• The Korean Journal of Applied Statistics
• /
• v.23 no.6
• /
• pp.1023-1034
• /
• 2010

Noryangjin fisheries wholesale market is the largest wholesale seafood market in Seoul and the steady supply of fish is important in meeting consumer demand. Recent expansions (such as discount stores) has changed the fish distribution model and Noryangjin Fisheries Market is developing a new customer-oriented service strategy. In this study, we found the customer satisfaction factors and established a survey system for customer satisfaction for Noryangjin fisheries wholesale market. In addition, the customer satisfaction and loyalty levels are accurately diagnosed through surveys; in addition, the strategic direction of the customer satisfaction of Noryangjin fisheries wholesale market is presented.

• Journal of Intelligence and Information Systems
• /
• v.15 no.2
• /
• pp.15-31
• /
• 2009

The next generation IT environment is expected to be an open computing environment based on Grid computing technologies, which allow users to access to any type of computing resources through networks. The open computing environment has benefits in aspects of resource utilization, collaboration, flexibility and cost reduction. Due to the variation in performance of open computing resources, however, resource allocation simply based on users' budget and time constraints often fails to meet the Service Level Agreement(SLA). This paper proposes the Mean-Absolute Deviation(MAD) portfolio optimization approach, in which service brokers consider the uncertainty of performance of resources, and compose resource portfolios that minimize the uncertainty. In order to investigate the effect of this approach, we simulate an open computing environment with varying uncertainty levels, users' constraints, and brokers' optimization strategies. The simulation result concludes threefolds. First, the MAD portfolio optimization improves the success ratio of delivering the required performance to users. Second, the success ratio depends on the accuracy in predicting the variability of performance. Thirdly, the measured variability can also help service brokers expand their service to cost-critical users by discounting the access cost of open computing resources.

• Asia Marketing Journal
• /
• v.12 no.4
• /
• pp.183-201
• /
• 2011

In case of Aju capital, it adopted a strategy to use a single brand not two separate brands after M&A was completed. In order to implement this strategy, it has endeavored to effectively process the work of shifting existing marketing infrastructure of DAEWOO capital, the mergee, spending enough transition time for the brand migration. In the process of merging, Aju capital picked the strategy to use the brand of mergee first, which is the Daewoo Capital brand, and then took a transition time for a while to converge to the single brand of Aju capital. Putting another way, even if the M&A deal was completed back in 2005, it maximized the effect of launching its final brand "Aju capital" by capitalizing on the positive image of "Daewoo" during the transition time and changing its name just in the right moment. In a bid to implement this strategy successfully, it established a cautious but sophisticated brand migration strategy. 1) "Brand bridge" strategy through reinforcing brand power of "Naegeron", which is an individual product brand of Daewoo Capital 2) Establishing a good brand image through reinforcing customer satisfaction 3) It implemented and completed its brand transition initiative by going through the step of Aju Capital brand unification (from Sept 09 to present) Currently, the sales unit of Aju Capital is realizing quality growth through specialization. It's strategy is to construct a systematic sales portfolio in terms of both quality and quantity through product-by-product specialization where the existing practice was selling a variety of products in a single branch. Back in 2009, it opened a branch that specialize in imported cars and expanded its used car business to 6 specialized locations. Besides, the specialized locations for personal loan named "Naegeron" was expanded from 3 to 11 locations. Recently, it is expected that it will inject vigor to retail and corporate financing business alongside with its core business, which is auto financing.