• Fashion & Textile Research Journal
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• v.6 no.3
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• pp.314-320
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• 2004

The purposes of this paper were to investigate the effect of customer orientation on salespeople performance and the effects of sales training on customer orientation and salespeople performance. Data were obtained from 297 apparel salespeople working at 6 department stores in Daegu, Statistics used for data analysis were frequency, t-test, ANOVA, and regression analyses. The unanticipated result was found that the customer orientation of salespeople did not influence their performance. Though there was found the significance of the anticipated results that sales training affected customer orientation and salespeople performance, the results were not strong.

• Journal of the Korea society of information convergence
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• v.8 no.1
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• pp.31-38
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• 2015

Modern consumers tend to show value-oriented, image-centered, individualized, and emotionalized consumption behavior, not the consumers who are simply provided with products. Department store industry actively corresponds to the changing consumption behaviors of consumers and pays attention to Visual Merchandising(VMD) as a strategy to visually differentiate stores and sales environments. This study shows 6 parts of effective VMD; presentation of product, product display, color composition, planning of lighting, POP and sign display.

• The Journal of Industrial Distribution & Business
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• v.3 no.1
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• pp.7-16
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• 2012

Despite the enforcement of SSM control laws such as 'the Law of Developing the Distribution Industry (LDDI)' and 'the Law of Promoting Mutual Cooperation between Large and Small/medium Enterprises (LPMC)' stipulating the business adjustment system, the number of super-supermarkets (SSMs) has ever been expanding in Korea. In France, however, Super Centers are being regulated most strongly and directly in the whole Europe viewing that there is not a single SSM in Paris, which is emphasized to be the outcome from French government's regulation exerted on the opening of large scale retail stores. In France, the authority to approve store opening is deeply centralized and the store opening regulation is a socio-economic regulation driven by economic laws whereas EU strongly regulates the distribution industry. To control the French distribution industry, such seven laws and regulations as Commission départementale d'urbanisme commercial guidelines (CDLIC) (1969), the Royer Law (1973), the Doubin Law (1990), the Sapin Law (1993), the Raffarin Law (1996), solidarite et renouvellement urbains (SRU) (2000), and Loi de modernisation de l'économie (LME) (2009) have been promulgated one by one since the amendment of the Fontanet guidelines, through which commercial adjustment laws and regulations have been complemented and reinforced while regulatory measures have been taken. Even in the course of forming such strong regulatory laws, InterMarche, the largest supermarket chain in France, has been in existence as a global enterprise specialized in retail distribution with over 4,000 stores in Europe. InterMarche's business can be divided largely into two segments of food and non-food. As a supermarket chain, InterMarche's food segment has 2,300 stores in Europe and as a hard-discounter store chain in France, Netto has 420 stores. Restaumarch is a chain of traditional family restaurants and the steak house restaurant chain of Poivre Rouge has 4 restaurants currently. In addition, there are others like Ecomarche which is a supermarket chain for small and medium cities. In the non-food segment, the DIY and gardening chain of Bricomarche has a total of 620 stores in Europe. And the car-related chain of Roady has a total of 158 stores in Europe. There is the clothing chain of Veti as well. In view of InterMarche's management strategies, since its distribution strategy is to sell goods at cheap prices, buying goods cheap only is not enough. In other words, in order to sell goods cheap, it is all important to buy goods cheap, manage them cheap, systemize them cheap, and transport them cheap. In quality assurance, InterMarche has guaranteed the purchase safety for consumers by providing its own private brand products. InterMarche has 90 private brands of its own, thus being the retailer with the largest number of distributor brands in France. In view of its IT service strategy, InterMarche is utilizing a high performance IT system so as to obtainas much of the market information as possible and also to find out the best locations for opening stores. In its global expansion strategy of international alliance, InterMarche has established the ALDIS group together with the distribution enterprises of both Spain and Germany in order to expand its food purchase, whereas in the non-food segment, it has established the ARENA group in alliance with 11 international distribution enterprises. Such strategies of InterMarche have been intended to find out the consumer needs for both price and quality of goods and to secure the purchase and supply networks which are closely localized. It is necessary to cope promptly with the constantly changing circumstances through being unified with relevant regions and by providing diversified customer services as well. In view of the InterMarche's positive policy for promoting local partnerships as well as the assistance for enhancing the local economic structure, implications are existing for those retail distributors of our country.

• Journal of Distribution Science
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• v.5 no.2
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• pp.101-117
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• 2007

Recently, in the process of distribution industry's growth, distribution environment is changing rapidly by appearance of new business condition and strategy of multiple store. According to the intensification of competition, recently large discount stores are developing private brand(PB) products for the purpose of product differentiation and profitability. But after the economic crisis in 1997, young housewives and salaried man's that have rational and practical buying pattern become the core consumer's in the large discount stores. Hence low price strategy is not new things for the consumer's anymore. In addition to, acquiring new consumer, many discount stores are establishing new stores at the rural area. But they undergo hardships of establishing new stores at the rural area because of disparity consumer's behavior, income level and consumption's pattern among regions. So, when they try to establish new stores, they need to know consumer's behavior at the region. Therefore the purpose of this study is to analyze preference property for the private brand(PB) of large discount stores in Gyeonggi-Do.

