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논문 기본 정보

자료유형
학술저널
저자정보
이상윤 (캐롤라인대학교)
저널정보
동아시아경상학회 East Asian Journal of Business Economics East Asian Journal of Business Economics 제5권 제4호
발행연도
2017.12
수록면
39 - 49 (15page)
DOI
http://dx.doi.org/10.20498/eajbe.2017.5.4.39

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Purpose ? This study is to propose a creative idea for constant business growth and development by examining characteristics of business outcomes by phase, which are “growth” and “erosion and stagnation,” respectively. Research design, data, and methodology ? It is necessary to identify an occurrence of crisis and its diffusion with a dynamic model in order to identify a success and failure of businesses in an organic way, not on a binary structure. According to “Dynamic Understanding of the Success and Failure of Businesses” published in 2007 by Samsung Economics Research Institute (SERI), the success and failure of the business can be analyzed largely by dynamic and static perspectives. The static perspective is to understand a crisis as a simply one-time event or as a linear causation. Thus, it has a limited understanding of the overall situation and has limits to investigating a foundational cause and developing long-term countermeasures. On the contrary, the dynamic perspective is to understand the crisis as circulation process of the overall system. Thus, it divides elements of the crisis as external and internal ones to understand it as the causal relationship of each element. Considering that the crisis is caught in a viscous circle and triggers a chain reaction amid the internally accumulated fear factors interacting with the external threat-causing ones, there is no option but to take the dynamic perspective which is more valid than the static one in organically identifying the success and failure of businesses. In the dynamic model of success and failure of businesses, the “growth” means the virtuous cycle, where the strength of corporate system enhances management achievement/performance, which consequently reinforces the system capacity. Next, the “erosion” is the stage where the growth loop goes habitual and lose suitability, which progresses with the growth loop at the same time. “Resonance”, which is the pre-stage of the decline, is where both internal erosion elements and external threat factors interact, which leads to deterioration of business performances and disturbance of the system. Lastly, the “decline” is the changing process where the shock from the resonance goes beyond the absorption and control capacity of the initial system, which becomes vicious circle from the virtuous cycle. Results ?- During the growth period of Burger King, the company promoted its brand very successfully with aggressive and creative marketing activities. However, due to the founder’s disposal of management rights and the following changes in the management, the company had no choice but to lose focus on its business philosophy and brand management, and eventually it had to face the big crisis (resonance) which was delisting from the stock market because of the external threat; well-being trend. However, Burger King resumed lifting on the stock exchange by making great efforts to clearly identify the current issues and seek solutions. Under the spirit of “perseverance” and its slogan “Have it your way” the company is now going head to head with McDonald’s in the North American region and emerging countries. Conclusions ? Then, what is the most crucial factor in the success and failure of businesses? Answers may vary, however, as learned from the case study of Burger King, corporations should inspect the present and focus on developing a long-term strategy for the future and actively fulfill the actions. McDonald’s may not be able to innovate by itself in the future as it may become routinized to the growth. There will be chances of winning if we change conditions of individuals or organizations to an organic system in terms of being creative. There is a hopeful message here that an individual or small business may have more advantages in the era of the idea and innovation.
#fast food #growth #erosion #stagnation #resonance #success and failure of businesses #dynamic model #franchise

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Aaker, D. A. / 1991 / Managing Brand Equity : capitalizing on The value of a Brand Name / The Free Press google schola Bendapudi, N. / 1997 / Customers’ motivations for maintaining relationships with service providers / Journal of Retailing 73(1):15~37 google schola Eggert, A. / 2002 / Customer perceived value: a substitute for satisfaction in business markets? / Journal of Business and Industrial Marketing 17(2/3):107~118 google schola Flint, D. J. / 2002 / Exploring the phenomenon of customers’ desired value change in a business-to-business conte / Journal of Marketing 66:102~117 google schola 한진수 / 2009 / 패밀리레스토랑의 고객가치, 고객만족, 행동의도간의 구조적 관계에 관한 연구 -서울 지역 대학생을 중심으로- / 호텔경영학연구 18(1):135~150 google schola

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