• The Korean Journal of Franchise Management
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• v.2 no.1
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• pp.74-99
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• 2011

This study aims to introduce conversion franchising strategy by utilizing the case of Nadle-Gagae. The case study of Nadle-Gagae shows that conversion franchising to Nadel-Gagae increases sales, the number of customer visits or visiting rates, and the level of satisfaction of store-owner and customer. This implies that conversion franchising benefits conversion franchising company, store-owner, and customer; it can be conducted as a competitive edge or strategy. However, it is limited to conclude that conversion franchising strategy will apply to all general franchising companies by only analysizing the case of Nadle-Gagae, because the business was initiated by government agency or governmental policy. Therefore, the franchising management should consider more conditions or circumstances related to franchising industry.

• Journal of the Korea society of information convergence
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• v.5 no.2
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• pp.91-99
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• 2012

In this paper, we discuss the effectiveness of information system such as POS(point of sale) and PDS(POS data service) to the government-supported small retail shop called nadle shop. Also, the functional requirements for PDS implementation are examined. Introduction of information system to small retail shop is necessary for achieving good - but a little impact on - management performance. For the empirical study, the survey results for POS utilization and management performance for the nadle shops supported from 2010 to the first half of 2011 are analyzed. Consequently, information system doesn't give direct effect on producing management performance. However, no doubt it contribute service quality and satisfaction to the customers and provides refined information to be useful to the owners.

• Journal of Korea Society of Industrial Information Systems
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• v.25 no.1
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• pp.55-69
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• 2020

This study examined in detail how the store characteristics and store owner characteristics of nadle store affect the management performance. First, as a result of analyzing the sales results according to the business experience and the same residency, the non-resident of the workplace was 842,000 won, which was 92,000 won higher than the residence. Among the store owner with experience, non-residents were the highest with 918,000 won. Second, as a result of analyzing the sales performance according to the operation type and the store size, the highest sales type was the mart type, followed by the inclusion of fruits and vegetables with an average of 874,000 won. When looking at the size of stores, more than 60㎡ was 790,000 won. The highest operating type of sales over 60㎡ was mart type, which was 960,000 won, followed by convenience stores with an average of 933,000 won. These results will serve as a reference for suggesting not only the small business policy of the government but also the management efficiency of retail stores.

• Journal of Distribution Science
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• v.14 no.10
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• pp.153-164
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• 2016

Purpose - In general, large companies have larger organizations, funds, and systems to provide more effective and efficient services in the market. However, development needs to support the livelihood of ordinary citizens who work for small businesses as well. This research suggests that a new distribution channel, called a "foothold style Kosa mart," that cooperates jointly with a distribution center and a large discount mart can provide direct solutions to small and mid-size distributors. This new distribution channel can achieve a limited type of "Nadle shop (small supermarket) foster project" related to building a joint distribution center and improvement in wholesale supply. Research design, data, and methodology - Data about the Korea distribution situation, the Nadle stores, and the logistics centers were collected from literature, Statistics Korea, journals, and reports. Specifically, we investigated information about Kosa Mart and Nadle stores. We focused on the redesign of the distribution center for the Nadle store. Results - The Kosa Mart distribution center now includes 18 warehouses, and has been handling 2000-3000 items. Most of the warehouses have been simply designed and items loaded and stored without refrigeration; thus, it is possible to store only products of certain manufactured goods. The current logistics center has no wholesale function because it failed to resolve the joint purchasing and product supply issues of competitively priced products. Conclusions - This study aimed to identify ways to strengthen the competitiveness of small- and medium-sized retailers. A Kosa Mart redesign aims to unifying the logistics center, stores, and customers. First, the joint wholesale logistics system, equipped with an integrated ordering system, needs to process customer orders and store orders at the same time. Second, excellent small business product development has to connect with production. Third, the store composition needs to support a shipping hub. Fourth, the Mart differentiates itself from convenience store goods by supplying regional and specialized products to customers. Fifth, a service buying agent and direct transactions between producers and consumers need to be established, and exhibits and displays of goods need to be improved.