• 디지털산업정보학회논문지
• /
• 제10권2호
• /
• pp.143-156
• /
• 2014

Comprehensive programming channels are based on recognition of the parent company, their parent newspaper has increased brand awareness. In this paper, the comprehensive channels to look at the structure of the channel brand architecture, a certain brand of newspapers and comprehensive channels have a effect on the formation of the image of the channel according to the future of the brand extension strategy for MPP. Referring to the brand architecture, which reveals the structural system of the brand, it is argued that TV Chosun and MBN take the integrated corporate brand strategy, while JTBC tries to mix and balance the brands of the parent corporation and its own independent one. Exceptionally, Channel A doesn't take a name of its parent corporation 'Dong-A'. It is argued that the comprehensive programming channels utilize and take the parent corporate brand, mixed brand, and independent brand in accordance with circumstances of their own parent corporates. Their parent brand of comprehensive channels give viewers a positive image and awareness of comprehensive channel brand. while building its own channel images, TV Chosun and Channel A Conservative extension of a certain brand marketers to be bound by the channel's image. Brand extension of comprehensive channels is to have the strength of their entry into the genre that is most likely higher.

• 한국콘텐츠학회논문지
• /
• 제14권2호
• /
• pp.161-171
• /
• 2014

이 연구는 출범 2년째를 맞는 종합편성채널의 채널 브랜드 구성요소의 특징과 편성전략에 따른 채널의 정체성 파악 및 브랜드 구조체계를 살펴보는 것을 목적으로 한다. 종편채널들은 다양한 채널브랜드 구성요소를 사용하여 콘텐츠를 시청자들에게 알리고 있으며, 채널A만 제외하고 JTBC, TV조선, MBN 등은 모기업을 연상시키는 채널명을 선정하였다. 종편채널의 편성 전략은 채널 아이덴티티와 밀접한 관련이 있다. TV조선은 시사 보도 프로그램에 주력하면서 '보수채널의 대변자'를 자임하고. 채널A도 2012년 대선 이후 보도, 시사프로그램을 집중 편성하는 보수편향 전략을 취하고 있다. JTBC는 드라마와 예능 프로그램을 집중 편성하여 지상파 방송에 준하는 편성을 하고 있으며, MBN은 보도, 시사와 교양 부문에 주력함으로써 기계적 중립 전략을 취하고 있다. 또한 브랜드 아키텍처(brand architecture)의 경우 TV조선과 MBN은 통합된 기업브랜드 전략을 추구하는 반면, JTBC처럼 기업과 개별브랜드를 잘 조합하는 혼합브랜드를 취하며 채널A는 '동아'라는 기업명을 사용하지 않고 개별브랜드를 적용하고 있다. 종편채널들은 모 기업의 역량이나 상황에 따라 기업브랜드, 혼합브랜드, 개별브랜드를 사용하고 있는 것으로 나타났다. 앞으로 종편방송사들이 보수 시청자층을 겨냥한 시사, 보도중심채널에서 벗어나 자사만의 특성화 전략을 통해서 확고한 채널 정체성을 구축할 필요가 있다.

• Asia Marketing Journal
• /
• 제15권1호
• /
• pp.23-42
• /
• 2013

To overcome the profitability challenge these days, many global banks are increasingly focusing on cost efficiency through more efficient banking processes, such as online and mobile banking, whereas a number of other banks choose to differentiate their services for retaining and attracting the most valuable customer segment (Deloitte, 2011). While global banks in the retail banking industry are adopting either of these two business models as a strategic choice for their long-term growth, KB Kookmin Bank, one of the leading retail banks in South Korea, has begun to operate 'KB Rockstar' as a strategic channel, particularly designed to target college students in the youth market. The new marketing strategy has resulted in a positive impact on its brand image in customers' perception as well as a drastic increase in the number of youth customers. In this study, we analyze the case of 'KB Rockstar' and summarize the key factors for its success from a marketing perspective. First, 'KB Rockstar' is not simply a good channel strategy, but an innovative marketing strategy that aligns place, product and promotion together in order to create a synergy effect, resulting in the successful implementation of the bank's targeting strategy. Second, the strategy effectively establishes 'KB Rockstar' as a brand targeted to youth customers while also competently strengthening the image of the corporate brand, KB Kookmin Bank. The skillful implementation of organically combined marketing mix strategies has enabled the successful launch of the bank's sub-brand. Third, the strategy considers a retail bank branch as not only the place that makes sales transactions in order to generate short-term profits, but also the place that builds a long-term relationship with customers in order to maximize their lifetime values in the long run.

