• Bulletin of Food Technology
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• v.24 no.1
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• pp.39-43
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• 2011

• Bulletin of Food Technology
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• v.24 no.4
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• pp.632-639
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• 2011

• Bulletin of Food Technology
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• v.23 no.3
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• pp.319-329
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• 2010

• Bulletin of Food Technology
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• v.23 no.3
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• pp.298-318
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• 2010

• Bulletin of Food Technology
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• v.23 no.4
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• pp.486-501
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• 2010

• Bulletin of Food Technology
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• v.24 no.3
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• pp.460-466
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• 2011

• Culinary science and hospitality research
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• v.23 no.2
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• pp.35-44
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• 2017

The purpose of the present study was to investigate the impact of experience factors on brand attitude and revisit intention in cakes specialty shop. The result showed that among experience factors in rice cake specialty shop, educational experience factor and aesthetic experience factor had influence on both brand attitude and revisit intention, and entertainment experience factor had only influence on revisit intention. Also, brand attitude had significant influence on revisit intention. It was confirmed that experience activities in marketing of traditional food such as rice cakes are significant marketing activities, and educational experience factor and aesthetic experience factor have high correlated each other. On the other hand, entertainment experience factor is in lack relatively, which is due to the complexity of the traditional food manufacturing, and future improvements about this needs to be required. This study was to identify marketing significance of experience factors in rice cake specialty shop and to verify the necessity and effectiveness for spreading vigorous marketing in a variety of traditional food fields through this opportunity.

• Korean Journal of Organic Agriculture
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• v.29 no.1
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• pp.1-23
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• 2021

The form of agri-food transaction has taken a rapid change from the existing method since Covid-19. In response to changes in the market environment such as Covid-19, the integrated marketing organization in Jeollabuk-do was diagnosed from the point of view of innovation, and the future direction was examined. In order to improve the distribution structure of the production area, an integrated marketing organization was fostered, and both quantitative and qualitative growth were brought about. However, some regions still lack willingness to participate and lack of expertise. In particular, there is no infrastructure and strategy to prepare for the increase in non-face-to-face transactions post Covid-19. Online transactions also require economies of scale, so non-face-to-face transaction capabilities must be reinforced by adding a separate organization and experts in charge of online transaction functions within the integrated marketing organization. In the future, online sales are highly likely to expand not only to transactions between producers and individual consumers (C to C), but also to mass consumer (B to B) transactions. It will be an opportunity. In addition, it is necessary to efficiently use production area distribution facilities such as sorting and packaging. Since the non-contact transaction method will increase after Corona 19, it is necessary to strengthen marketing capabilities such as expansion of utilization rate, order placement, settlement, and customer management, and reorganization of specialized organizations.

• Journal of the Korean Society of Food Culture
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• v.27 no.3
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• pp.251-260
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• 2012

This study was designed to provide practical environmental marketing data by measuring the effect of environmental marketing on customer loyalty and trust at coffee stores. The results were obtained by empirical analysis and are summarized as follows. The first hypothesis, the effect of environmental marketing on consumer trust at coffee stores, showed that environmental marketing at coffee stores had a statistically significant positive effect on consumer trust. Price, product, and facilities as sub-factors of environmental marketing at coffee stores had effects on consumer trust. Especially, facilities was the highest. The second hypothesis, the effect of environmental marketing on customer loyalty at coffee stores, showed that environmental marketing at coffee stores had a statistically significant positive effect on customer loyalty. Price, product, and facilities as sub-factors of environmental marketing at coffee stores had effects on customer loyalty. Especially, facilities was the highest. The third hypothesis, the effect of consumer trust on customer loyalty at coffee stores, showed that consumer trust at coffee stores had a statistically significant positive effect on customer loyalty. Improvement of consumer trust by environmental marketing was an important factor in improving customer loyalty. As for these findings, price, product, and facilities as sub-factors of environmental marketing at coffee stores had effects on consumer trust and loyalty. Consequently, these findings provide helpful information for coffee stores to plan environmental marketing strategies and establish direction, and they can be used for management activities.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.1
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• pp.109-131
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• 2007

The purpose of this study were to a) clarify the current practice of internal marketing by contracted food service management companies, b) analyze the effectiveness of current internal marketing practices. The survey was conducted between October 12 and November 2, 2002 with the 10 contracted food service management companies; 6 large, and 4 small & medium sized companies. No significant difference was existed with the categories of internal marketing. However significant differences were existed with the service education, sanitary education, periodic interviews, rewards for best employees, incentive payments, paid -leave allowances, job function allowances, and position classes including unit manager, dietician and cook of MBO. The actual administration of internal marketing strategies showed that, the significant differences were existed with education, paid-leave, and employee welfare systems among position classes. Also the significant differences were existed with all categories of internal marketing between large and small & medium sized companies. In general, small & medium sized companies score of the internal marketing performance was lower than that of large sized companies. Therefore, the segmented internal marketing strategies depending on the analysis not only demand for employees but also the size of company, were required to be an effectively and efficiently managed contracted food management companies.