • This paper examines agri-food export competitiveness among 4 countries(Korea, USA, Japan, China) based on Porter's Diamond model approach. Korea agri-food competitiveness index is much less than those of other countries. Korea is the lowest ranked among the 4 countries in terms of three determinants(except 1 factor, related and supporting industries) of Porter's Diamond Model: Factor condition, demand condition, firm strategy, structure and rivalry. Korea is assumed to have weak point in the factor condition, demand condition because of low capital and land as well as insufficient investment on the agri-food sector. on the other hand, it seems to have strong factor in consumer condition(demand condition). This paper suggest the following strategies to reinforced the agri-food export sector in Korea. 1) an incentive system for seed development and capital investment, 2) a cluster strategy between agriculture and related industry.

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A Study on the Competitiveness Enhancement of ICT Materials, Components and Equipments Industries using Diamond Model Approach in Korea (다이아몬드 모형을 적용한 우리나라 ICT 소재, 부품, 장비 산업의 경쟁력 강화 방향)

  • Park, J.H.
    • Electronics and Telecommunications Trends
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    • v.36 no.4
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    • pp.110-117
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    • 2021
  • The development of core technologies in the 4th Industrial Revolution, such as artificial intelligence, big data, and the intelligent Internet of Things, promote digital transformation and intelligence of the manufacturing industry. To realize them, there is an increasing demand for materials, components, and equipment needed for final goods. In particular, the expansion of global value chain instability due to changes in the external environment, such as the U.S.-China trade dispute, Japan's export regulations, and Covid-19 pandemic, increases the importance of strengthening the materials, components, and equipment industry in the global market. Thus, this study presents a strategic direction for securing global industrial competitiveness of materials, components, and equipment using Michael Porter's diamond model approach.

The Logistics Business Analysis and implications of UAE - With Porter's Diamond Model - (아랍에미레이트(UAE) 물류 비즈니스 분석과 시사점 -포터(Porter)의 다이아몬드 모델을 중심으로-)

  • Chung, Tae-Won
    • Journal of Digital Convergence
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    • v.14 no.9
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    • pp.133-138
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    • 2016
  • As UAE has witnessed tremendous growth and diversification in its economy, logistics in particular has had great success as one of the first logistics clusters and hub to develop global business competitiveness but a few data and practical study related with logistics business competitiveness have existed due to lack of the openness in the region. In this sense, the purpose of this study was to carry out competitive analysis between UAE and not only major Middle East countries and but also Global countries using Porter's Diamond model. As a result of analysis with Middle East Countries such as Saudi Arabia, Qatar, UAE gained the highest score in factor conditions followed by logistics conditions, supported industries and demand conditions. UAE also is required to reduce cost and time of logistics process and get higher ease of international shipment, logistics competency and logistics timeliness. The logistics data set released from international and reputable bodies like WEF, OECD and IMD will assist to analyses logistics competitiveness among hub countries in future studies.

A Study on Factors Influencing on Companies' ICT-Convergence Cluster Participation (기업의 ICT융합 클러스터 참여 촉진 요인에 관한 연구)

  • Kim, Yong-Young;Kim, Mi-Hye
    • Journal of Digital Convergence
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    • v.14 no.8
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    • pp.151-161
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    • 2016
  • ICT-convergence cluster is considered as critical policy means because it can create higher value-added products and services in the era of creative economy. Previous research has focused on comprehensive ICT-convergence cluster strategy based on Porter's diamond model. This paper adopted AIDA(Attention, Interest, Desire, Action) model and investigated a specific domain of government supporting policies related to non-R&D support. For two weeks, we gathered and analyzed 181 data from companies located in Chungbuk province. The results showed that support for technology, commercialization, and participation conditions positively leads to companies' interest in ICT-convergence cluster, which, in turn, makes positive impact on their intention to participate in it. It is significant that this paper verified AIDA model in the Government-to-Business(G2B) context. Future research will need to adapt AIDA model to national projects.