• 한국의류학회지
• /
• 제31권4호
• /
• pp.519-530
• /
• 2007

This study is an exploratory research on the brand architecture of Korean apparel enterprises and the differentiation strategy among in-house competing brands. For data analysis, secondary data was used. 20 apparel enterprises were used as the subjects. The results are as following. First, as a result of brand architecture composition, apparel enterprises used the strategy that initially paved the way launching several brands in a specific item category and after that diversified to other categories. Most enterprises used the multi-brand strategy operating plural brands in a same zoning. The terms for launching succeeding brands were about $1{\sim}5$ years. Second, as a result of analysing the cases which several brands competes within a same zoning, all the posterior brands had some differences from the prior ones. The most frequent differentiation factor was price. Concept, target age, and distribution channel followed. The order of the factors was somewhat different among the item categories. The differentiation strategy among in-house competing brands meant that the enterprises manage plural brands in a same zoning for the growth of whole market share instead of the direct competition among in-house brands. The results of this study can suggest a growth direction to the enterprises planning to launch new brands.

• Asia pacific journal of information systems
• /
• 제17권2호
• /
• pp.83-95
• /
• 2007

We are motivated by how offline and online firms compete. The Internet made many conventional offline firms build a dynamic online business as another sales channel using their advantages such as brand equity, an existing customer base with comprehensive purchasing data, integrated marketing, economies of scale, and longtime experience with the logistics of order fulfillment and customer service. Even though the hybrid selling using both offline and online channel seems to have advantages over a pure online retailer, all the conventional offline firms are not seen to create an online business. Many conventional offline firms began to launch online business since the Internet era, however, just being online business is not likely to guarantee success. According to Bizate.com's report whether the hybrid channel strategy is successful is still under investigation. For example, consider the classic case of Barnes and Noble versus Amazon.com, Barnes and Noble was already the largest chain of bookstores in the U,S., when Amazon.com was established in 1995, BarnesandNoble.com followed suit in 1997, After suffering losses in its initial years, Amazon finally turned profitable in 2003. In 2004, Amazon's net income was $588 million on revenues of $6.92 billion, while Barnes and Noble earned $143 million on revenues of $4.87 billion, which included BarnesandNoble.com's loss of $21 million on revenues of $420 million. While these examples serve to motivate our thinking, it does not explain when offline firms should venture online. It also does not provide an analytical framework that can generalized to other competitive online-offline situations. We attempt to do this in this paper and analyze a hybrid channel model where a conventional offline firm competes against online firms using its own direct online channels. We are particularly interested in an optimal channel strategy when a conventional offline firm sells its products through its own direct online channel to compete with other rival online firms. We consider two situations where its direct online channel and other online firms are symmetric and asymmetric in the brand effect. The analysis of this paper presents several findings. In the symmetric model where a hybrid firm's online channel is not differentiated from a pure online firm, (i) a conventional offline firm will not launch its online business. In the asymmetric model where a hybrid firm's online channel is differentiated from a pure online firm, (ii) a conventional offline firm can launch its online business if its brand effect is greater than a certain threshold. (iii) there is a positive relationship between its brand effect and online customer costs showing that a conventional offline firm needs more brand effect in order to launch online business as online customer costs decrease. (iv) there is a negative relationship between its brand effect and the number of customers with access to the Internet showing that a conventional offline firm tends to launch its online business when customers with access to the Internet increases.

