• Journal of Distribution Science
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• v.21 no.5
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• pp.113-120
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• 2023

Purpose: The purpose of the study is to examine how payment systems for traditional distribution channels pursue changes and how they collaborate in-depth with fintech companies. This study examines the changing payment system through the strategic partnership between distribution companies and fintech companies. Research Design, Data and Methodology: The study conducted research using a variety of secondary materials and existing literature and also utilized the interview method. More specific and in-depth research is conducted through various literature studies and secondary data. Findings and Results: The findings of the study are as follows. First, distributors have occasionally directly adopted simple payment systems due to changes in payment systems as a result of online advances. Second, distributors were found to collaborate with fintech companies when not directly using simple payment. Conclusions: Such maneuvers by distributors are aimed at first, providing convenience and simplicity for consumers. Second, developing the ability to apply big data for accumulating consumer information and third, producing a customer lock-in effect by reducing the fees charged for existing payment services. The present study will provide many domestic and international distributors with a new perspective and practical implications in terms of the distribution and finance industries.

• Asia Marketing Journal
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• v.13 no.4
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• pp.105-137
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• 2012

After relationship marketing emerged as a new approach in the marketing field in the 1980s, it has been widely studied in the United States, Europe and Asia. Rapid environmental changes and global competition has made it inevitable for companies to consider their relationships with the environment more closely. Under these circumstances, relationship marketing has held a position as a pivotal paradigm in the field of strategy as well as in marketing. In addition, relationship marketing has overcome the limitations of a traditional marketing research while providing richer implications in company's marketing activities. The paradigm shift to relationship marketing has brought fundamental changes in a marketing point of view. First, in philosophical aspects, unlike past research which focused solely on customer satisfaction, organizational relationship parameters which focuses on trust and commitment has become key elements of successful relationship marketing while shifts in thoughts naturally take place from adaptive marketing to strategic marketing. Second, in structural aspects, the relational mechanism of governance such as network structure with a variety of relational partners has emerged as a new marketing organization from the previous simple structure focusing on the micro-economic, marketbased trading between seller and customer. Third, in behavioral aspects, it proposed the strategic course of the action of gaining an advantage over the competition on the individual firm level by focusing on building long-term relationships and considering partnership with the components in the entire marketing system, rather than with one-time transaction-centric action between a seller and a customer. Fourth, in the aspects of marketing performance, marketing performance was sought through the long-term and cooperative relationship with various stakeholders, including customers in the marketing system, focusing on the overall competitive advantage based on relationship rather than individual performance of individual companies' marketing activities, such as market share and customer satisfaction. However, studies of relationship marketing were mostly centered in interorganizational relationships focusing on the relational structure and properties of commercial sector in the marketing system. Paradoxically, the circumstance of the consumer's side that must be considered is evolving again in relationship marketing. In structural aspects, a community, as the new relationship governance structure in the digital environment, and in behavioral aspects, the changing role of consumer participation demanding big changes in the digital environment engaged in the marketing system. The possibility of building a relationship marketing community for common value creation is presented in terms of organization of consumers with the focus on changing marketing environment and marketing system according to the new realities of the 21st century- the popularity of digital environments and the diffusion of customer participation. Therefore, future research of relationship marketing must seek for a truly integrated model including all of the existing structure and properties of the research oriented relationship from both the commercial and consumer sector.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.3
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• pp.73-95
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• 2015