A Study on the Formation Plan of Green Cluster by Sectoral Type for the Enhancement of Regional Competitiveness in Green Industry (녹색산업의 지역경쟁력 확보를 위한 산업유형별 클러스터 형성방안에 관한 연구)

  • Kim, Soo-Kyung;Lee, Joo-Hyung
    • Journal of the Korea Academia-Industrial cooperation Society
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    • v.14 no.3
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    • pp.1081-1089
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    • 2013
  • The purpose of this paper is to suggest the formation plan of green cluster for the enhancement of green industry competitiveness in Korea. For this reason, this paper has the analysis to find out regional competitiveness and effective factors in the green industry. The major findings are as follows. First, the renewable energy industry was competitive at Gyeonggi, Gyeongnam, Chungbuk, Chungnam, Ulsan, Jeonnam, and the carbon reduction industry was competitive at Ulsan, Gyeonggi, Gyeongbuk,, Chungnam, Seoul, Chungbuk, Inchon. Second, the most important factors of the renewable energy industry was factor condition, such as business, labor, research and development; while in the carbon reduction industry was sector of structure and rivalry, such as performance, policy and institution, market share, industry specialization. Third, it showed that the green industry was more competitive at the local area with the better industrial infrastructure. So, we need to focus on the green of existing industry-infrastructure, and the strategy of selection and concentration, for the enhancement of green industry competitiveness in Korea.

Success Factors and Marketing Strategies of Bumrungrad Hospital (태국 범룽랏 병원(Bumrungrad Hospital)의 성공요인과 마케팅 전략)

  • Jang, Won;Kim, Kyung-Ah;Lee, Key-Hyo
    • The Korean Journal of Health Service Management
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    • v.5 no.2
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    • pp.209-226
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    • 2011
  • The purpose of this study is to analyze and find out key success factors and marketing strategies of Bumrungrad Hospital in Bangkok, Thailand. The major success factors of Bumrungrad Hospital are as follows; First, Bumrungrad Hospital had professional medical team and board of directors who had the international career. Second, Bumrungrad was supported by Thai government and they were in a cooperative relationship with each other for the development of the medical industry. Third, Bumrungrad appropriately handled the internal and external changes including Asia Financial Crises in 1997 and others. Fourth, Bumrungrad diversified and broaden its business field such as global medical investing and management, medical technology, anti-age medicine and wellness. Marketing strategies of Bumrungrad analyzed are the following four factors. First, Bumrungrad focused on the quality of services by employing professional medical staffs, who have the international certification, and by constructing IT system for hospital management. Second, Bumrungrad has maintained an equalized price policy to attract the customers bothin the domestic and foreign markets. The cost for care has appealed the foreign customers for its comparatively low price, but it focused mainly on the upper middle class in Thailand. Third, it established, managed, and consulted hospitals in the foreign countries including the Philippines and the Arab Emirates. Fourth, it adopted differentiated promotion strategies suitable for the special needs of domestic and foreign customers, and put emphasis on the buzz marketing.

The Determinants of International Competitiveness for the Korean Apparel Industry (한국 의류산업의 국제경쟁력 향상을 위한 결정요인)

  • Baek, Young-Ha;Park, Jae-Ok
    • Journal of the Korean Society of Clothing and Textiles
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    • v.32 no.3
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    • pp.474-485
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    • 2008
  • The purpose of this study is to examine the determinants and elements to enhance Korean international competitiveness, employing Porter's(1998) Diamond Model. Half of the 500 leading apparel exporters that were members of the Korea Apparel Industry Association in 2003 were selected as the target of this research. From May to June of 2003, survey questionnaires were sent to executives of these 250 companies in person or by telephone, e-mail, or fax. Seventy questionnaires were used for the final data anlysis. The items used were Reliability, Categorical Regression, and Frequency, using SPSS 11.5. The results were as follows: First, as a result of analyzing the influence of international competitiveness in Korean apparel industry, the firm's strategy, structure, and rivalry was the most influential factor. Others were related and supporting industries, government, chance, demand conditions, and factor conditions. Also, the elements that affect Korean international competitiveness were listed as the level of price competition in foreign markets, the level of labor cost, export marketing capacity, and exchange fluctuation. The most important element to improve the international competitiveness of the Korean apparel industry was a demand growth rate of the overseas markets(Demand Conditions), followed by the level of the labor costs(Factor Conditions), the capability of internationalization(Firm Strategy, Structure, and Rivalry), the change of currency(Chance), the quality and management of products(Demand Conditions), the capability of planning products(Firm Strategy, Structure, and Rivalry), free trade from 2005(Chance), and global sourcing strategy(Firm Strategy, Structure, and Rivalry). Korea's main rival country in apparel related and supporting industry factors is China. However, Korea has a higher level of technology development, quality, and price level than China.

