Paul Hong – författare

Since the start of the recent financial crisis, as most global firms struggle to remain competitive, an increasing number of Korean and Japanese firms have experienced an amazing rate of growth and expansion. Although academic researchers and business leaders in the United States, China, Brazil, India, and Europe seek out the secrets to these businesses’ success, little is known about their business practices.Supplying an insider’s perspective, Building Network Capabilities in Turbulent Competitive Environments: Practices of Global Firms from Korea and Japan unveils the strategic and operational practices that have allowed these firms to catch and surpass their competitors in North America and Europe. Based on fieldwork studies and extensive interviews with senior executives, it explains how these companies have developed and enhanced their core competencies through effective integration of product architecture, supply chain management, and IT strategy.The book provides practical insight into changing business patterns while avoiding extensive mathematical algorithms and drawn-out theoretical descriptions. It uses cutting-edge case studies to illustrate the innovative manufacturing strategies of these rapidly emerging companies. Accessible to anyone with a basic understanding of business, it reveals the organizational processes of strategy formulation and implementation that are required for success.Providing a clear understanding of both the career implications of the changing business landscape and how to deliver products and services that meet and exceed the needs of your customers, this book will help you develop the socio-technical skills needed to succeed in an increasingly competitive and turbulent business environment.

Brazil, Russia, India, and China (BRIC) are among the largest and fastest-growing economies in the world. The enormous size of the customer base in these emerging markets is the strategic concern of global business firms. Successful market performance in these markets requires sound understanding of dynamic environmental factors and timely investment of appropriate resources. This book presents strategies for recognizing the challenges and optimizing the opportunities for building network capabilities and competitive advantage within the context of these emerging markets.Building Network Capabilities in Turbulent Competitive Environments provides a thorough review of the literature and an unparalleled abundance of fascinating case studies featuring Japanese, Korean, and indigenous business examples. To gather real-world information, research teams made numerous field visits to many firms in the BRIC markets to meet and interview executives and observe their manufacturing and supply chain practices. The information in this book is presented within a fully formulated theoretical framework of three core competencies: technology competence (capability to offer innovative products that fit these markets), customer competence (capability to understand and satisfy different customer needs), and linkage competence (ability to integrate technology and customer competence). The book also covers the concepts of product architecture and supply chain management to provide a more in-depth analysis of global firms operating in BRIC markets.

This book discusses the ways in which characteristics of innovative firms and innovative talents with core competence in Japanese, Korean, German, and American contexts are developed and nurtured, and compares innovative firms with a long history of business operations from these four countries.Firstly, the book examines innovation practices of long-lived Japanese firms and compares them with those of German, American and Korean firms. Based on extensive interviews with executives and field studies, it identifies the essential qualities of each country in which these innovative firms and innovative talents are found.It then focuses on theoretical and practical aspects, using the theoretical framework to define organizational and technological factors for long-term innovation success. Further, the book provides recommendations based on organizational practices for developing innovative talents in Japanese, German, American and Korean contexts.Intended for academics, students and practitioners in the areas of organizational theory and strategic management, this book clarifies the critical practices of long-lived innovative firms and organizational innovators.

This book provides an overview of evolving patterns of trade partnership with historical perspective. It presents changing requirements of industry competitiveness and explains the vital relationships between trade partnerships and industry competitiveness. As well, it further examines the interactive relationships between trade partnerships and industry competitiveness.In recent years, with decreasing strategic alliances among nations and less visibility of international governance mechanisms (e.g., WTO) and counter to globalization, preferential trade agreements and free-trade agreements have proliferated among nations. At the same time, industrial competitiveness is becoming a serious strategic policy priority of nations—both advanced and emerging economies. Theoretical discussion focuses on the practices of global network capabilities for the top of the pyramid (ToP) and base of the pyramid (BoP). Special focus is on trade partnerships and industry competitiveness in the Asian economies (China, Japan, South Korea, India, Indonesia), three ASEAN nations (Vietnam, Thailand, and Malaysia), and Mexico. Extensive industry and firm-level case studies discuss ToP and BoP interface capabilities in the form of manufacturing and services life-cycle management, which extends value creation and delivery of manufacturing and services. This extension integrates the cloud ecosystem, such as timely data/information/knowledge flows via the virtual world; and ground value chains, such as the flow of complex real goods and services in the visible world.

