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

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• 제15권2호
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• pp.183-192
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• 2020

This study conducted an exploratory study to derive the success factors of entrepreneurial marketing for startups. Through Delphi analysis, we derived the items of proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity, value creation, price setting, marketing communication, channel management, product development, sales and marketing information management. The importance and execution of success factors were measured through IPA analysis. The first quadrant(keep up the good work) has proactive orientation, risk management, resource leveraging, customer intensity. The second quadrant(concentrate here) has innovation. The third quadrant(low priority) has channel management, sales, marketing information management. The fourth quadrant(possible overkill) has prices setting, product development. These results showed that the success factors of startup's entrepreneurial marketing were proactive orientation, risk management, innovation, opportunity driven, resource leveraging, customer intensity and value creation.

• Journal of Agricultural Extension & Community Development
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• 제14권1호
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• pp.171-195
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• 2007

Gyeonggi rice has been placed relatively favorable market position in the domestic rice market. With the superiority of its quality, gyeonggi rice has been well recognized to consumers. The price of gyeonggi rice has placed higher position than that of others. But, gyeonggi rice are facing crisis on the competition by regional brands. Therefore, this study was carried out to find the differentiated marketing strategies on problem related with the product differentiation and brand marketing of gyeonggi rice. In order to find out how much the effort on the product differentiation of gyeonggi rice affects the price and brand recognition, fifty RPCs in gyeonggi province were surveyed. As the results, $22{\sim}23%$ of harvested rice which was gathered into RPC was come out 'obscurity of production origin' when we consider material hull rice in the original production territory by collecting time and channel. With comparing sales weight of gyeonggi rice by the place of shipment, agricultural cooperative channel was the highest by 44.7%. And, wholesaler comes to 17.7%, discount outlet store was 13.9%, large quantity delivery in business was 11.1%, and department store was only 5.2%. Finally, we could consider to adopt the traceability system on gyeonggi rice distribution system from production to consumers' table to get consumers' credibility and compete imported high quality rice.

• Journal of Korea Game Society
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• 제21권6호
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• pp.3-12
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• 2021

In this study, we verified the relationship of major variables that affect brand awareness, brand image and brand loyalty in the game industry. Six hypotheses for five variables were established and tested using K-BPI data. Distribution accessibility had the only significant effects on brand awareness, whereas marketing communication and distribution accessibility had significant effects on brand image. Only the brand image had a significant effect on brand loyalty. Brand communication to improve brand image and distribution to promote experiential marketing seem to be important.

• Journal of Digital Convergence
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• 제21권2호
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• pp.27-32
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• 2023

This study is about a marketability analysis and commercialization methodology analysis system using big data, and a marketability analysis and commercialization methodology analysis system that can analyze the marketability of the product based on a content channel capable of viral marketing. The marketability analysis and commercialization methodology analysis system using big data according to this study analyzes the marketability of the products to be analyzed by analyzing the marketing content provided on the content channel, so it has the advantage of determining more accurate viral marketing effects on the products to be analyzed.

• Journal of Distribution Research
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• 제6권1호
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• pp.37-56
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• 2001

We analyze the fast changing Chinese electronic consumer goods market based on the Korean manufacturer's case. We suggest the Korean manufacturer to implement the systematic management of integrated marketing in China with segmenting and focusing strategies. Also, we suggest two layer marketing channel strategy in China.

• Management & Information Systems Review
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• 제39권3호
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• pp.127-140
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• 2020

This study conducted analysis of YouTube channels by domestic companies as the marketing strategies of domestic companies vary due to the rapid growth of the Internet and YouTube channels. The YouTube channel analysis analyzed the number of subscribers, plays, videos and classifications of domestic companies on YouTube channels, the top 100 domestic companies in the YouTube ranking site "Company/Official. The analysis showed that 4.53 million companies had the largest number of subscribers, Samsung mobile, 544.69 million circuit Samsung mobile, and 11,416 League of Legends-Korea channels had the largest number of videos. The most product classification showed that food/dining companies were engaged in a lot of YouTube activities. The use of YouTube, which is rapidly growing in companies through analyzing YouTube channels from the perspective of a company's new marketing strategy, is a new tool for integrated marketing communications. It is expected that the YouTube channel, which enables two-way communication of companies' marketing strategies, will be used as basic data when producing YouTube content in the future.