• 서비스연구
• /
• 제8권3호
• /
• pp.97-114
• /
• 2018

본 연구는 본 연구의 목적인 옴니채널 브랜드체험이 옴니채널 브랜드 관계형성 및 성과에 미치는 영향을 실증적으로 검증하기 위해, 옴니채널 브랜드인 SSG.닷컴 이용경험이 있는 210명의 부산지역 대학생과 직장인을 대상으로 하여 연구를 진행하였다. 연구모형을 바탕으로 SPSS 25.0과 LISREL 8.30을 이용하여 가설을 검증한 결과 총 12개의 가설 중 1개의 가설(가설 5)을 제외하고 모든 가설이 채택되었다. 이에 대한 구체적인 결과는 다음과 같다. 첫 번째, 옴니채널 브랜드 체험 및 관계형성의 관계는 다음과 같다. 먼저 옴니채널 브랜드 체험은 브랜드 신뢰(가설 1), 브랜드 동일시(가설 2), 소비자-브랜드 관계(가설 3)에 모두 정(+)의 영향을 미치고 있는 것으로 나타났다. 브랜드신뢰는 브랜드동일시(가설 4)에 정(+)의 영향을 미치고 있지만, 소비자-브랜드 관계(가설 5)에는 통계적으로 유의하지 않는 것으로 나타났다. 브랜드 동일시는 소비자-브랜드 관계(가설 6)에 정(+)의 영향을 미치고 있는 것으로 나타났다. 두 번째, 소비자-브랜드관계는 재구매의도(가설 7), 구전의도(가설 8), 브랜드확장 수용성(가설 9)에 모두 정(+)의 영향을 미치는 것으로 나타났다. 마지막으로 옴니채널 브랜드 브랜드 성과간 관계는 다음과 같다. 먼저 재구매의도는 구전의도(가설 10)와 브랜드확장 수용성(가설 11)에 모두 정(+)의 영향을 미치고 있는 것으로 나타났으며, 구전의도는 브랜드확장 수용성에 정(+)의 영향을 미치고 있는 것으로 나타났다.

• 통상정보연구
• /
• 제10권2호
• /
• pp.235-261
• /
• 2008

The purpose of the study is to test differences in consumers' satisfactions on products' competitiveness by domestic distribution channels of foreign clothing brands. Domestic distribution channels of foreign clothing brand consist of 5 channels as multi channel strategy. And product's competitiveness consists of prices, qualities, brand image and services. The results from the research show that there are differences in satisfaction by distribution channels. And they imply that distribution channel strategy is used with 5 channels in Korea, which are emphasized with different products' competitiveness. The contribution of the study is to analyze differences in consumer's satisfaction by 5 channels with data from consumer's perspectives, not firms' viewpoints.