This book provides an overview of evolving patterns of trade partnership with historical perspective. It presents changing requirements of industry competitiveness and explains the vital relationships between trade partnerships and industry competitiveness. As well, it further examines the interactive relationships between trade partnerships and industry competitiveness.In recent years, with decreasing strategic alliances among nations and less visibility of international governance mechanisms (e.g., WTO) and counter to globalization, preferential trade agreements and free-trade agreements have proliferated among nations. At the same time, industrial competitiveness is becoming a serious strategic policy priority of nations—both advanced and emerging economies. Theoretical discussion focuses on the practices of global network capabilities for the top of the pyramid (ToP) and base of the pyramid (BoP). Special focus is on trade partnerships and industry competitiveness in the Asian economies (China, Japan, South Korea, India, Indonesia), three ASEAN nations (Vietnam, Thailand, and Malaysia), and Mexico. Extensive industry and firm-level case studies discuss ToP and BoP interface capabilities in the form of manufacturing and services life-cycle management, which extends value creation and delivery of manufacturing and services. This extension integrates the cloud ecosystem, such as timely data/information/knowledge flows via the virtual world; and ground value chains, such as the flow of complex real goods and services in the visible world.

This book explores how cosmetics firms have made the transition to technology-enabled beauty companies to meet changing customer demands. For this purpose, the contexts of cosmetics industry growth and digital marketing strategy in the post-pandemic world are presented here. The digital marketing strategies of Japanese and Korean firms are shown, along with new business models and future prospects in cosmetics industries.In the post-pandemic world, the growing middle class will set priorities for beauty–hygienic goals, nutritional choices, and healthcare development needs. The growth rates of Asian economies were slowed during the COVID-19 pandemic, yet their growth opportunities were not constrained. Diverse industries—the cosmetics industry in particular—have addressed the needs of these growing segments in Asia. In keeping up with the leading business trends, cosmetics firms also have leveraged big data and built their brand partnerships across industries, applying the Internet of Things (IoT) and artificial intelligence for their product and process development. The vast amounts of big data gathered through IoT devices are now being used to improve entire value chain operations, creating a digital thread through the global value chain. These data are increasingly used to create new services and develop a business model for global firms.As of 2021, four of the top ten global cosmetics firms are from the USA (Estée Lauder, Proctor & Gamble, Coty, and Johnson & Johnson), three are from Europe (L’Oréal, Unilever, and Beiersdorf), two from Japan (Shiseido and Kao), and one from Korea (Amore Pacific). The USA and European firms still maintain their competitive advantage in the cosmetics industry. Global cosmetics market share by region shows that North Asia is the largest (35%), followed by North America (26%) and Latin America (7%), Europe (22%), and Africa and other regions (10%). With the rapid increase of the middle class in the Asia region, more sales are expected there than anywhere else. In this dynamic market environment, a real challenge for the cosmetics industry is how to develop and put into practice its own unique business model.

This book explores how cosmetics firms have made the transition to technology-enabled beauty companies to meet changing customer demands. For this purpose, the contexts of cosmetics industry growth and digital marketing strategy in the post-pandemic world are presented here. The digital marketing strategies of Japanese and Korean firms are shown, along with new business models and future prospects in cosmetics industries.In the post-pandemic world, the growing middle class will set priorities for beauty–hygienic goals, nutritional choices, and healthcare development needs. The growth rates of Asian economies were slowed during the COVID-19 pandemic, yet their growth opportunities were not constrained. Diverse industries—the cosmetics industry in particular—have addressed the needs of these growing segments in Asia. In keeping up with the leading business trends, cosmetics firms also have leveraged big data and built their brand partnerships across industries, applying the Internet of Things (IoT) and artificial intelligence for their product and process development. The vast amounts of big data gathered through IoT devices are now being used to improve entire value chain operations, creating a digital thread through the global value chain. These data are increasingly used to create new services and develop a business model for global firms.As of 2021, four of the top ten global cosmetics firms are from the USA (Estée Lauder, Proctor & Gamble, Coty, and Johnson & Johnson), three are from Europe (L’Oréal, Unilever, and Beiersdorf), two from Japan (Shiseido and Kao), and one from Korea (Amore Pacific). The USA and European firms still maintain their competitive advantage in the cosmetics industry. Global cosmetics market share by region shows that North Asia is the largest (35%), followed by North America (26%) and Latin America (7%), Europe (22%), and Africa and other regions (10%). With the rapid increase of the middle class in the Asia region, more sales are expected there than anywhere else. In this dynamic market environment, a real challenge for the cosmetics industry is how to develop and put into practice its own unique business model.