• Journal of Korean Society for Quality Management
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• v.27 no.4
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• pp.1-19
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• 1999

This study examines the service quality management and the use of women employees for the productivity improvement in Korean service industry. Five service industries, bank, hotel, PCS(Personal Communication Service), department store, and hospital industry were chosen for this study. The results indicate that the five industries show different characteristics. It was found that department stores made the most effort to improve service quality among the five industries and that hospitals did the least effort. In the use of women employees, the proportion of women in service industry is much higher than that in the manufacturing industry, but the proportion of women in management level is still very low. Women employees do not feel high degree of sexual discrimination. But they feel unfairness in promotion and payment, and low degree of job satisfaction.

• Journal of Distribution Science
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• v.17 no.11
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• pp.81-92
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• 2019

Purpose: The salesperson, the core of the operating activities, plays the role of connecting the inside and outside of the company, representing the company to the consumer and identifying and responding to the customer's needs. The department store industry is the most representative retail industry in South Korea, and competition among its peer group and industry is intensifying, requiring differentiated service sales activities and performance from its employees. This study divided the sales force system into activity control(process-oriented control) and output control(performance-oriented control) and verified the differential impact on the job attitude of the salesperson (e.g., job satisfaction and burn-out), respectively. In addition, the effect of job satisfaction and burn-out of the salesperson on the job performance were checked. Research design, data, and methodology: The survey was conducted on 200 sales people working at five branch stores of Hyundai department store in Seoul, and 194 of them were analyzed. The reliability and validity of the variables were analyzed and hypotheses were verified through the SEM. Results: Results have shown that activity control has a greater impact on burn-out compared to output control, and output control has a greater impact on job satisfaction compared to activity control. It has been shown that the salesperson's burn-out does not affect sales performance, but that job satisfaction has a positive effect on sales performance. Conclusions: This study examines the effect of sales force management system such as activity control and output control, on the job attitude and sales performance in department stores. According to the results of this research, each of two control systems have a discriminatory effect on the job attitude variables. For the sales managers of department store, it is recommended to increase the efficiency of sales management by increasing the use of outcome control compared to activity control.

• Journal of Fashion Business
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• v.27 no.1
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• pp.61-76
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• 2023

The purpose of this study was to derive exotic products handled by Bon Marche department store, examine characteristics, and reveal the meaning of exotic taste in the 19th century. The research method is literature research centered on original materials of the time, such as old literature related to department stores, and films, newspapers, magazines, and periodicals as well as books and papers. Commercial catalogs and Agenda-Buvard published by Bon Marché were used as visual materials. Results are as follows. Exotic tastes of products of the Bon Marche department store in the late 19th century showed an oriental style centered on Persia, India, China, and Japan. Products from various regions such as Turkey, Spain, Algeria, Tunisia, England, Italy, and Russia were also accepted. These exotic tastes had the following contributions and meanings. First, they expanded items and product development and activated domestic industry through production of imitations and replicas. Second, before the advent of department stores, foreign items that came to Europe were exclusive properties of a few privileged classes. However, in the late 19th century, as the number of consumers who wanted to have a new status higher than themselves increased, exotic products of the Bon Marche department store became the object of desire for material pursuits toward the upper class rather than sentimental fantasies. Third, exotic tastes gradually spread to the public as production of products imitating foreign products became possible industrially with an easy access to them. From this, it can be seen that department stores were mediators of trends and the epicenter of popularizing exotic tastes.

• Journal of the Korean Society of Clothing and Textiles
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• v.36 no.2
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• pp.138-151
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• 2012

This study determines a consumer retail store choice by applying the Analytic Hierarchy Process (AHP) method for multi-criteria decision-making in the fashion retail industry. The study provides detailed and relevant information for management, marketers of fashion retail stores, and to improve competition between suppliers. Data was collected in February 2011 from questionnaires completed by 319 university students in Busan, South Korea. One of the major findings of this study was that consumer store preference was affected by the following factors in order of importance: product, image, service quality, and purchase facilitation. Brand image was assessed to be the most important of the evaluation elements, followed by individuality, style, and price. The results of rating the relative importance and priority of fashion retailers showed that department stores ranked most highly, followed by outlet malls, Internet shopping malls, brand malls, and discount stores.

• Journal of Distribution Science
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• v.2 no.2
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• pp.1-15
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• 2004

The distribution companies in Korea usually specify the buying system in jikmeip, tukjeongmeip, imdeeul, and imdegap. In this view, the development of distribution companies in Korea is highly dependent on the which business status is emphasized. And it is considered critical to identify the important features of each buying system and the impact these systems have on each business status. Subsequently, the purpose of this study is to identify the said features and impact. With this study, we have tried to explore a new vision for distribution taking a consideration of the fact that most studies within Korea are oriented in marketing standpoint. Particularly, we have intended to analyze the distribution industry in the view of internal standpoint of a distribution company.

• Journal of the Korean Society of Costume
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• v.61 no.1
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• pp.34-46
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• 2011

The purposes of this study are to classify apparel service quality elements using the Kano's model, and to identify how much service quality can increase the degree of customer satisfaction when the service quality is fully fulfilled. Women over 20 years-old from metropolitan areas participated in the study. Data from 254 questionnaires were used for the statistical analysis. The results were as follows: First, 17 service quality elements were categorized into one-dimensional quality which could lead to both satisfaction and dissatisfaction, and 3 services quality elements were categorized into indifferent quality which neither result in satisfaction nor dissatisfaction. Second, potential customer satisfaction improvement(PCSI) Index was developed using Kano model and CS coeffient. Findings of this study provide both industry and academic researchers with a guide to increase customer satisfaction in fashion retail store.