• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.241-248
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• 2021

Firms have many ways to expand their businesses including M&A. Big companies in online and offline businesses show different ways of expansion with different objectives to expand their digital businesses quickly. Expansions for technical reasons are to acquire technologies they do not have while those for business reasons are M&A for offline companies to have competence in markets by acquiring online companies. Other ways of expansions include spin-off and group participation after investments for startups. Various ways of expansions are chosen because they are optimal choices depending on situations the companies face, and they have different strengths and weaknesses. To analyze the strengths and weaknesses of those options for expansion at this stage would be academically valuable, and also practically meaningful in terms of providing insights for companies' decision making in choosing opitions for expansions. M&A of online companies to make multi-channels by offline companies have risks of failing to internalize online companies and have enough synergy effects. Also, spin-off is a relatively less risky way of expansion while the speed of expansion is slower than establishing external startups with some shares of equity and making them as affiliated companies. External startups are good for speed of expansion while there are risks of legal regulations and negative awareness by the public.

• Distribution Business Review
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• no.3
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• pp.121-139
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• 2003

최근 내수경기의 불황에도 불구하고 지속적인 고성장세를 보이고 있는 TV홈쇼핑 시장에 대한 산업 전체적인 측면에서 경쟁요인을 분석하였다. 그 결과로써 정부와 업계에 향후 TV 홈쇼핑 시장의 발전 방향을 제시하고 국내 유통시장의 발전추세와 구조적 특성을 파악함으로써 정책적인 제언을 하고자 한다. 이를 위해 TV홈쇼핑 시장의 경쟁요인을 외부경쟁요인과 내부경쟁요인으로 분류하였다. 구체적으로 외부경쟁요인은 업태 특징에 의한 경쟁요인과 국내ㆍ외적 유통산업 변화추세에 따른 경쟁요인으로, 내부경쟁요인은 CATV 시청자구수의 변화, 신규사업자 진출, 시장집중도, 수익률 향상 전략, SO채널확보 및 투자 인터넷쇼핑몰 운영 등으로 분류하여 분석하였다. 이러한 TV 홈쇼핑 시장의 내부ㆍ외부경쟁요인의 도출을 통해 업계에는 효율적인 전략의 일환으로 인터넷쇼핑몰의 매출비중확대, M-Commerce와 B2B 전자상거래 부분으로의 사업확대, 온라인과 오프라인의 연계방안 강구를 통한 틈새시장개발, 고객정보 확보를 통한 CRM, SCM 활용 및 개발 등을 제시하고, 정부에는 업체간 경쟁유발을 통한 소비자의 편익증대, 경쟁확대로 인한 소비자 피해최소화, 유통 인프라에 대한 투자확대 및 제도 보완 등을 정책방향으로 제시하고자 한다.

• Journal of Convergence for Information Technology
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• v.11 no.6
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• pp.99-106
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• 2021

This study examined whether relationship marketing activities affected relationship satisfaction and ultimately relationship continuity intention for 180 online store users. As a result of hypothesis test through path analysis, it was found that financial activities and structural activities such as delivery services in shopping malls had a positive effect on relationship satisfaction. In particular, it was found that the influence of structural activities was greater. This suggests that fast delivery or easy-to-search traffic is more meaningful to relationship satisfaction than economic benefits. At the significance level p<0.05, it was found that social activities did not have a significant effect on relationship satisfaction. Because it is not easy to develop social bonds between salespeople and customers at online stores, but the direction is considered positive. Therefore, if online stores can form social bonds with customers, this will have a positive effect on relationship satisfaction, but it is expected that this will become a factor that can differentiate them from competitors.

• Journal of the Korea Convergence Society
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• v.12 no.10
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• pp.287-294
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• 2021

This research is a research on the convergence of beauty marketing businesses to find out the impact of omnichannel in the beauty industry on consumer behavior. The target was 299 copies of the self-answer questionnaire for male and female in their 20s-30s living in Seoul, using the SPSS21.0 program to analyze frequency, explore factors, correlation, and multiple regression analysis. According to the study, Omnichannels were related to consumer behavior, and the sub factors of Omni channels could be divided into exposure, benefits, review, reservation, and convenience. All sub-elements of Omni channels, except exposure, have a positive impact on customer satisfaction during consumer behavior, and all sub-elements of Omni channels have a positive impact on reuse intent during consumer behavior. Customer satisfaction has been shown to have a positive impact on reuse intentions. Therefore, it will provide good feedback for revitalizing the beauty industry. Therefore, research on omnichannel marketing strategies and activation of beauty platform are needed.