Firms have reexamined and restructured their supply chain based on a long-term and partnership perspective as a firm's competitive advantage increasingly relies on its supply chain capability. A number of scholar works has provided evidence to support the positive effects of supply chain collaboration; however, the relationship between collaboration and performance is still inconclusive. This study refuses to have blinded faith on supply chain collaboration, but rather this paper suggests that the contribution of collaboration to supply chain performance improvement can be limited and vary along the contextual characteristics of a buyer-supplier relationship. Moreover, we argue that the relationship between supply chain collaboration and performance can be curvilinear. This paper provides and test hypotheses regarding the relationship between supply chain collaboration and performance. By using data of the Manufacturing Panel Survey (MPS), this study empirically validates the hypotheses. Overall, the results of the study support our hypotheses about a limited contribution of supply chain collaboration to manufacturing performance, which is opposite to a conventional expectation. Particularly, the effects of supply chain collaboration differ depending on the dimensions of performance such as customer satisfaction, quality, cost, delivery, and flexibility as well as the dependency in the buyer-supplier relationship. Moreover, the results of the study indicate that supply chain collaboration and performance may have curvilinear relationships in a certain context. Through a comprehensive model and empirical evidence, this study presents a better understanding of supply chain collaboration and provokes an open discussion about the effects of collaboration. This study also provides insightful implications for managers of buyers as well as suppliers who wish to foster stronger supply chain performance via a deep buyer-supplier relationship and collaboration.

• Journal of Information Technology Services
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• v.15 no.1
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• pp.227-243
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• 2016

In order to maximize profitability by optimizing the entire supply chain process, enterprises have made efforts to apply IT technologies such as POS, MES, and TMS. In addition, academic societies have also made efforts to verify the effects of IT technology introduction through various researches. However, until now, there is almost no research that analyzes the relationship between the IoT, a new IT technology, and the SCM. To study the effect of IoT technology on SCM, this study conducted professional Delphi surveys for three times. Through this method, this study analyzed changes that will be caused by the IoT technology, the priority area in IoT introduction, and the expected difficulty in IoT introduction on SCM. As a result of the Delphi surveys and analyses, it was expected that when IoT technology is introduced, the level of SCM's IT use and partnership will increase. However, the effect of the increased performance of the supply chain, which includes inventory management and quality control, will become weaker. The reason is that the development of operation and management skills, as well as the improvement of IT technology, are also important elements for the performance improvement of the supply chain. As for the priority area in IoT introduction, it was expected that the effect will be greater when IoT is introduced in customer service, transportation, and delivery areas. As difficulties in IoT technology introduction, such as the shortage of IoT platform development personnel, standardization, integration with the existing system, securing professional manpower, expenses, data management, and operation, were derived, it has thus become necessary for us to exert greater efforts in order to come up with solutions.

• The Journal of the Korea Contents Association
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• v.8 no.8
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• pp.19-27
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• 2008

The advance of IT brings various IT equipment which functions as creation, application, and distribution of digital contents, and its demand is increased in the market. As the world IT equipment market has grew steadily, some companies think of it as a good opportunity. But there is a entry barrier like IT Capabilities to the late movers. So some participate in the market, forming the technology alliance with a advanced company. Ironically, the market system set companies' partnership into rivalry. In this context, our study focused on strengthening late mover's competitiveness under the technology alliance. And we conducted the case study concerning the technology alliance, and showed a strategical implications. As a result, we found some challenges for late mover; price policy making by scientific demanding forecasting, preparatory research and management for brand identity and efficient contact points for customer management. We hope that results of the study will influence the development of digital contents industry.

• Culinary science and hospitality research
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• v.20 no.2
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• pp.199-213
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• 2014

Japanese restaurant owners seek to secure their competitive advantage by implementing a unique competition strategy that may overcome hostile environment. Brand power, aggressive expansion and the partnership strategy with other businesses may be suggested. The present study is to find out the competitive advantages of Japanese restaurants, to compare the importance and satisfaction by different customer factors of choices and then, to identify what kinds of factors affect customer satisfaction. Total 205 copies of questionnaire, out of 230 distributed, were used for analyses. Cronbarch's alpha coefficient of all 20 items was 0.911. In terms of importance, Cronbarch's alpha coefficients were 0.887(food), 0.796(menu), 0.851(employee), 0.815(service), and 0.730(physical environment). For satisfaction, the coefficients were 0.876(food), 0.860(menu), 0.880(employee), 0.851(service), 0.730(physical environment). In addition, the exploratory factor analysis showed an acceptable factor loading, supporting 20 items' validity. The result showed that customers' perceptions of the importance of Japanese restaurant service quality was higher than their level of satisfaction in general. In particular, IPA analysis revealed that food and service factors were well operated as located in the first quadrant. However, service factor located in the second quadrant was perceived to be important yet perceived as being satisfied poorly. So this study suggests that Japanese restaurant owners should concentrate on the attributes included in this quadrant to improve the quality of foodservice. Lastly, menu and physical environment factors were located in the third quadrant showing low level of importance and satisfaction. On the basic of the IPA analysis, Japanese restaurant owners should identify their strengths and weaknesses and draw up a plan to improve service quality and to maximize their profits.

