국제통상환경 변화에 따른 미국, EU, 일본, 한국의 통상 정책의 특징 및 수단의 차이에 관한 비교 연구

변재웅 한국통상정보학회 1999 통상정보연구 Vol.1 No.2

최근 WTO 체제의 출범, 지역주의 확산 등으로 국제통상환경은 변화하고 있으며, 각국의 통상정책에 상당한 영향을 미치고 있다. 특히 미국, EU, 일본의 통상정책은 한국을 비롯한 국제통상환경 전반에 매우 민감한 영향을 주고 있다. 이러한 국제통상환경의 변화에 따라 필요한 것은 주요국의 통상정책 및 제도에 관한 연구이다. 본 연구는 미국, EU, 일본, 한국의 통상정책과 수단의 특징을 비교 · 분석하였는데, 각국 통상정책의 다양한 특성을 보여주고 있다.

EU환경정책과 한국기업의 대응에 관한 연구

변재웅 한국유럽학회 2006 유럽연구 Vol.23 No.-

The Treaty of Rome made no provision for a Community environment policy. The environmental programmes now cover many fields, ranging from chemicals to climate change. But, the fundamental aim of the policy is to protect the natural environment of the European region so as to contribute to the sustainable growth of the EU market. This paper considers the case of the EU environmental policy and its implications. The EU environmental policy has a mixed effect (either positive or negative) on non-member countries, such as Korea, in many ways. Applying the strict EU environmental policy will boost the manufacturing sectors that produce the commodities related to environment. The policy will contribute to the creation of a larger market than before, by allowing environmentally friendly goods and services to move freely without any regulation. In fact, it requires non-member countries, like Korea, to meet a high standard of environmental rules. But, if Korean firms meet the newly imposed requirements, there would be many opportunities for them to do new businesses. If not, Korean firms will face some difficulties to penetrate the EU markets. In this paper we address how Korean exports to EU can be affected by the EU environmental policy. The main discussion will be focused on the manufacturing sectors, such as automobiles, textile, and electronics. This paper is organized as follows. Section II reviews the EU environmental policy. Section III analyses the impacts of the policy on the Korean manufacturing sectors, such as automobiles, textile, and electronics. Section IV suggests some reform measures to meet the EU environmental policy newly imposed. Finally, conclusions are provided in Section V. 최근 EU는 각종 환경관련 규제들을 강화하여 친환경적인 제품생산을 유도하고 있으며, EU 환경기준은 EU 수출국에게는 이중적인 의미를 내포하고 있다. EU 환경규제 조치는 가전제품정보통신기기 등의 소비재로 확산되고 있어 환경기준을 충족시키지 못하는 역외국 기업들에게는 무역장벽으로 작용한다. 이면에는 유럽의 우수한 환경기술로 환경규제를 지속적으로 강화하고 있다. 한국의 경우, EU 환경규제로 인해 한국기업의 수출에 긍정적 혹은 부정적인 영향을 미칠 것으로 전망되어 이에 따른 적절한 대응이 필요한 실정이다. 한국기업은 현행 EU 환경규제 뿐만 아니라 장기적인 관점에서 선진국의 산업환경정책 방향을 주시하고, 기업활동 전 과정에 걸친 환경친화성을 제고하기 위한 계획 수립과 시행이 필요하다. 본 논문은 최근 관심이 고조되고 있는 EU의 환경규제 정책에 관한 연구로서, EU 환경규제 정책 시행에 따른 국내기업의 대응과 시사점을 중심으로 분석하며, 전기전자산업, 자동차산업, 섬유산업을 사례 분석한다.

Structural Relationships between Exchange Rate Volatility, Price Competitiveness, and Trade Volumes : Evidence from the UK

변재웅,Chongcheul Cheong 한국무역학회 2004 Journal of Korea trade Vol.8 No.2

This paper investigates structural dynamic interrelations between exchange rate uncertainty, trade volumes, and price competitiveness in the case of the UK, using generalized impulse response functions which are invariant to the ordering of variables in vector autoregressive (VAR) models. The empirical results show that a shock in exchange rate volatility negatively affects trade volumes, and such negative effects are bigger than the effects on trade price levels.

