<?xml version="1.0" encoding="UTF-8"?><?xml-stylesheet type="text/xsl" href="static/style.xsl"?><OAI-PMH xmlns="http://www.openarchives.org/OAI/2.0/" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/ http://www.openarchives.org/OAI/2.0/OAI-PMH.xsd"><responseDate>2026-09-25T05:49:11Z</responseDate><request verb="GetRecord" identifier="oai:dspace.mit.edu:1721.1/9282" metadataPrefix="dim">https://dspace.mit.edu/server/oai/request</request><GetRecord><record><header><identifier>oai:dspace.mit.edu:1721.1/9282</identifier><datestamp>2022-01-13T07:54:52Z</datestamp><setSpec>com_1721.1_7582</setSpec><setSpec>com_1721.1_7581</setSpec><setSpec>col_1721.1_131023</setSpec></header><metadata><dim:dim xmlns:dim="http://www.dspace.org/xmlns/dspace/dim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:doc="http://www.lyncode.com/xoai" xsi:schemaLocation="http://www.dspace.org/xmlns/dspace/dim http://www.dspace.org/schema/dim.xsd">
   <dim:field mdschema="dc" element="contributor" qualifier="advisor" lang="en_US">Arnoldo C. Hax.</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="author" lang="en_US">Nam, Young-Il, 1954-</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="other" lang="en_US">Sloan School of Management.</dim:field>
   <dim:field mdschema="dc" element="contributor" qualifier="department">Sloan School of Management</dim:field>
   <dim:field mdschema="dc" element="date" qualifier="accessioned" lang="en_US">2005-08-23T12:00:00Z</dim:field>
   <dim:field mdschema="dc" element="date" qualifier="available" lang="en_US">2005-08-23T12:00:00Z</dim:field>
   <dim:field mdschema="dc" element="date" qualifier="copyright" lang="en_US">2000</dim:field>
   <dim:field mdschema="dc" element="date" qualifier="issued" lang="en_US">2000</dim:field>
   <dim:field mdschema="dc" element="identifier" qualifier="uri">http://hdl.handle.net/1721.1/9282</dim:field>
   <dim:field mdschema="dc" element="identifier" qualifier="oclc" lang="en_US">45747220</dim:field>
   <dim:field mdschema="dc" element="description" lang="en_US">Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.</dim:field>
   <dim:field mdschema="dc" element="description" lang="en_US">Includes bibliographical references (leaves 104-106).</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="abstract" lang="en_US">Even though oil industry have been dramatically experiencing the changes such as Super-Merger, deregulation, and liberalization, almost all players share the similar strategies that tend to converge along the same basic dimensions of competitive option. That is Best product strategic position by means of low cost and differentiation to secure market share. The strategic implication of the change with convergence could be a wake-up call to the Oil Company, which gives opportunity for their further sustainable superior future growth. In order to make full use of these implications, we need more significant innovation on top of conventional wisdom. The Company should adopt Total Customer Solution as their new strategic position in real terms. Toward new business model, they must also bear in mind the crux of strategy, that is strategy is not a vague slogan but a task for all from the top to bottom.</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="statementofresponsibility" lang="en_US">by Young-Il Nam.</dim:field>
   <dim:field mdschema="dc" element="description" qualifier="degree" lang="en_US">M.B.A.</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="extent" lang="en_US">106 leaves</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="extent">5935306 bytes</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="extent">5935065 bytes</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="mimetype">application/pdf</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="mimetype">application/pdf</dim:field>
   <dim:field mdschema="dc" element="language" qualifier="iso" lang="en_US">eng</dim:field>
   <dim:field mdschema="dc" element="publisher" lang="en_US">Massachusetts Institute of Technology</dim:field>
   <dim:field mdschema="dc" element="rights" lang="en_US">M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.</dim:field>
   <dim:field mdschema="dc" element="rights" qualifier="uri">http://dspace.mit.edu/handle/1721.1/7582</dim:field>
   <dim:field mdschema="dc" element="subject" lang="en_US">Sloan School of Management.</dim:field>
   <dim:field mdschema="dc" element="title" lang="en_US">Strategic implication of the change, from a Korean oil co.'s standpoint</dim:field>
   <dim:field mdschema="dc" element="type" lang="en_US">Thesis</dim:field>
   <dim:field mdschema="dc" element="format" qualifier="mimetype">application/pdf</dim:field>
   <dim:field mdschema="dspace" element="authorsordered">false</dim:field>
   <dim:field mdschema="dspace" element="entity" qualifier="type">Publication</dim:field>
   <dim:field mdschema="others" element="access-status">unknown</dim:field>
   <dim:field mdschema="others" element="access-status">unknown</dim:field>
   <dim:field mdschema="cerif" element="openaire" authority="" confidence="-1">&lt;Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="8c7354dc-3804-4b00-b09e-3d7ee40b00bc">
	&lt;Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843&lt;/Type>
	&lt;Language>eng&lt;/Language>
   	&lt;Title>Strategic implication of the change, from a Korean oil co.&amp;apos;s standpoint&lt;/Title>
   	&lt;PublishedIn>
    	&lt;Publication>
      	&lt;/Publication>
   	&lt;/PublishedIn>
   	&lt;PublicationDate>2000&lt;/PublicationDate>
   	&lt;Authors>
      	&lt;Author>
        	&lt;DisplayName>Nam, Young-Il, 1954-&lt;/DisplayName>
         	&lt;Affiliation>
         		&lt;OrgUnit>
         		&lt;/OrgUnit>
         	&lt;/Affiliation>
      	&lt;/Author>
	&lt;/Authors>
   	&lt;Editors>
	&lt;/Editors>
    &lt;Publishers>
        &lt;Publisher>
            &lt;DisplayName>Massachusetts Institute of Technology&lt;/DisplayName>
            &lt;OrgUnit />
        &lt;/Publisher>
    &lt;/Publishers>
    &lt;License>http://dspace.mit.edu/handle/1721.1/7582&lt;/License>
    &lt;Keyword>Sloan School of Management.&lt;/Keyword>
   	&lt;Abstract>Even though oil industry have been dramatically experiencing the changes such as Super-Merger, deregulation, and liberalization, almost all players share the similar strategies that tend to converge along the same basic dimensions of competitive option. That is Best product strategic position by means of low cost and differentiation to secure market share. The strategic implication of the change with convergence could be a wake-up call to the Oil Company, which gives opportunity for their further sustainable superior future growth. In order to make full use of these implications, we need more significant innovation on top of conventional wisdom. The Company should adopt Total Customer Solution as their new strategic position in real terms. Toward new business model, they must also bear in mind the crux of strategy, that is strategy is not a vague slogan but a task for all from the top to bottom.&lt;/Abstract>
	&lt;Access xmlns="http://purl.org/coar/access_right" 
    >
    &lt;/Access>
&lt;/Publication>
</dim:field>
</dim:dim>
</metadata></record></GetRecord></OAI-PMH>