• Information Systems Review
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• 제11권1호
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• pp.49-67
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• 2009

E-mail marketing is the cheapest channel in target marketing. The channel works amazingly well for marketers who know how to use it. The e-mail marketers are able to integrate transactional and behavioral data to improve the targeting content of e-mail marketing campaigns. The cost in e-mail marketing is low and e-mail marketing makes no pollution. But, the e-mail response rate is lower than all the other channels. So, it is very hard for companies to increase their sales volumes, though the companies are ready to execute e-mail marketing campaigns on the side of computer systems. Marketers can send messages easily to target customers compared to other channels. But, the possibility to be read by the customers is low. Normal e-mails are continually devalued by spam mails. This study shows the influence of e-mail marketing to increase sales used by credit cards, on the basis of the real data promoted by A bank, in the Republic of Korea. The analysis on the traits of the respondent can help marketers to target customers. If additional studies on the response prediction model on the basis of traits of potential respondents are done, the targeting method to increase the effectiveness of e-mail marketing will be better structured and organized.

• Asia Marketing Journal
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• 제14권3호
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• pp.49-68
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• 2012

When a channel is vertically separated, there can be inefficiencies, double marginalization. Channel coordination to amend this inefficiency has been an important issue in marketing and economics. Channel coordination deals with maximization of joint profit and achieving proper profit sharing among participants. In this paper, a manufacturer and heterogeneous multiple retailers with exclusive territory are assumed, and channel coordination with two-part tariff is considered. When multiple heterogeneous retailers are assumed, profit sharing can be an issue even though the tariffs based on marginal cost can maximize joint profit. In case of multiple heterogeneous retailers, the manufacturer earns the same profit (fixed fee) from each retailer. This means that a large retailer occupies all the gaps of channel profit between small and large markets. Then, the manufacturer, which generally plays the role of Stackelberg leader, will consider increasing fixed price or marginal price to earn more profit from large retailer. Those reactions can sacrifice maximization of joint profit by making small retailer withdraw or by changing the sales quantities. In this paper, to maximize joint profit and achieve proper profit sharing, two kinds of optional tariffs are considered. The first is an optional two-part tariff based on marginal cost and the second is an optional modified two-part tariff in which marginal prices are higher than the manufacturer's marginal cost. In both types of optional tariffs, maximization of joint profit in each market can be achieved. Moreover, optional tariffs alleviate the problem of profit sharing. Optional tariffs can provide a manufacturer more profit from a large retailer when profit from a small retailer is given. However, the analysis shows that the maximum share of manufacturer from a large retailer is restricted by the condition for self-selection. In case of optional two-part tariffs based on marginal cost, if the gap between demands is large, the maximum share of the manufacturer is sufficient to achieve proper profit sharing. If the gap between demands is not sufficiently large, the manufacturer cannot earn sufficient share from increased profit. An optional modified two-part tariff where marginal price is more than marginal cost of manufacturer is considered because of this scenario. The marginal price above the marginal cost may additionally control the distribution of the increased profit. However, the analysis shows that a manufacturer's maximum profit from a large retailer with given profit from a small retailer is the same as or lower than the maximum profit when optional two-part tariffs based on marginal cost are applied. Therefore, it can be concluded that the optional modified tariffs do not have additional contribution to profit sharing relative to the tariffs based on marginal cost. Although this paper does not cover all kinds of optional tariffs that are different from tariffs based on marginal cost, it shows the advantage of optional tariffs based on marginal cost and has important theoretical implications. The result of this paper also gives guide for channel coordination. Optional two-part tariff based on marginal cost can increase efficiency in channel coordination.

• Journal of Distribution Science
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• 제17권9호
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• pp.67-81
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• 2019

Purpose - The overarching aim of this study is to empirically test the effect of ex-post control mechanisms on multi-dimensional trust and channel performance in franchise systems. Although the franchise system is a vertical marketing channel based on trust between the franchisor and the franchisees, issues related to franchisee's opportunistic behavior have persisted and thus requires research into the effective control system of franchise headquarters. Research design, data, and methodology - In this study, data was collected from 150 franchises to identify the effect of two types of franchising headquarters' control system on the multi-dimensional trust and franchise channel outcome between franchisor and franchisee. To test the hypotheses intended to achieve this aim, structural equations modeling technique is utilized. Results - The results of this research reveal that among the two formal control systems studied (output and process control), output control positively and significantly affects multidimensional trust. Additionally, among the three dimensions of trust employed in this study, only expertise has a positive and significant effect on contract compliance. Equally, only expertise and integrity have a negative and significant effect on opportunistic behavior. Conclusions - The study provides managerial and theoretical insights into understanding ex-post control mechanisms, trust, compliance and opportunistic behaviors in franchise systems.