Value-based Services for Sustainable Business: A Case Study of IKEA

변재웅 한국유통경영학회 2011 유통경영학회지 Vol.14 No.3

This paper analyzes the value-based services for sustainable business of IKEA, one of the most successful brands in furniture. Alongside its reputation for good, inexpensive design, IKEA's distinctive labyrinth has been phenomenally successful with 283 stores in 26 countries and profits of ?2.3 billion in 2010. The IKEA product range consists of 9,500 home furnishing products that are high inquality but low in prices. This is facilitated by methods which are cost-efficient and innovative. This paper analyzes the success factors of IKEA's value-based service for sustainable business. IKEA manages its value-based services for sustainable business by conducting marketing strategies such as various product range, a unique IKEA's shopping path, emphasis on social and environmental responsibility, code of conduct, and customer loyalty. In conclusion, it has discovered IKEA’s value-based services for sustainable business works very successfully. IKEA believes that there is no compromise between doing good business and being a good business. It aims to go beyond profitability and reputation and that is why IKEA is becoming a leading example in developing the value-based services for sustainable business. This will create a better everyday life for its customers.

젊은 세대의 SPA 패션문화에 대한 인식 조사 연구

변재웅 한국문화산업학회 2019 문화산업연구 Vol.19 No.1

This study is a research-based study that studies the awareness of a young generation’s SPA fashion and 110 young people (58 men, 52 women, and 5 foreigners) participated in the survey. The study analyzed and surveyed the young generation’s well-known brands such as UNIQLO, ZARA, H&M, SPAO’s buyers’ motivation, satisfaction, Korean SPA’s reason of purchase and drawbacks, and SPA brand’s strategies for moving forward. The second chapter includes the literature survey and a comparison between the SPA brands such as H&M, SPAO, UNIQLO, and ZARA’s marketing strategies. The third chapter includes an analysis of SPA recognition surveys. The last fourth chapter draws a conclusion and deduce implications. According to the research, the awareness of SPA brands is quite high among young generations and the brands receive significant attention from young consumers. Korean SPA needs an understanding of constantly changing trends based on an accurate marketing research, an active drive of collaborations, and an active use of the fourth industrial revolution. 본 연구는 젊은 세대인 20대 남·여(남자 58명, 여자 52명, 외국인 5명) 총 110명을 대상으로 SPA 패션문화에 대한 인식을 분석하기 위해 실시하였다. 젊은 세대를 대상으로 국내외 SPA 대표 주자인 ZARA, H&M, UNIQLO, SPAO의 구매동기, 만족도, 인지도, 한국형 SPA의 구매 이유와 문제점, SPA 브랜드가 앞으로 나아가야 할 방향 등을 각각 설문 조사 분석하였다. 2장에서는 선행연구와 SPA 브랜드(ZARA, H&M, UNIQLO, SPAO) 마케팅 전략을 비교하고, 3장에서 SPA 인식에 대한 설문조사를 분석한다. 연구결과 젊은 층의 SPA 패션문화에 대한 인지도는 상당히 높고 많은 관심을 가지고 있다. 각사마다 전략의 차이점은 있지만, SPA 산업의 성공은 소량 다품종, 합리적인 가격, 짧은 배송시간 등의 요인들이 작용했다. 따라서 한국형 SPA는 정확한 시장조사를 바탕으로 빠르게 변화는 트렌드 파악, 콜라보레이션의 추진, 4차 산업혁명의 적극적 활용이 필요하다는 점을 시사한다.

