• Asia Marketing Journal
• /
• v.13 no.3
• /
• pp.265-274
• /
• 2011

The objective of this case study is to analyze how effectively KIA K5, which is a leading mid-size car brand, has positioned itself into the mid-size car market. Before KIA launched the K5, Sonata and SM5 were the leading brands in the mid-size car market. They had loyal customers who like their similar images. As many competitors keep launching new brands or new designs into the car industry, Sonata and SM5 were pressured to introduce new versions. But, the YF Sonata and the New SM5 failed to catch up with the new trends in the market. Whilst YF Sonata was perceived as too innovative, the New SM5 was treated as an old car by the target customers of the mid-size car. While the two leading brands struggled to attract customers, KIA K5 found a new market space by identifying and focusing on the lucrative replace and up-grade demand segment and filling the gap between the current product category values and the emerging mid-size car category values. The K5 found the right values that customers need and successfully articulated the values to the customers. This case study illustrates that a successful positioning strategy can be effectively employed to attract customers in the saturated car manufacturing industry. This case can be summarized as the successful positioning strategy of KIA K5 is comprised of four primary pillars: design innovation, market analysis, STP (segmentation, targeting, and positioning), and launch strategy. The KIA K5 case study provides valuable insights and implications for many other companies that are planning to find a proper positioning strategy for their own business.

• The Journal of Society for e-Business Studies
• /
• v.22 no.1
• /
• pp.123-146
• /
• 2017

The information that consumers share in the SNS (Social Networking Service) has a great influence on the purchase of consumers. Therefore, it is necessary to pay attention to new research methodology and advertising strategy using Social Big Data. In this context, the purpose of this study is to quantitatively analyze customer value through Social Big Data. In this study, we analyzed the value structure of consumers for the three smartphone brands through text mining and positive/negative image analysis. Analysis result, it was possible to distinguish the emotional aspects (sensitivity) and rational aspects (rationality) for customer value per brand. In the case of the Galaxy S7 and iPhone 6S, emotional aspects were important before the launch, but the rational aspects was important after release date. On the other hand, in the case of the LG G5, emotional aspects were important before and after launch. We can propose two core advertising strategies based on analyzed consumer value. When developing advertising strategy in the case of the Galaxy S7, there is a need to emphasize the rational aspects of product attributes and differentiated functions. In the case of the LG G5, it is necessary to consider the emotional aspects of happiness, excitement, pleasure, and fun that are felt by using products in advertising strategy. As a result, this study will provide a good standard for actual advertising strategy through consumer value analysis. Advertising strategies are primarily driven by intuition or experience. Therefore, it is important to develop advertising strategies by analyzing consumer value through social big data analysis.

• Journal of Fashion Business
• /
• v.8 no.4
• /
• pp.117-130
• /
• 2004

The purposes of this study were to find out highly market sharing young casual brands, to compare their trends of concept and competition, and to propose orientation of brand concept repositioning and marketing strategies on Department stores. Reference searching method and field searching method were used for this study. The results were as follows: 1. The brands which covered more than 50% market share included <96NY> . 2. Price range of these brands was from 130,000 to 220,000 won. The brands of upper-moderate price zone included <96NY> and they were very competitive each other. The brands of moderate price zone included and they were also very competitive between them. However, the brands of lower-moderate price zone had lower competition. This price zone might be a good point to launch new brands. 3. The main target-age of young casual zone was from 17 to 30 years. The most of brands focused on 21-25 years old, which were higher age targeted before. 4. The main concepts of these brands were 'luxury, girlish, sexy' and 'Sportism, lifestyle' were sub-concepts.

• Journal of Distribution Research
• /
• v.15 no.5
• /
• pp.217-235
• /
• 2010

In franchise industry, territorial restraint is a system that imposes exclusive right to franchisers in a certain business area. To the franchisers, this system guarantees monopoly profits in a local market and exclusive rights during the contract periods. In such a way, franchisee generates a big revenue at once on the basis of franchiser's initial investment such as interior cost and franchise fee, it must have supervised franchiser's moral hazard for the territorial restraint agreement. Rather than territorial restraint can be a system to give exclusive right to franchiser's so that they neglect their own sales and too much rely on headquarter's brand and marketing activities without their own efforts. This paper assesses the implication of territorial restraint by examining the effect on brand extension, degree of contract termination. Drawing on research in transaction cost agreement and opportunism, the authors suggest that franchisee is highly likely to launch similar brand which is not effected on previous contract when territorial restraint is set out in the contract system. Moreover, the authors find that the degree of contract termination will be high in the existence of territorial restraint due to the franchisee's opportunism. The results imply that territorial restraint induces franchisee's opportunistic strategy more aggressively so that the possibility of brand extension or new brand launching will be increased. At the same time, franchisee is aggressively seeking for the reason for contract termination due to the pursuit of its profit maximization. Based on some empirical findings, this paper concludes with policy implications and some necessary fields of future studies desirable.

• Asia Marketing Journal
• /
• v.12 no.4
• /
• pp.165-181
• /
• 2011

In 2005, Yuhan Kimberly found interesting points in the existing customers' U&A survey on the kitchen towel. The usage of Korean consumers is usually restricted to getting rid of the oil from the fans and the fried food. This usage limits could be the barrier to the diffusion of kitchen towel. Although consumers were worried about the hygiene situations about the dishcloth, they also percieved that the existing paper kitchen towels were short of something to soothe their inconveniences. As a result, the company made a decision to seek out the solution for the consumers' worries. The relative shortage of the paper kitchen towel compared to that of the unhygienic and inconvenient dishcloth was its lack of water-endurance. The dishcloth could be reliable in the wet environment which is very common in Korean kitchen, whereas the paper kitchen towel was perceived as very weak and unreliable in removing water form the dishes and the sink. To overcome the common sense of the consumers, it is important to shift the consumers' perception of the kitchen towel category. It is needed to expand the usage time from one time to several times in a day. So it is needed to redesign the customers' kitchen life. The company adopted the brand "Scott^®" to meet the global brand strategy of the parent company, Kimberley Clark. This brand was also adopted and made a succesful launch of the similar product lines in Latin America. Furthermore, to make an emphasis on the differentiation from the existing paper kitchen towels, the company made the slogan, "Scott^® washable kitchen towel." This slogan was designed to expand the familiar product image of convenient paper towels to water-resistance. As a result, consumers show the changes in usage behavior of paper towels and apply them for more various purposes such as cleaning the decks and tables. This change results in the rapid sales increase of "Scott^® washable kitchen towel."