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( Jimmyn Parc ),( Marc Normand ) 한국EU학회 2016 Asia-Pacific Journal of EU Studies Vol.14 No.1
The shipbuilding industry in Europe has been in decline. Since the early 2000s, member states of the European Union (EU) have tried to revive it by implementing various policies. Yet, the outcome of these policies has not been satisfactory. This paper argues that they did not work because of a failure to accurately address core issues and develop appropriate solu-tions accordingly. In order to formulate effective policies for the European shipbuilding in-dustry, it is necessary to precisely identify and rigorously analyse its critical problems. In this regard, this paper focuses on studying the reasons behind the ineffectiveness of policies that have been proposed up to this point. It pinpoints conflicting priorities and a lack of clarity over strategy as the main reason behind their ineffectiveness. This paper is useful for develop-ing further strategies to enhance the competitiveness of the European shipbuilding industry.
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Strategy Proposals for the European Shipbuilding Industry: Setting Effective Industrial Policies1
( Jimmyn Parc ),( Marc Normand ) 한국EU학회 2016 Asia-Pacific Journal of EU Studies Vol.14 No.2
Since the early 2000s, member states of the European Union (EU) have tried to revive its shipbuilding industry by implementing various policies. Yet, many of these policies have not been effective. Based on Parc and Normand (2016), who analysed the reasons for their ineffectiveness, this article suggests alternatives for the European shipbuilding industry. For it to be competitive in the global market, this paper comes up with four key implications. First, European shipbuilders should pursue a differentiation strategy by optimising their production value chain. Second, by turning to automation (or robotisation), coupled with R&D, European shipbuilders can overcome limits to the size and quality of the labour force, as well as improve their ability to meet deadlines and lower costs. Third, in order to reach out to international markets, European shipyards should be more open to mergers and acquisitions (M&As). Last, they should improve access to financing by vertically integrating their production chains and making better avail of shipbuilding clusters. Too long..
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Hwy-Chang Moon,Jimmyn Parc,So Hyun Yim,Nari Park 서울대학교 국제학연구소 2011 Journal of International and Area Studies Vol.18 No.2
This paper improves the theory of creating shared value (CSV), a new way to achieve economic success, which was introduced by Porter and Kramer. First, this study provides four types of corporations (Stupid Corporation, Selfish Corporation, Good Corporation, and Smart Corporation) categorized in terms of corporate and social benefits, and shows that the final destination for corporations is to be smart, meaning the ethics and strategy as the firm's basic measures to bolster value creation. Second, this paper provides four distinctive strategies in order to effectively create shared value, an extended version of three strategies presented by Porter and Kramer: defining core competence; reconceiving comprehensive targets; redefining productivity in the value chain; and enabling local or global cluster development. "Defining core competence" is newly added and "reconceiving comprehensive targets" is extended from Porter and Kramer's notion of "reconceiving products and markets." Above all, this paper highlights the importance of internationalization of CSV, unlike Porter and Kramer's emphasis on domestic clusters. The paper demonstrates the usefulness of these improvements in explaining CSV activities in the real world.
