• Fashion & Textile Research Journal
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• v.13 no.6
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• pp.827-837
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• 2011

The purpose of this study was to observe premium handbag users who are 20 to 30 year old of age, to determine purchase behavior and design preference of handbags by lifestyle and age variable to help market segmentation. A survey instrument was used. A sample was selected by quota sampling method from 20 to 30 aged Korean women, and reliable 538 data were analyzed by SPSS. Cluster type towards lifestyle and age were independent variable. There are two types of lifestyle clusters toward luxury handbags; Strongly favored and weakly favored group toward luxury handbags. Strongly favored group of luxury goods considered more brand, country of origin, and trend, while young people considered more new arrival of design in purchase of products. Preferred design type of hand bag was statistically associated with age variable. 20s consumers preferred shopper bag style and big size of handbags. Leather was preferred by the group of the strongly favored luxury goods. Through this research finding, we hope handbag brand market segmentation will be based on lifestyle and age variable to reflect customer's demand.

• Archives of design research
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• v.19 no.5 s.67
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• pp.243-254
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• 2006

Maniac consumers have a ripple effect on marketing because they are the main body of trends and consumer economy. So It is very important that we should first read needs and wants - in other words, psychological motives. And then we should find maniac consumer segments. This is an exploratory study that was done to obtain an insight for the new maniac consumer market segmentation. It examined the definition and characteristics of digital maniacs in Korea, and it carried out a literature study on consumers who have a similar consumption trend as the maniac users as a pre-study. Also, it looked into the trends and values of the maniac community in Korea, using the previous study's scale for innovative consumers. Next, the study interviewed maniac users using the first data and focused on discovering and grouping the new maniac segments based on the results. The study analyzed the purchase behaviors, decision-making, attitude for involvement and potential needs of the digital maniacs in Korea, and it discovered the segments for the segmentation of maniacs so it could find out the disposition and status of the digital maniacs. Such approach can be used as a strategical due for maniac target marketing and design(customer-oriented marketing and design) in the future.

• Journal of Digital Contents Society
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• v.13 no.3
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• pp.385-392
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• 2012

The definition of the product market in a supplier's point of view can cause various problems in the market activities of companies because specific situations are excluded and the consideration for discontinuity is lacking by identifying segmented markets with processes, raw materials, the similarity of product functions and so forth. Furthermore, as this definition is static and general, it is difficult to express and predict the dynamic market changes. Meanwhile, customer-oriented market segment can be obtained by grouping substitutable products and related customers in the situation pursuing specific benefits. This definition of the product market enables us to find threats and opportunities emerging in markets and promotes effective performance assessments and resource allocation. The purpose of this paper is suggesting a framework to select data mining techniques proper for the customer data characteristics to identify customer oriented product market.

• Journal of the Korean Society of Food Culture
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• v.34 no.3
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• pp.277-283
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• 2019

This study explore the market segmentation based on beer consumers' purchase motivation 1) to analyze beer consumers and markets more closely and 2) to demonstrate the characteristics of each market segment and contribute to marketing strategies with beer consumer segment. Using -administrated questionnaires asked questions recognizable beer purchase within 6 months by over 20-years-olds, this study 201 surveys online 22 days. The results as follows: beer consumers' purchase motivation consisted of three factors enhancement, social orientation, and value enhancement. Cluster analysis based on beer purchase showed that there were three groups motivation multi-motivation and motivation group based on average value of beer purchase motive factors and relative load per factor. demographic,beer drinking characteristics and group difference according to cluster gender and monthly average income, and beer drinking characteristics also significantly different by preferred beer, preferred beer type, occasion and drinking place.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.5
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• pp.159-173
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• 2019

