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New Product Marketing Strategy: The Case of Binggrae's 'a Café la'
Yeu, Minsun,Lee, Doo-Hee,Kim, Sang Yong,Yoo, Shijin Korean Marketing Association 2012 ASIA MARKETING JOURNAL Vol.14 No.3
All firms require new stimulus to spurt growth. Therefore it is necessary to successfully develop new products and to employ appropriate marketing practices for the new products to enter and settle in the market. Binggrae, a Korean company that specializes in dairy and processed dairy products, introduced a ready-to-drink (RTD) coffee product, 'a Café la' to expand its business into the coffee market in 2008. Binggrae was a latecomer in the RTD coffee market but a Café la has shown an impressive average sales growth rate of 115% as of 2011 since the launch. Moreover, it is a steady bestselling coffee brand among the Polyethylene terephthalate (PET)bottle category. Binggrae found potential and opportunity in the growing coffee market and made efforts to develop a new product that can be differentiated from the existing products. The result was PET bottle coffee, which was more portable and convenient to drink than coffee products offered in cups or cans. PET bottle coffee is produced through the patented Aseptic Filing System, thus the original coffee flavor stays fresh when combined with milk and has a longer shelf life than coffee products in cups. Moreover, as the taste of coffee consumers has become more sophisticated, Binggrae developed a premium product by differentiating the product processing method and by using higher-quality Arabica beans. After launching the new product, the company also employed a well-designed communication strategy. First, Binggrae was able to confirm the level of market demand and market potential for the product by employing BTL (Below the Line) marketing strategies through the consumers' word-of-mouth. Afterwards, the company invested its resources for a full-scale ATL (Above the Line) marketing campaign. Later a Café la's TV commercial effectively portrayed the product's characteristics, and succeeded in raising consumer awareness of the product. As a result, a Café la has become the bestselling brand in the PET bottle coffee market. The successful new product marketing strategy of Binggrae'sa Café la offers many valuable implications for companies planning to launch new products in the future.
여민선(Minsun Yeu),유원상(Weon Sang Yoo),유시진(Shijin Yoo) 한국경영학회 2017 Korea Business Review Vol.21 No.3
기아자동차 슬로바키아공장은 현대자동차그룹 최초의 유럽 현지공략 거점이자 기아자동차 최초의 선진경제권 공장으로 준공 당시부터 세계적 수준의 생산성을 목표로 설립되었다. 2016년 현재 이 공장은 공신력 있는 외부 기관의글로벌 생산성 평가에서 권역별 1위, 현대자동차그룹 내부 역량평가에서 지속적 1위 등 대내외적으로 탁월한 성과를 보이고 있다. 기아자동차 슬로바키아공장의 뛰어난 성과와 성공은 현지 직원들에게 전폭적인 권한을 부여하는 현지화 전략과 직원들의 적극적인 참여가 창출한 시너지 효과가 큰 공헌을 하였다. 해외 거점 공장들은 통상적으로 4년마다 교체되는 주재원들에 의해 이루어졌기 때문에 현지 직원들의 적극적인 참여가 어려웠고, 현지 직원들은 주재원들에게 의존적이며 동기부여가 되어 있지 않았다. 이러한 해외 거점 공장의 한계를 넘어서기 위해 현지인 중심의 “전원 참여 상시혁신”을 추진하는 전략을 수립하였다. 이후 기아자동차 슬로바키아공장은 주재원 주도적 문화에서 현지인 주도의 문화로 변화하였으며, 이러한 경영진의 정책에 부응하는 현지 직원들의 적극적인 참여가 시너지를 발휘할 수 있었다. 이에 힘입어 기아자동차 슬로바키아공장은 생산, 품질, 수익, 노무 및 지원 등 경영의 전 분야에 걸쳐 획기적인 성과를 실현할 수 있었다. 본 연구에서는 현지 직원들에 대한 권한 부여와 참여를 기반으로 우수한 조직성과를 이끌어 낸 기아자동차 슬로바키아공장의 사례를 살펴봄으로써 해외 진출 및 현지화 과정에서 다양한 도전에 직면한 한국 기업들에게 지속 가능한 성장을 위한 의미 있는 시사점을 제공하고자 한다. Kia Motors Slovakia (KMS) is a manufacturing facility established by Hyundai Motor Group to cover the European market. The factory has played an important strategic role and consistently showed a top-level productivity and various business performances in both external and internal assessments. Factories in other countries, it is not easy to local employees actively participate. Also local employees were not motivated and depends on Korean managers. There are two of the most important success factors for KMS to overcome these limitations: empowerment and engagement. The management of this factory has unprecedentedly delegated its strategic roles and responsibilities to local employees (i.e., empowerment), which has successfully driven active and voluntary managerial participation of the local employees (i.e., engagement). A unique managerial practice, Core Factor System, has been deployed to facilitate the synergistic effects between empowerment and engagement at KMS. This managerial practice has significantly contributed to KMS to achieve globally recognized business performances in virtually all areas including productivity, product quality, labor-management relations, and profit. This case analyzes the success of Kia Motors Slovakia in detail to provide managerial implications for Korean companies facing various challenges in managing manufacturing facilities in foreign countries.