• Knowledge Management Research
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• v.21 no.3
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• pp.249-269
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• 2020

Recently, as the online market has matured, it is facing many problems to prevent the growth. The most common problem is the homogenization of online products, which fails to increase the number of customers any more. Moreover, although the portion of the online market has increased significantly, it now becomes essential to expand offline for further development. In response, many online firms have recently sought to expand their businesses and marketing channels by securing offline spaces that can complement the limitations of online platforms, on top of their existing advantages of online channels. Based on their competitive advantage in terms of analyzing large volumes of customer data utilizing information technologies (e.g., big data and artificial intelligence), they are reinforcing their offline influence as well through this online for offline (O4O) business model. On the other hand, most of the existing research has primarily focused on online to offline (O2O) business model, and there is still a lack of research on O4O business models, which have been actively attempted in various industrial fields in recent years. Since a few of O4O-related studies have been conducted only in an experience marketing setting following a case study method, it is critical to conduct an empirical study on O4O selection attributes and their impact on customer satisfaction and loyalty. Therefore, focusing on China's representative O4O business model, 'Fresh Hema,' this study attempts to identify some key selection attributes specialized for O4O services from the customers' viewpoint and examine the impact of these attributes on customer satisfaction and loyalty. The results of the structural equation modeling (SEM) with 300 O4O (Fresh Hema) experienced customers, reveal that, out of seven O4O selection attributes, four (mobile app quality, mobile payment, product quality, and store facilities) have an impact on customer satisfaction, which also leads to customer loyalty (reuse intention, recommendation intention, and brand attachment). This study would help managers in an O4O area well adapt to rapidly changing customer needs and provide them with some guidelines for enhancing both customer satisfaction and loyalty by allocating more resources to more significant selection attributes, rather than less significant ones.

• The Journal of the Korea Contents Association
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• v.20 no.4
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• pp.508-517
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• 2020

Servitization presents an innovative model to create business value in the automotive industries. This study set out to introduce a servitization model based on the rental business of the tire industry and identify determinants to affect the renewal of contracts around the service types of servitization and the characteristics of customers. Independent variables include the service types, demographics and regions, and inflow channels in 163,742 contracts by case companies in the nation in 2016~2019 with the renewal of contracts as a dependent variable. Correlations between variables were analyzed through cross-tabulation and binary logistic regression analysis. The findings show that the contract renewal rate had positive(+) relations with customized service and negative(-) ones with vehicle maintenance service. There were differences in the contract renewal rate according to such customer characteristics as gender and region, but no clear correlations were found in the age group and vehicle type(domestic/foreign). Of the inflow channels, offline channels tended to have a higher renewal rate than online channels. At open malls, contract renewal increased by 8.4 times due to contract switches at offline channels. Based on these findings, the study discussed directions for practical strategies with regard to the development of new service, implementation of customer-centric servitization, and management of sales channels according to the servitization of manufacturers.

• Korean Journal of Human Ecology
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• v.20 no.6
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• pp.1185-1198
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• 2011

This research explores the consumers' experience in retailing channel(offline channel and online channel) using the critical incident technique. This research aims to clarify the common incidents within retailing channels which implies decisive factors over the channels, and to clarify the contrasts between channels to compare advantages and disadvantages. Therefore, the research is designed to collect the consumers' narrative of those who have used both channels in 3 months. Classifications are conducted with other researchers majoring consumer science. The results address how impressive experiences are constructed on each channel in three dimensions: product, information search, and the purchase-service dimension. These results are able to provide implications for offline and online retailers and directions for future research.

• The Journal of Society for e-Business Studies
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• v.26 no.4
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• pp.81-93
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• 2021

Through processors, wholesale markets, intermediate sellers, and retailers, agricultural products have been distributed in a multi-level customary manner for a long time as they are easy to deteriorate and no not have a standardized system of size and quality. However, with the advancement of Internet networks and logistic services during the 2000s that facilitated the development of offline markets, and the rise of the non-contact purchase preference in direct response to COVID-19, previous offline consumers flowed into the online market to purchase agricultural goods. In other words, the volume of online agricultural transactions exploded since the pandemic. Against this social backdrop, this study focused on the difference in distribution costs as a result of converting from conventional offline distribution channels to online channels, and analyzed the reduced distribution costs through a case study of garlic sales on the online platform "H" shopping mall. The analysis found that considerable economic effects occurred, some of the effects being an approximate 39% decrease in distribution cost when comparing direct online transactions of the online shopping mall with other more traditional means, a reduced distribution cost rate of approximately 28%p, and increased profit for farmers.

• Journal of Convergence for Information Technology
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• v.12 no.4
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• pp.328-337
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• 2022

The importance of online marketing is emerging due to the prevalence of COVID-19. In order to respond to the changing business environment, we have collected ten years of sales data of SME bakery company that have experienced a decrease in sales due to the COVID-19. As a result of the analysis, we found that switching from offline markets to omnichannel B2B and B2C markets and taking 'small quantity batch production' to 'mass production in a small variety can improve management. This study presented online and offline marketing strategies through data analysis of small and medium-sized bakery companies, which have relatively insufficient digital capabilities compared to large companies, and could be a guideline for many SMEs.

• Korean Management Science Review
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• v.33 no.4
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• pp.77-89
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• 2016

Due to recent proliferation of the mobile shopping channels, customers increasingly tend to purchase using online channel while experiencing physical products in offline shops. This phenomenon requires traditional offline retailers to consider integrating online channels. In this study, we propose strategic options for the traditional offline retailers regarding the online channel integration, and provide corresponding decision models to maximize the expected profits. We also investigate how the strategic options vary with the product characteristics, by categorizing the products based on inventory cost, demand uncertainty, and fitness to the online channels. By analyzing numerical examples we illustrate how the best online channel integration strategy should be differentiated depending on the product categories.