The purpose of this study is to examine the effect of service quality of banks on customer satisfaction and recommendation intention through empirical analysis. In particular, the focus was on the differences of the causal effect between PB(Private Banking) customers and regular customers. For this study, two groups were surveyed and 428 valid questionnaires were analyzed. The hypothesis was tested with a structural equation model using AMOS 23.0. As a result, empathy, reliability and tangibles of bank service quality had a positive(+) effect on customer satisfaction. However, responsiveness and assurance were not statistically significant. On the other hand, customer satisfaction has a positive effect on recommendation intention. This study was conducted to compare the two groups, PB customers and regular customers, and found a significant difference. In the PB customers group, tangibles had a positive effect on customer satisfaction, but no other factors were supported. On the other hand, in the regular customers group, empathy and reliability had a positive effect on customer satisfaction while responsiveness, assurance, and tangibles were not supported. Customer satisfaction were analyzed to have a positive influence on recommendation intention in both groups. These findings are academically significant by applying the SERVQUAL factors to banking services and revealing the differences between the PB customers and regular customers. In practice, it is meaningful in that it provided banks with the insights needed for future segmentation and management of customer groups.

• Asia Marketing Journal
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• v.15 no.1
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• pp.23-42
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• 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.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• v.9 no.2
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• pp.495-498
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• 2005

The study is aimed at searching algorithm upgrading which can automatically compose goods displayed according to the degree of popularity regarding customer's requests, for the purpose of design of an intellectual shopping mall on the net and putting it into force by using classified technical Data-mining and statical analysis including personal information , entrance records and purchase records. This is for the study of strategic marketing. The system can automate the conventional shopping mall system by manual and personal judgements and also suggest a new formation of marketing techniques to strengthen the competition in B2B market which is steeply increasing.

• The Journal of the Korea Contents Association
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• v.8 no.10
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• pp.351-360
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• 2008

The purpose of this study is to segment visitors for beer franchise restaurants. Total of 308 questionnaires were distributed to the beer franchise restaurant customers of Kangnam area, Seoul. To accomplish the aim of this study, author took the following three steps. Firstly, literature review was done to find out selective attributes for restaurant and bar and market segmentation. secondly, Selective attributes of beer franchise were analyzed and five factors, -'additional service', 'side dish quality', 'service class', 'accessibility' and 'outlet image'- were extracted. Lastly, customers of beer franchise shop were divided into two groups by the selective attributes, -'simple visiting group' and 'active lover group'. Those variables-loyalty, intent to recommend and overall satisfaction- have significant influence on 'active lover group'. Other than that, other variables -demographic characteristics and customer's behavior characteristics- didn't play important role to distinct two groups. As a result, only basic information for setting up marketing strategy of each market was provided.

• Journal of Intelligence and Information Systems
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• v.17 no.2
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• pp.61-75
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• 2011

A Geographic Information System(GIS) is a system that captures, stores, analyzes, manages and presents data with reference to geographic location data. In the later 1990s and earlier 2000s it was limitedly used in government sectors such as public utility management, urban planning, landscape architecture, and environmental contamination control. However, a growing number of open-source packages running on a range of operating systems enabled many private enterprises to explore the concept of viewing GIS-based sales and customer data over their own computer monitors. K telecommunication company has dominated the Korean telecommunication market by providing diverse services, such as high-speed internet, PSTN(Public Switched Telephone Network), VOLP (Voice Over Internet Protocol), and IPTV(Internet Protocol Television). Even though the telecommunication market in Korea is huge, the competition between major services providers is growing more fierce than ever before. Service providers struggled to acquire as many new customers as possible, attempted to cross sell more products to their regular customers, and made more efforts on retaining the best customers by offering unprecedented benefits. Most service providers including K telecommunication company tried to adopt the concept of customer relationship management(CRM), and analyze customer's demographic and transactional data statistically in order to understand their customer's behavior. However, managing customer information has still remained at the basic level, and the quality and the quantity of customer data were not enough not only to understand the customers but also to design a strategy for marketing and sales. For example, the currently used 3,074 legal regional divisions, which are originally defined by the government, were too broad to calculate sub-regional customer's service subscription and cancellation ratio. Additional external data such as house size, house price, and household demographics are also needed to measure sales potential. Furthermore, making tables and reports were time consuming and they were insufficient to make a clear judgment about the market situation. In 2009, this company needed a dramatic shift in the way marketing and sales activities, and finally developed a dedicated GIS_based market analysis and sales management system. This system made huge improvement in the efficiency with which the company was able to manage and organize all customer and sales related information, and access to those information easily and visually. After the GIS information system was developed, and applied to marketing and sales activities at the corporate level, the company was reported to increase sales and market share substantially. This was due to the fact that by analyzing past market and sales initiatives, creating sales potential, and targeting key markets, the system could make suggestions and enable the company to focus its resources on the demographics most likely to respond to the promotion. This paper reviews subjective and unclear marketing and sales activities that K telecommunication company operated, and introduces the whole process of developing the GIS information system. The process consists of the following 5 modules : (1) Customer profile cleansing and standardization, (2) Internal/External DB enrichment, (3) Segmentation of 3,074 legal regions into 46,590 sub_regions called blocks, (4) GIS data mart design, and (5) GIS system construction. The objective of this case study is to emphasize the need of GIS system and how it works in the private enterprises by reviewing the development process of the K company's market analysis and sales management system. We hope that this paper suggest valuable guideline to companies that consider introducing or constructing a GIS information system.