• Journal of Internet Computing and Services
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• v.14 no.6
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• pp.95-105
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• 2013

Recently, SME's Collaboration activities have become one of a vital factor for sustaining competitive edge. This is because of the rapidly changing and competitive market environment, and also to leverage performance by overcoming obstacles of having limited internal resources. Discussing about the effects and relationships of the firm's collaboration activities and its outputs are not new. However, as ICT and various technologies have been diffused into the traditional industries, boundaries and practice capabilities within the industries are becoming ambiguous. Thus contents of the products/services and their development methods are also go and come over the industries. Although many researchers suggested the relations of SME's collaboration activities and innovation performances, most of the previous literatures are focusing on broad perspectives of firm's environmental factors rather than considering various SME's idiosyncrasy factors such as their major product and customer types at once. Therefore, the purpose of this paper is to analyze how SME(Small Medium Enterprise)'s external collaboration activities by their idiosyncrasy act as an input to types of innovation performance. In order to analyze collaboration effects in detail, we defined factors that can represent the SME's business environment - Perceived importance of using external resources, Perceived importance of external partnership, Collaboration and Collaboration levels of Major Product types, Customer types and lastly the Firm Sizes. We have also specifically divided the performance of innovation types as product innovation and process innovation based on existing research. In this study, the empirical analysis is based on Probit Regression Model to observe the correlations with the impact of each SME's business environment and their activities. For the empirical data, 497 samples were collected which, this sample data was extracted from the 'Korean Open Innovation Survey' performed by ETRI(Korean Electronics Telecommunications Research Institute) in 2010. As a result, empirical test results indicated that the impact of collaboration varies depend on the innovation types (Product and Process Innovation). The Impact of the collaboration level for the product innovation tend to be more effective when SMEs are developing for a final product, targeting on for individual customers (B2C). But on the other hand, the analysis result of the Process innovation tend to be higher than the product innovation, when SMEs are developing raw materials for their partners or to other firms targeting on for manufacturing industries(B2B). Also perceived importance of using external resources has effected to both product and process innovation performance. But Perceived importance of external partnership was statistically insignificant. Interesting finding was that the service product has negative effects on for the process innovation performance. And Relationship between size of the firms and their external collaboration activities with their performance of the innovations indicated that the bigger firms(over 100 of employees) tend to have better for both product and process innovations. Finally, implications of the results can be suggested as performance of innovation can be varied depends on firm's unique business idiosyncrasy as well as levels of external collaboration activities. The Implication of this research can be considered for firms in selecting an appropriate strategy as well as for policy makers.

• Journal of Distribution Science
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• v.9 no.3
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• pp.83-94
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• 2011