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문휘창(Hwy Chang Moon),박지민(Jimmyn Parc) 한국경영학회 2014 Korea Business Review Vol.18 No.3
최근의 경제문제를 해결하는 핵심정책으로 고용창출의 중요성이 크게 부각되면서 해외 생산기지를 국내로 되돌려 해외고용을 줄이고, 국내고용을 늘려야 한다는 주장이 대두되고 있다. 그러나 국내고용과 해외고용은 제로섬(Zero-sum) 관계가 아닌 포지티브섬(Positive-sum) 관계에 있다. 본 논문은 삼성전자 휴대폰 부문 사례연구를 통해 이와 같은 관계를 입증하였다. 이는 근본적으로 경쟁구도가 바뀌었기 때문이다. 오늘날의 경쟁체제 하에서는 국내에서 대기업과 중소기업이 서로 경쟁하는 것이 아니라 글로벌 차원에서 ‘대기업과 중소협력업체들’이 ‘다른 대기업과 관련 중소협력업체들’과 경쟁하는 것이 더 일반적이기 때문이다. 예를 들어, 휴대폰 사업에서 삼성전자와 국내의 중소업체가 경쟁하는 것이 아니라 삼성전자는 애플과 기술 및 디자인 측면에서, 그리고 삼성전자의 협력업체는 애플의 협력업체와 인건비 및 제조기술 측면에서 경쟁하고 있다. 즉, 삼성전자와 협력업체는 서로 협력하면서 하나의 시스템으로 운용되고 있으며, 이 전체 시스템이 커짐에 따라 삼성전자와 협력업체 모두 고용을 늘리면서 성장하고 있다. 본 연구는 삼성전자의 휴대폰 부문 사례를 통하여 국제화 전략에 대한 올바른 이해를 도모하면서 기업과 국가경제정책의 올바른 방향성에 대한 시사점을 제시하였다. South Korean government currently places high priority on creating jobs as part of the efforts to reinvigorate the country`s slowing economic growth. Several media outlets and policy makers argue that Korean companies should bring their overseas` manufacturing facilities back in Korea to create more jobs for the Korean people. However, overseas and domestic employments are complementary, rather than alternative. This is because the competition structure has been changed from domestic to international scope in today`s world. In this paper this is proven by a case study of the mobile division of Samsung Electronics Corporation (SEC). SEC is not competing against other small and medium sized companies in Korea, but against the global system of Apple. Furthermore, SEC`s growth is beneficial for its partners as well, by creating their jobs and strengthening their competitive skills. This paper presents a better way to understand corporate international strategy and suggests useful policy implications for the government.
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문휘창(Hwy-Chang Moon),박지민(Jimmyn Parc) 연세대학교 경영연구소 2015 연세경영연구 Vol.52 No.1
경영전략과 군사전략을 연계하여 시사점을 도출하려는 시도가 많이 있었다. 그러나 경영전략은 포지티브섬 게임(positive-sum game)이고 군사전략은 제로섬 게임(zero-sum game)이라는 근본적인 차이점을 인지하고 두 전략을 연계한 기존의 연구는 드물다. 또한 이러한 큰 차이점을 인지하지 못함으로 인해, 경영실무에 적용하고자 군사전략에서 도출한 시사점들의 대부분이 왜곡되고 편향된 경우가 비일비재하다. 전쟁은 승리라는 단 한 가지 목표를 위해서 경쟁을 하는데 비해, 경영은 가치창출이라는 목표아래 초기단계에서는 선두기업을 벤치마킹하여 직접적인 경쟁을 하는 듯하지만, 곧 경쟁자와 차별화를 하여 확고한 위치를 차지하고자 또 다른 전략적 포지셔닝을 위해 필사적으로 노력한다. 이러한 관점에서 봤을 때, 경영전략은 경쟁자를 넘어뜨리는데 초점을 둔 군사전략보다 더 포괄적이라고 할 수 있다. 이를 증명하기 위해서, 본 논문에서는 최근의 자동차산업과 일본 전국시대 말기의 3대 무장(오다 노부나가, 도요토미 히데요시 및 도쿠가와 이에야스)을 비교하였다. 이를 통해서 본 논문은 기업차원에서는 물론 국가차원에서도 경영전략을 올바로 이해해야 하며, 이를 잘 활용하면 상호도움이 되는 윈윈게임을 할 수 있다는 시사점을 제공한다. There are many studies connecting business strategy and military strategy; mostly for business in order to draw useful and meaningful implications to business practice. However, only few existing studies have touched upon the fundamental differences that the military strategy is a zero-sum game and the business strategy is a positive-sum game. This incognizance often derives distorted and biased implications for business practice. Military strategy is only about winning competitors while business strategy has one more stage such as striving to make a further step than the competitors to take a new and profitable strategic position; although business strategy is to benchmark competitors at the initial stage, which is similar to that of military. In this sense, the business strategy requires a more comprehensive set of strategies than the military strategy. In order to prove these arguments, case studies of today’s automotive industry and three main figures of Sengoku Period in Japanese history, e.g., Oda Nobunaga, Toyotomi Hideyoshi, Tokugawa Ieyasu, are provided and compared. This paper concludes by giving implications for companies and countries to appropriately understand and apply business strategies to achieve a win-win development.
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