• The Journal of the Korea Contents Association
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• v.13 no.4
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• pp.97-103
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• 2013

The research is centered towards analyzing the differentiation of the characteristics and organization of programming strategy and channel positioning by selecting Korean International Public Relations Broadcasting Stations Arirang TV and KBS World. According to the results, Arirang TV positions Korean culture content-implied educational programs as their strategy while KBS World places the main programs of KBS1, 2TV with many entertainment programs such as dramas and entertainment shows. Arirang TV's programming strategy is well-fulfilling the purpose of promoting Korea's culture contents by organizing their programming with documentaries, tourist information, and daily living information. On the other hand, KBS World works as the agent of the spread of the Korean Wave by filling their program with dramas and K-pop programs such as . Due to the difference in programming strategy of these two broadcasting stations, Arirang TV has positioned itself as a diplomatic channel to spread Korean culture and KBS World a channel representing the Korean Wave. However, there are problems of inefficiency due to recurrent investments because of the fact that both broadcasting stations' programming strategy is to promote Korean culture and spread the Korean Wave by aiming similar targets such as foreigners or overseas Koreans.

• Journal of Korea Society of Industrial Information Systems
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• v.28 no.6
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• pp.151-171
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• 2023

For the efficient establishment of a channel strategy for banks, this study aims to propose a channel model by classifying channels into types, and carrying out a correspondence analysis per type. A survey of bankers was conducted to visualize categorical data and create a positioning map. As a result, first, 12 banking channels were classified into 4 types based on business processing subjects and places, which were then, further grouped into the categories of full-banking and self-banking. Second, a correspondence analysis according to the classified types was carried out, and it was found that the branch-type is suitable for product description and customer management, while the banking-type is suitable for efficient business processing without time and space constraints. Furthermore, the analysis also showed that the machine-type and banking-type are inappropriate for customer management, and the mobility-type demonstrates low operational effectiveness due to a lack of awareness. The aforementioned findings suggest the need for a hybrid convergence channel that reflects the characteristics of banking tasks and fills in the gaps between the different channels. Third, a channel model was derived by adding a common area to the 2×2 model consisting of the business processing subjects and places. Therefore, this study is meaningful in that it examines the diversification of channels and factors in the division of roles by channel type based on customers' banking channel selection factors, and presents basic research findings for future channel strategy establishment and efficient channel operation.

• Electronics and Telecommunications Trends
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• v.19 no.2 s.86
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• pp.18-27
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• 2004

디지털 기술에 기반하여 출현한 DMB 방송서비스는 이동 TV 수신이라는 강력한 경쟁력을 보유하였으며, 아울러 CD 수준의 음질과 문자방송 수신이 가능한 방송 서비스이다. 국내에서는 DMB 서비스 제공을 위하여 방송법 개정이 논의되고 있으며, 2004년에 수도권을 대상으로 TV의 12번 채널(6MHz 대역)에 3개의 지상파 사업자 허가를 준비중에 있다. 또한 위성 DMB 부문에서는 사업자 차원에서 서비스가 준비되고 있다. 지상파 DMB 방송은 무료로 제공되며, 주로 광고 수익 등으로 운영되는 반면 제공되는 채널 수가 한정되어 있다. 그러나 위성 DMB 방송은 지상파에 비해 채널이 다양한 반면 월 일정액의 이용요금을 추가로 징수할 예정이다. DMB 서비스는 방송. 통신 융합시대를 이끌어 갈 주역으로, 방송 .통신 업계의 새로운 성장동력으로 평가받고 있다. 그러므로 DMB 서비스의 성공은 전후방 산업의 활성화를 통해 국민경제 파급효과가 클 것으로 기대된다. 본 논문에서는 DMB 서비스에 대하여 시장에서 요구하는 잠재적인 수요요인을 파악하기 위하여 잠재 소비자 1,000명에 대하여 설문조사를 수행하였다. 이를 통하여 경쟁 서비스에 대하여 DMB 서비스 포지셔닝(positioning)을 시도하였으며, DMB에 대한 홍보활동의 필요성, 콘텐츠에 대한 수용도, 사업자의 초기 시장진입 전략 등을 제안하였다.

• Journal of Distribution Science
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• v.9 no.2
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• pp.31-36
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• 2011

I conducted empirical analyses of what happens when an offline channel expands to an online channel and whether the pre-existing offline channel's competitive assets (e.g. brand reputation and level of service satisfaction) can be linked to online channel preference. I found that an offline channel's brand reputation and level of service satisfaction can have a direct influence on offline channel preference and a second-hand influence on online channel preference. Thus, if the competitiveness of the online channel is strong enough and its customers have a higher preference for the offline channel, they will be committed and loyal to the company. The resultant enhanced competitiveness of the offline channel will present opportunities for both present and future success. The main results are the following. First, the management of the distribution channel service quality is more important than that of the brand reputation. Customers' experiences of service and subjective evaluations are not important only as the leading factors in the long-term brand reputation management but also as influential factors in channel preference. SoThus, given that the service quality of the pre-existing channel is not the customers' main concern, a strategy of improving the level of service satisfaction aimed at present customers is more valuable than a wide brand positioning strategy aimed at general and new customers. Second, when an offline channel company establishes an internet shopping mall on an online channel, it is highly likely that the preference and subjective evaluation of the present customers will influence the online channel. This applies not only to the special case of an expansion from an offline intermediary channel to an online one, but also to an online channel acting as an expansion of the business model of a conventional manufacturing or service company: both cases are vertical integrations of marketing channels in an expansion of the distribution channel. My theory applies to a wide range of contexts. Third and finally, any business strategy can grasp the meaning of 'channel expansion. Fundamentally, it is an expansion of the sales activity channel and marketing activity. However, it is also a way of enhancing marketing and sales competitiveness through an expansion to an online or offline channel. The expansion of an offline company to an online channel could be seen not as improvement but as an innovation of the business process by which two goals are achieved with one technique. The former is expected to increase the sales of the offline company, and the latter is also expected to increase sales while also contributing to cost reduction.

• Asia Marketing Journal
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• v.13 no.4
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• pp.227-251
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• 2012

This study analyzed Woori Investment and Securities' industry-leading marketing from both a brand management and a marketing decision-making perspective. By executing a different marketing strategy from its competitors, Woori Investment and Securities recognized recent changes in the asset management and investment markets as an open opportunity, and quickly responded to the market changes. First, the company launched the octo brand as a multi-account product, two years before its competitors offered their own products. In particular, it created a differentiated brand image, using the blue octopus character, which became familiar to the general financial community, and was consistently employed as part of an integrated marketing communications strategy. Second, it executed a brand expansion strategy by sub-branding octo in a variety of new financial products, responding to rapid changes in the domestic financial and asset management markets. Through this strategic evolution, the octo brand became a successful wealth management brand and representative of Woori Investment & Securities. Third, it has converged market research, demand and trend analysis, and customer needs acquired through various customer contact channels into a marketing perspective. Thus, marketing has participated in the product development stage, a rarity in the finance industry. Woori Investment and Securities has a leading marketing system. The heart of the successful product creation lies in a collaboration of their customer bases among the finance companies in the Woori Financial Group. The present study suggested a corresponding strategy for octo brand, which is expected to enter into the maturity stage of its product life cycle. In addition, this study found a need to modify the current positioning strategy in order to position and preserve sustainability in the increasingly competitive asset management market. It also suggested the need for an offensive strategy to counter the number one M/S company, and address the issue of cannibalism in the Woori Financial Group.