KAI Case Study: Focusing on the Export of Light Fighter, FA-50 Korea Aerospace Institute (KAI) is the sole company that manufactures military aircraft in South Korea. Established in 1999, KAI has exported 129 Korean Trainers so far. In particular, KAI developed the trainer jet T-50, Golden Eagles, b...
KAI Case Study: Focusing on the Export of Light Fighter, FA-50 Korea Aerospace Institute (KAI) is the sole company that manufactures military aircraft in South Korea. Established in 1999, KAI has exported 129 Korean Trainers so far. In particular, KAI developed the trainer jet T-50, Golden Eagles, becoming the world's sixth supersonic jet export producers. But KAI’s T-50 trainer jets are more expensive than its competitor, M-346, and KAI does not have enough Offset Capability as well as Brand Awareness in the world aircraft market. Despite its weaknesses, KAI was successful in exporting T-50 trainer jets. The purpose of this study is to grasp the successful elements of KAI’s export marketing strategy and to deduct marketing implications to prepare for potential Korean aircraft’s export demands. This Case Study was conducted through in-depth interview with KAI’s Strategic Planning Division Manager from External Affairs Coordination Team. Some of the elements for KAI’s success included ‘Light Fighter Re-Positioning Strategy’, ‘Government to Government Trade Enhancement’, ‘Aircraft Life-Cycle Management’. With Re-Positioning Strategy, KAI succeeded in functional upgrades of T-50 trainer jets to FA-50 light fighters. The upgrades played a crucial role in successfully exporting the jets because KAI targeted niche-market between F-5 jet-fighters and F-16 jet-fighters. Subsequently, it was able to export FA-50 light fighters to Iraq and the Philippines with this strategy. To improve Offset Capability and Brand Awareness, Korean government (KOTRA) concluded contracts with importing governments, instead of KAI, when the aircraft export demands arise. Korean government’s intervention in the export served as a guarantee by the government, which helped promote exports. Lastly, KAI promised jet-pilot training programs and logistic support for the jet-planes they sell to importing countries. In that case, importing country can save the entire operating cost and KAI can create more competitiveness. KAI expects to export 350 Trainer-Experimental(T-X) of FA-50 light fighters to United States in 2018, and was selected as the preferred bidder for the Korean Fighter Experimental(KF-X) aircraft project to develop mid-level 120 jets to replace the military’s aging jet-fighters until 2025. There are several marketing implications from this case study, and I have outlined as below. (1) KF-X mid-level jets should be developed to target niche market, one that is between F-16 jet-fighters and F-15 jet-fighters for successful export of its aircraft, such as FA-50. (2) KAI has to develop KF-X mid-level jets independently, without help from Lockheed Martin in order to use re-positioning strategy more easily and execute Offset Capability. (3) KAI should concentrate on high quality technology development and export marketing at upcoming export demands. (4) KAI needs more strict regulations about Government trade to make clear for the responsibility.
KAI Case Study: Focusing on the Export of Light Fighter, FA-50 Korea Aerospace Institute (KAI) is the sole company that manufactures military aircraft in South Korea. Established in 1999, KAI has exported 129 Korean Trainers so far. In particular, KAI developed the trainer jet T-50, Golden Eagles, becoming the world's sixth supersonic jet export producers. But KAI’s T-50 trainer jets are more expensive than its competitor, M-346, and KAI does not have enough Offset Capability as well as Brand Awareness in the world aircraft market. Despite its weaknesses, KAI was successful in exporting T-50 trainer jets. The purpose of this study is to grasp the successful elements of KAI’s export marketing strategy and to deduct marketing implications to prepare for potential Korean aircraft’s export demands. This Case Study was conducted through in-depth interview with KAI’s Strategic Planning Division Manager from External Affairs Coordination Team. Some of the elements for KAI’s success included ‘Light Fighter Re-Positioning Strategy’, ‘Government to Government Trade Enhancement’, ‘Aircraft Life-Cycle Management’. With Re-Positioning Strategy, KAI succeeded in functional upgrades of T-50 trainer jets to FA-50 light fighters. The upgrades played a crucial role in successfully exporting the jets because KAI targeted niche-market between F-5 jet-fighters and F-16 jet-fighters. Subsequently, it was able to export FA-50 light fighters to Iraq and the Philippines with this strategy. To improve Offset Capability and Brand Awareness, Korean government (KOTRA) concluded contracts with importing governments, instead of KAI, when the aircraft export demands arise. Korean government’s intervention in the export served as a guarantee by the government, which helped promote exports. Lastly, KAI promised jet-pilot training programs and logistic support for the jet-planes they sell to importing countries. In that case, importing country can save the entire operating cost and KAI can create more competitiveness. KAI expects to export 350 Trainer-Experimental(T-X) of FA-50 light fighters to United States in 2018, and was selected as the preferred bidder for the Korean Fighter Experimental(KF-X) aircraft project to develop mid-level 120 jets to replace the military’s aging jet-fighters until 2025. There are several marketing implications from this case study, and I have outlined as below. (1) KF-X mid-level jets should be developed to target niche market, one that is between F-16 jet-fighters and F-15 jet-fighters for successful export of its aircraft, such as FA-50. (2) KAI has to develop KF-X mid-level jets independently, without help from Lockheed Martin in order to use re-positioning strategy more easily and execute Offset Capability. (3) KAI should concentrate on high quality technology development and export marketing at upcoming export demands. (4) KAI needs more strict regulations about Government trade to make clear for the responsibility.
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