Most domestic companies, with the exclusion of major firms, are reluctant to implement a supply chain management (SCM) network into their operations. Most small- and medium-sized enterprises are not even aware of SCM. Due to the inherent total-systems efficiency of SCM, it coordinates domestic manufacturers, subcontractors, distributors, and physical distributors and cuts down on cost of inventory control, as well as demand management. Furthermore, a lack of SCM causes a decrease in competitiveness for domestic companies. The reason lies in the fundamentality of SCM, which is the characteristic of information sharing, process innovation throughout SCM, and the vast range of problems the SCM management tool is able to address. This study suggests the contemplation and reformation of the current SCM situation by analyzing the SCM strategic plan, discourses and logical discussions on the topic, and a successful case for adapting SCM; hence, the study plans to productively "process" SCM. First, it is necessary to contemplate the theoretical background of SCM before discussing how to successfully process SCM. I will describe the concept and background of SCM in Chapter 2, with a definition of SCM, types of SCM promotional activities, fields of SCM, necessity of applying SCM, and the effects of SCM. All of the defects in currently processing SCM will be introduced in Chapter 3. Discussion items include the following: the Bullwhip Effect; the breakdown in supply chain and sales networks due to e-business; the issue that even though the key to a successful SCM is cooperation between the production and distribution company, during the process of SCM, the companies, many times, put their profits first, resulting in a possible defect in demands estimation. Furthermore, the problems of processing SCM in a domestic distribution-production company concern Information Technology; for example, the new system introduced to the company is not compatible with the pre-existing document architecture. Second, for effective management, distribution and production companies should cooperate and enhance their partnership in the aspect of the corporation; however, in reality, this seldom occurs. Third, in the aspect of the work process, introducing SCM could provoke corporations during the integration of the distribution-production process. Fourth, to increase the achievement of the SCM strategy process, they need to set up a cross-functional team; however, many times, business partners lack the cooperation and business-information sharing tools necessary to effect the transition to SCM. Chapter 4 will address an SCM strategic plan and a case study of LG Electronics. The purpose of the strategic plan, strategic plans for types of business, adopting SCM in a distribution company, and the global supply chain process of LG Electronics will be introduced. The conclusion of the study is located in Chapter 5, which addresses the issue of the fierce competition that companies currently face in the global market environment and their increased investment in SCM, in order to better cope with short product life cycle and high customer expectations. The SCM management system has evolved through the adaptation of improved information, communication, and transportation technologies; now, it demands the utilization of various strategic resources. The introduction of SCM provides benefits to the management of a network of interconnected businesses by securing customer loyalty with cost and time savings, derived through the consolidation of many distribution systems; additionally, SCM helps enterprises form a wide range of marketing strategies. Thus, we could conclude that not only the distributors but all types of businesses should adopt the systems approach to supply chain strategies. SCM deals with the basic stream of distribution and increases the value of a company by replacing physical distribution with information. By the company obtaining and sharing ready information, it is able to create customer satisfaction at the end point of delivery to the consumer.

• Journal of Distribution Research
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• v.11 no.1
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• pp.41-68
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• 2006

Today, Manufacturing companies execute the logistics outsourcing that commits the non-core logistic function to the specialized logistics corporation, which makes the manufacturing company focus on its core competence, product development and marketing, reduces logistics cost and improves customer service level. Recently, Logistics outsourcing is developed into cooperative sourcing based on the partnership. Case study on the logistics outsourcing will provide the good guideline for planning of the outsourcing strategy. The objective of this research is making a sense about 4PL through the case of UPS-Samsung Electro-Mechanics and catching major issue to provide the guideline for the cooperation outsourcing strategy. We investigated historical backgrounds of the logistics outsourcing between UPS and Samsung Electro-Mechanics. We also investigated problems occurred in outsourcing process at the five dimensions-organizational problem, CEO's short-term views, cultural gap between two companies, integration of IT system, and different understanding about outcomes. We expect to give many implications to manufacturing companies which want to cooperate with specialized logistics corporation.

• Korea Trade Review
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• v.42 no.2
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• pp.319-344
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• 2017

The international standard certification evaluates the extend to which the supplier satisfies the international standard certification standards of the supplier of the product and the service, recognizes the quality assurance ability and reliability of the supplier, thereby resolving the international trade regulation that can occur to various fields and strengthening the network of the global partnership it is making an important contribution. Therefor, in this study, the survey was conducted on 153 companies of Korean import and export companies. The research method was empirically analyzed by the structural equation model. The results of the hypothesis test of this study are as follows. First, resource management factors among the international standard certification factors in the global trade supply chain integration had a positive effects on CRM satisfaction. Second, the measurement, analysis and improvement factors of international standard certification factors had a positive effects on CRM satisfaction. Third, CRM satisfaction has a positive effects on business performance. Through this study, it is concluded that the Korean import and export companies have an important role in improving the business performance of the global trade partners.