영국의 해외투자 유치정책의 성공요인 분석

변재웅 한국유럽학회 2009 유럽연구 Vol.27 No.3

This paper examines a case study of the UK on the successful FDI inducement policy. Foreign companies bring new technologies, ideas and skills, as well as new investment to an economy - and there can be significant benefits for indigenous companies as suppliers and for local economies. A high level of inward investment is a sign that a country is a good place in which to do business. According to UNCTAD, the UK is the second biggest global FDI host country. UKTI is the government organisation, playing crucial role to induce foreign investment in the UK, that supports companies in the UK doing business internationally and overseas enterprises seeking to set up or expand in the UK. The UK's inward investment promotional effort combines both national and regional agencies in a co-ordinated network. UKTI has a key role in managing this network and co-ordinating the efforts of both the public and private sector partners around the UK to make the best case for ‘UK plc’. This ensures that potential investors have access to all the available help and advice they need to make the best commercial decisions. UKTI's principal objectives in the area of FDI are to attract, retain and add value to UK investment. Foreign investors are attracted by the UK's general business environment; availability of skilled labour; the strength of the R&D base and the R&D tax credit supports & incentives; the position of English as the international language of business; economic stability; the favourable tax scheme, e.g. corporation tax and personal tax, and regulatory regime; and other factors such as advanced financial institutions and SOC, and competitive education system. The UK is not only an important and valuable market in its own right but also provides a platform for reaching markets in Europe. It provides a skilled and adaptable workforce and unrivalled R&D capabilities for international businesses looking to grow. Investing companies also recognise the importance of operating in a market in which it is easy to set-up and do business. 본 연구는 성공적인 해외직접투자 성공적인 유치국으로 관심이 증대되고 있는 영국사례를 분석한다. 영국은 해외투자가 경제성장, 고용창출에 기여할 뿐 아니라 산업경쟁력을 직접⋅간접으로 강화시키는데 기여한다고 판단하고 해외투자 유치에 적극적으로 나서고 있다. 영국은 철저한 내외국기업 평등주의에 입각하고 있어 외국인투자가에 대한 차별이 없다. 주요 EU 회원국 중 가장 낮은 수준의 법인세율을 실시하여 세금 공제 전 경상이익의 30%를 보장하며, EU 최저 수준의 개인세율로 경쟁력 있는 세제환경을 제공한다. 또한 영국은 해외투자를 위한 각종 보조금제도와 지원정책을 추진하고 있으며, 지역별 투자유인 보조금 제도를 운영하고 있다. 뿐만 아니라 투자기업의 연구개발 및 교육훈련 지원의 특혜를 공여하고 있다. 또한 다양한 외국인투자 유치를 위해 보조금 지원제도, 공장부지, 건물지원 및 사회간접자본 시설지원, 외환이동 및 세제 지원, 기업규제 완화와 투자기업 보호 등의 다양한 정책을 통하여 해외투자를 유치하고 있다. 영국투자유치의 성공사례를 통하여 투자가의 요구에 부합하는 인프라 구축 등 다양한 투자유치정책, 유기적인 협력체계 구축, 산업경쟁력 창출을 위한 끊임없는 노력, 투자유치를 위한 적극적인 마케팅 전략 필요성의 시사점을 알 수 있다.

Why is LEGO so Successful?: Porter’s 5 Forces Analysis

변재웅 한국무역통상학회 2017 무역통상학회지 Vol.17 No.4

This paper analyzes the success of the LEGO corporation, as a case study of value-based services for sustainable business, one of the most successful brands in toy industry. Even LEGO suffered in 2003 and 2004 from the biggest deficit in history, however, due to internal strategic changes, they managed to overcome a renovating step in the direction of securing the foundation of LEGO and their financial situation before the global crisis, ranked as the biggest company in their industry. We are interested in knowing what the secret to success is for the LEGO Group? Porter's Five Forces model is very effective in analyzing the LEGO's tactics and employing them to the circumstances of the customers. Section II will examine a Porter's Five Forces Analysis of LEGO. Section III will analyze the successful factors of LEGO and its implications. Finally, conclusions are provided in Section IV.