• 유통과학연구
• /
• 제9권2호
• /
• pp.31-36
• /
• 2011

본 논문은 오프라인 채널이 온라인 채널로 사업 영역을 확장할 경우 기존 오프라인 채널의 경쟁적 자산, 이를테면, 브랜드 명성, 서비스 만족도 등이 온라인 채널의 선호도로 연결될 수 있는지를 실증분석을 통해 증명하였다. 연구결과, 오프라인 채널의 브랜드 명성과 서비스 만족도가 오프라인 채널의 선호도에는 직접적으로 긍정적인 영향을 미치고, 온라인 채널의 선호도에는 간접적으로 영향을 미친다. 즉, 오프라인 채널의 경쟁력이 우수할 경우 고객 입장에서는 오프라인 채널의 선호도가 높아져서 거래관계에 대한 몰입과 충성심이 증가한 뒤, 시간적 거리를 두고 오프라인 기업이 확장한 온라인 채널에 대한 선호도 향상으로 발전해 갈 수 있음이 입증되었다. 즉, 오프라인 채널의 경쟁력 향상은 현재와 미래 모두의 사업 기회를 확보하는 데 긍정적 영향을 미치는 것이다. 본 연구의 주요 시사점을 정리하면 다음과 같다. 첫째, 유통 채널의 서비스 품질 관리가 브랜드 명성 관리보다 더욱 중요하다. 고객의 서비스에 대한 체험과 주관적인 평가는 장기적인 브랜드 명성 관리의 선행요소로서 중요할 뿐만 아니라, 채널 선호도에도 더 큰 영향을 미친다. 따라서, 신규 고객을 포함한 일반 고객을 대상으로 하는 광범위한 브랜드 포지셔닝 전략 보다는 기존 우수 고객을 대상으로 하는 서비스 만족도 향상 전략이 더 중요하다는 의미이다. 둘째, 기존의 오프라인 채널이 온라인 채널로서 인터넷쇼핑몰을 구축할 경우 기존의 오프라인 채널의 고객 선호도, 주관적인 평가가 그대로 온라인 채널에도 영향을 미친다는 점이다. 유통기관의 오프라인 채널이 온라인 채널로 확장한 경우뿐만 아니라, 기존의 전통 제조기업이나 서비스 기업이 영업활동의 확장으로서 온라인으로 채널을 확장한 경우도 마케팅 채널의 수직적 통합(Vertical Integration)으로서 유통채널의 확장에 준하여 모두 이에 해당될 수 있다. 셋째, '채널확장'이란 '기업이 자사의 마케팅 활동이나 영업활동의 채널을 증대하기 위하여 온라인 또는 오프라인으로 채널을 확대시키는 의사결정과 그 실행'을 의미하는 것임을 확인할 수 있다. 일반적으로 오프라인 기업의 온라인으로의 채널 확장은 유통채널 확장 그 자체를 위한 목적과 전반적인 경영 프로세스 혁신의 목적 두 가지로 나누어 질 수 있다. 전자는 전통 오프라인 기업의 매출액을 증대하여 수익창출에 기여하기 위함이고, 후자는 주로 오프라인 기업의 비용절감을 통해 수익증대에 기여하기 위함이다.

• 복식
• /
• 제67권1호
• /
• pp.40-55
• /
• 2017

The current new distribution environment provides the consumers to shop at anytime and any places by using mobile appliances. So, the companies which run the offline-store increase the contact point with the consumer by launching not only online-store but also the mobile application (app). Moreover, they are trying to operate the Omni-channel shopping environment. In order for this research to draw the direction of 'the Omni-Channel Strategy', which is about the changed distribution environment of the domestic fashion enterprise, the following steps were performed. First of all, the term related to 'Omni-Channel' is defined. And then, Example of the 'Omni-Channel' strategy and 'O2O' business in the domestic distributior were researched. Lastly, present condition of the 'Omni-Channel' strategy case of the domestic fashion industry was researched. At the result, the online-stores usually have several brands which can not represent their identities. It is suggested that each online-store according to each brand has their own characteristic identity. And The Omni-Channel strategy of the domestic fashion enterprise that is needed the connection point connecting the on-line and off-line. It is able to allure the customer to the off-line-store.

• 유통과학연구
• /
• 제16권2호
• /
• pp.47-51
• /
• 2018

Purpose - Typically, retailers will want PB(Private Brand) products to expand to the needs of low-PB loyal customers as well as existing PB(Private Brand) loyal customers. Therefore, a strategy of minimizing the share of the manufacturer brand in the distributor can be considered as a way to maximize the profit of the distributor. Research design, data, and methodology - In the previous study, the researches about the rivalry and conflict between the NB(National Brand) products and the PB products were mainly made. Previous studies did not model inter-national brand-level competition and inter-store competition. In addition, they have focused only on distributors' decisions from the manufacturer's perspective, and assume channel members have the same level of members(Choi, 1996). Results - This paper tries to apply the game theory to researches on how retailers can maximize the benefits of distributing NB(National Brand) products and PB(Private Brand) products, while distributors can also take advantage of their profits. Conclusions - It was found that providing cheap PBs did not help manufacturers and distributors. Distributors and manufacturers' profits were determined by consumers who purchased NB products that were higher in price and higher in perceived quality before providing existing PB products to consumers.