A Study on Strategic Positioning for Sustained Growth of Korean Major Corporations in Age of New Normal: with a Focus on the Case of Smart Phone Industry (뉴 노멀 시대에 주력 기업의 지속성장을 위한 전략적 위치에 대한 연구: 스마트폰 사례를 중심으로)

  • Lee, Jae Yeul;Kang, Min Soo;Jung, Yong Gyu
    • The Journal of the Institute of Internet, Broadcasting and Communication
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    • v.16 no.3
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    • pp.39-46
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    • 2016
  • For several decades, Korean corporations have achieved remarkable success in the world market pursuing a quantitative growing strategy by benchmarking developed countries such as the United States, Japan and European Union. Recently, however, since not only the world economy enters into low growth age of New Normal, but the continuously increasing pressure of emerging countries like China and India, the global position of Korean corporations has ruffled. For these reason, the purpose of the study based on searching the strategy for Korean corporations to promote sustainable growth while gaining a competitive advantage in the world market. The study uses two analytical tools, Porter's Diamond Model and Productivity Frontier by analyzing the smart phone industry where Korea, the United States and China are competing desperately. The study is aimed at analyzing and comparing the global competitiveness among Apple as a leader, Samsung Electronics as a follower and Chinese corporations as newcomers in the smart phone industry. Based on the analysis and comparison, the study focuses on searching the strategic decision of Samsung Electronics, and suggests the future strategic positioning of major corporations in different industries in the world market.

Types of business model in the 4th industrial revolution (4차 산업혁명시대의 비즈니스 모델 유형)

  • Jung, Sang-hee;Chung, Byoung-gyu
    • Journal of Venture Innovation
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    • v.1 no.1
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    • pp.1-14
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    • 2018
  • The 4th Industrial Revolution is making a big change for our company like the tsunami. The CPS system, which is represented by the digital age, is based on the data accumulated in the physical domain and is making business that was not imagined in the past through digital technology. As a result, the business model of the 4th Industrial Revolution era is different from the previous one. In this study, we analyze the trends and the issues of business innovation theory research. Then, the business innovation model of the digital age was compared with the previous period. Based on this, we have searched for a business model suitable for the 4th Industrial Revolution era. The existing business models have many difficulties to explain the model of the digital era. Even though more empirical research should be supported, Michael Porter's diamond model is most suitable for four cases of business models by applying them. Type A sharing outcome with customer is a model that pay differently according to the basis of customer performance. Type B Value Chain Digitalization model provides products and services to customers with faster and lower cost by digitalizing products, services and SCM. Type C Digital Platform is the model that brings the biggest ripple effect. It is a model that can secure profitability by creating new market by creating the sharing economy based on digital platform. Finally, Type D Sharing Resources is a model for building a competitive advantage model by collaborating with partners in related industries. This is the most effective way to complement each other's core competencies and their core competencies. Even though numerous Unicorn companies have differentiated digital competitiveness with many digital technologies in their respective industries in the 4th Industrial Revolution era, there is a limit to the number of pieces to be listed. In future research, it is necessary to identify the business model of the digital age through more specific empirical analysis. In addition, since digital business models may be different in each industry, it is also necessary to conduct comparative analysis between industries