• Journal of Distribution Science
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• v.8 no.3
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• pp.37-47
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• 2010

CRM refers to the operating activities that always maintain and promote good relationship with customers to ultimately maximize the company's profits by understanding the value of customers to meet their demands, establishing a strategy which may maximize the Life Time Value and successfully operating the business by integrating the customer management processes. In our country, many big businesses are introducing CRM initiatively to use it in marketing strategy however, most medium and small sized companies do not understand CRM clearly or they feel difficult to introduce it due to huge investment needed. This study is intended to present CRM promotion strategy and activities plan fit for the medium and small sized companies by analyzing the success factors of the leading companies those have already executed CRM by surveying the precedents to make the distributors out of the industries have close relation with consumers to overcome their weakness in scale and strengthen their competitiveness in such a rapidly changing and fiercely competing market. There are 5 stages to build CRM such as the recognition of the needs of CRM establishment, the establishment of CRM integrated database, the establishment of customer analysis and marketing strategy through data mining, the practical use of customer analysis through data mining and the implementation of response analysis and close loop process. Through the case study of leading companies, CRM is needed in types of businesses where the companies constantly contact their customers. To meet their needs, they assertively analyze their customer information. Through this, they develop their own CRM programs personalized for their customers to provide high quality service products. For customers helping them make profits, the VIP marketing strategy is conducted to keep the customers from breaking their relationships with the companies. Through continuous management, CRM should be executed. In other words, through customer segmentation, the profitability for the customers should be maximized. The maximization of the profitability for the customers is the key to CRM. These are the success factors of the CRM of the distributors in Korea. Firstly, the top management's will power for CS management is needed. Secondly, the culture across the company should be made to respect the customers. Thirdly, specialized customer management and CRM workers should be trained. Fourthly, CRM behaviors should be developed for the whole staff members. Fifthly, CRM should be carried out through systematic cooperation between related departments. To make use of the case study for CRM, the company should understand the customer and establish customer management programs to set the optimal CRM strategy and continuously pursue it according to a long-term plan. For this, according to collected information and customer data, customers should be segmented and the responsive customer system should be designed according to the differentiated strategy according to the class of the customers. In terms of the future CRM, integrated CRM is essential where the customer information gathers together in one place. As the degree of customers' expectation increases a lot, the effective way to meet the customers' expectation should be pursued. As the IT technology improved rapidly, RFID (Radio Frequency Identification) appears. On a real-time basis, information about products and customers is obtained massively in a very short time. A strategy for successful CRM promotion should be improving the organizations in charge of contacting customers, re-planning the customer management processes and establishing the integrated system with the marketing strategy to keep good relation with the customers according to a long-term plan and a proper method suitable to the market conditions and run a company-wide program. In addition, a CRM program should be continuously improved and complemented to meet the company's characteristics. Especially, a strategy for successful CRM for the medium and small sized distributors should be as follows. First, they should change their existing recognition in CRM and keep in-depth care for the customers. Second, they should benchmark the techniques of CRM from the leading companies and find out success points to use. Third, they should seek some methods best suited for their particular conditions by achieving the ideas combining their own strong points with marketing. Fourth, a CRM model should be developed that will promote relationship with individual customers just like the precedents of small sized businesses in Switzerland through small but noticeable events.