• Korean journal of food and cookery science
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• v.23 no.5
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• pp.589-600
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• 2007

Recently, with the rapid expansion of the franchise restaurants, ensuring food safety has become essential for restaurant growth. Consequently, the need for food safety training and related material is in increasing demand. In this study, we identified potentially hazardous risk factors for ensuring food safety in restaurants through a food safety monitoring tool, and developed training materials for restaurant employees based on the results. The surveyed restaurants, consisting of 6 Korean restaurants and 1 Japanese restaurant were located in Seoul. Their average check was 15,500 won, ranging from 9,000 to 23,000 won. The range of their total space was 297.5 to $1322.4m^2$, and the amount of kitchen space per total area ranged from 4.4 to 30 percent. The mean score for food safety management performance was 57 out of 100 points, with a range of 51 to 73 points. For risk factor analysis, the most frequently cited sanitary violations involved the handwashing methods/handwashing facilities supplies (7.5%), receiving activities (7.5%), checking and recording of frozen/refrigerated foods temperature (0%), holding foods off the floor (0%), washing of fruits and vegetables (42%), planning and supervising facility cleaning and maintaining programs of facilities (50%), pest control (13%), and toilet equipped/cleaned (13%). Base on these results, the main points that were addressed in the hygiene training of restaurant employees included 4 principles and 8 concepts. The four principles consisted of personal hygiene, prevention of food contamination, time/temperature control, and refrigerator storage. The eight concepts included: (1) personal hygiene and cleanliness with proper handwashing, (2) approved food source and receiving management (3) refrigerator and freezer control, (4) storage management, (5) labeling, (6) prevention of food contamination, (7) cooking and reheating control, and (8) cleaning, sanitation, and plumbing control. Finally, a hygiene training manual and poster leaflets were developed as a food safety training materials for restaurants employees.

• Cartoon and Animation Studies
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• s.28
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• pp.155-180
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• 2012

This article is to propose a conceptual framework for the One Source Multi Use (OSMU) strategic model of culture content. In this study, OSMU is defined as a series of marketing activities to increase the value created by culture content. The framework of brand equity strategy is applied to develop the strategic model of OSMU, as both share the same goal - maximization of long term value created by brand or culture content. This article suggests the brand identity-based OSMU strategic model, in which the brand identity of culture content guides, integrates, and coordinates every decision-making of OSMU activities. For the maximization of brand equity value of culture content, the copyright holder of original content should decide the content's brand identity, which should provide the criteria of all decision makings regarding window strategy, adaptation of content to other genre, and merchandising. This brand identity-based OSMU strategic model can not only contribute to the sales of OSMU content, but also the creation of high equity culture content in the long run. Also, the model allows monitoring and evaluation of content's brand equity, which can be used for the strategic adjustment for the sake of long term value of the content. This study is differentiated from previous study on OSMU and expected to invigorate the further discussion on OSMU in several points. First, it broadens the scope of OSMU discussion as it views OSMU as a series of process including feedback. Second, this study points out the need for integration and coordination of various OSMU activities. Third, the strategic focus is laid on the value maximization of the original content, not 'multi used' content. Fourth, the suggested model emphasize the strategic role of copyright holder who takes the charge of the content brand management. Fifth, the model requires discussion on the components of marketing communication in addition to the content itself, which means the model includes the prospects, not only the content consumers, as the major future source for value creation.