A Global Brand of the Red Bull: The Successful Promotion Strategy

변재웅 한국유럽학회 2010 유럽연구 Vol.28 No.2

This paper examines the successful promotion strategies of Red Bull, which is one of the largest and most well-known brands in Europe, analysing the marketing mix: 4Ps of Red Bull, and the SWOT and BCG-Matrix Analysis. Red Bull is market leader of the energy drink sector worldwide. Red Bull´s contents are not patented, and all the ingredients are listed on the outside of the slim silver can. The global market share is estimated at about 70% in over 140 countries worldwide. During the past 20 years, the drink has been copied by more than 228 competitors, but such companies as Coca-Cola and Anheuser-Busch have been unable to take market share away from Red Bull. As Red Bull is the market leader, its global business strategy should provide us with useful insights into global marketing promotion strategies, such as guerrilla marketing, event sponsorship, spectacular marketing, buzz marketing. For example, Red Bull resorted to buzz marketing to stimulate sales. The company also attempted to create buzz in new and different ways. This “Buzz” marketing proved highly successful, and inexpensive. 유럽의 유명 에너지 음료(energy drink)회사인 레드불(Red Bull)사는 세계 140여국에서 관련 음료의 70% 이상의 시장점유율을 가진 세계적인 브랜드이다. 1987년 스포츠 음료를 출시한 이 회사의 성장전략은 성공한 사례로 높이 평가 받고 있다. Red Bull사는 특히 주목할 점은 다양한 마케팅 촉진기법을 효율적으로 사용하는데 일례로 매출의 30% 이상을 마케팅과 스포츠 후원에 지출한다. 이는 경쟁사인 코카콜라사의 9%에 비해 월등히 높은 비중이다. 본 연구는 4Ps 전략과 SWOT, BCG-Matrix 분석을 통하여 Red Bull의 글로벌마케팅 전략을 분석한다. Red Bull사의 글로벌 마케팅의 성공비결은 브랜드전략, 부즈마케팅(buzz marketing), 게릴라마케팅(guerrilla marketing), 이벤트 스폰서(event sponsorship) 등 다양한 마케팅 촉진기법을 효율적으로 사용한다는 점이다. 본 연구는 제 2장 Red Bull사의 마아케팅 믹스전략, 특히 다양한 촉진전략을 중심으로 분석한다. 제 3장 SWOT과 BCG-Matrix 분석을 통하여 제 4장에서 결론을 도출한다.

The Success of Disney Corporation: Case Study of Value-based Services for Sustainable Business (2008-2012)

변재웅 한국유통경영학회 2012 유통경영학회지 Vol.15 No.5

Disney Company's success in the creative industry can be attributed to its vast experience in the film and amusement market, diversification, and globalization. This company is, perhaps, one of the world's most successful creative corporations operating as a global organization based on its successful value-based service for sustainable business. Two main areas of Disney Corporations contributed to their success: the film/animation department, and their theme parks. Disney Corporation has a ranking number of 9 in the Top 100 Global Brands on Interbrand in 2011. The brand value is $29,018 million dollars. This paper analyzes the success of Disney Corporation as a case study of value-based services for sustainable business, the most successful brands in amusement park and entertainment industry. As Disney Corporation is the market leader, its global business strategy should provide us with useful insights into valued-based services for sustainable business. In this paper, Section II analyzes the Disney Corporation's diversification of Films industry. Section III examines Disney Corporation's globalization of amusement parks. Section IV analyzes the SWOT and success of Disney Corporation. Finally, conclusions are provided in Section V.

Branding-Brand Psychology of Flagship stores of “Swarovski Crystal Worlds”

변재웅 한국유통경영학회 2012 유통경영학회지 Vol.15 No.2

We are interested in the question–how does monumental orchestrations of a brand like Nike, Reebok or Armani act to the consumer?1) Why does a company like Swarovski built a flagship store. What is the concept of such an “adventure store” and how can a flagship store increase the value of a brand?As Swarovski is the market leader, its global business strategy should provide us with useful insights into global marketing strategies. This is valuable topic to examine the success factors of Swarovski, how this company use various marketing methods such as branding–brand psychology of flagship stores and adventure stores. The main aim of this paper is to show how a flagship-store influences a customer. The most important role in this case is the role of the psychology of a brand, the so-called Branding. We are going to see which long-term policy is behind the decision of building a flagship store. This paper aims to examine these strategies concerning to Swarovski, with the model of behaviour from Marabian and Russel (1973) who examine the bottom of the psychology of branding. This paper explains why a company decides to build up a flagship store. An impulse to pose a brand and some ideas for consumer orientated decisions should also be given. In this paper, Section II analyzes the flagship stores and adventure stores. Section III examines the basics of brand psychology. The model of behaviour of Merabian and Russel will be focused on the profile of the brand Swarovski. Section IV analyzes making a brand profile with flagship stores. Finally, conclusions are provided in Section V.