• Asia Marketing Journal
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• 제15권1호
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• pp.23-42
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• 2013

To overcome the profitability challenge these days, many global banks are increasingly focusing on cost efficiency through more efficient banking processes, such as online and mobile banking, whereas a number of other banks choose to differentiate their services for retaining and attracting the most valuable customer segment (Deloitte, 2011). While global banks in the retail banking industry are adopting either of these two business models as a strategic choice for their long-term growth, KB Kookmin Bank, one of the leading retail banks in South Korea, has begun to operate 'KB Rockstar' as a strategic channel, particularly designed to target college students in the youth market. The new marketing strategy has resulted in a positive impact on its brand image in customers' perception as well as a drastic increase in the number of youth customers. In this study, we analyze the case of 'KB Rockstar' and summarize the key factors for its success from a marketing perspective. First, 'KB Rockstar' is not simply a good channel strategy, but an innovative marketing strategy that aligns place, product and promotion together in order to create a synergy effect, resulting in the successful implementation of the bank's targeting strategy. Second, the strategy effectively establishes 'KB Rockstar' as a brand targeted to youth customers while also competently strengthening the image of the corporate brand, KB Kookmin Bank. The skillful implementation of organically combined marketing mix strategies has enabled the successful launch of the bank's sub-brand. Third, the strategy considers a retail bank branch as not only the place that makes sales transactions in order to generate short-term profits, but also the place that builds a long-term relationship with customers in order to maximize their lifetime values in the long run.

• 패션비즈니스
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• 제6권1호
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• pp.137-154
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• 2002

It's not easy to renew old brand of over 50 years history to the tastes of new consumer of our time. Most of national brands that has a history of some 20 years in Korea have strove for continuation and growth of brand to no avails, which can be taken as a good example of current situation. For instance, C company, one of the National brand of US which has a history of 51 years, has made its position secure as a fashion group and based itself on a sound foundation by establishing new marketing strategy and completing successful brand renewal in the process of strategic M&A with Italian company. Those successful marketing strategies are as follows. 1) they regarded both market and consumer oriented marketing activity as company's highest priority strategy and put great emphasis upon concentration on target market and reestablishment of brand image of business casual wear. 2) Setting up and operating planning team composed of merchandizer alone in Milano, they set the direction of plan on the basis of concentrated research on potential item in market according to thorough market research done by buying office in Korea, branch office in Hong Kong and buyer in US prior to blueprint planning for season. 3) Great emphasis was placed on business which focused on intensive presentation of basic key item for apparel career women who are main consumer group in the midium-low prices market in US and on supplementation of size and color. they named this line 'collectibles' and helped their customer develop their own clothes plan without worrying about the change of color and fabric by supporting same fabric and color throughout the year and enabled them to add variation easily by supplementing new trend item. 4) Company set black as a main color that lots of apparel career women find easy to care and to express their own image and presented them with pebble which belongs to navy and beige and added fashion color such as wine and brown etc as season goes by. They constructed basic line in order for their customers to coordinate purchased item with new one or to add them to present collection, and to achieve efficient sale by setting up strategy which allows this cross coordination and changing pattern occasionally. 5) Though basic jacket for 99$, short slim skirt for 49$ are products within midium-low prices range, in the material planning stage aiming at production of item that has both resonable function appealing to consumer and is fashionable, synthetic material had to be used as a main source due to price competitiveness. Despite this situation, considering comfortable sense of fit and refined drape of silhouette that has no sign of cheap material, whole collectible line was divided into two items, which contributed to reduction of cost. In case of material that is composed of triacetate and polyester in 70 to 30 ratio, was used up to 4 million yard, which allowed drastic curtailment of cost accompanied by concentration. In case of 'collectibles' line, using Korean material mainly, C company chose to have their product sewed in Southeast Asian countries where transportation is well developed and both productivity and quality verified by operating global production system which aiming at cutdown of cost through outsourcing production from the country where labor cost is low and getting finished product. Polarization between present consumers telling us that consumers with the mind of middle classes in the past no longer exists between consumers who seek after only fine article of highest quality and wise consumers who are sensible enough to judge bubble on correlation between price and quality. To cope with this change in new consumer mind, apparel makes changing their policy so as to produce item that has reasonable quality and falls within affordable price range anywhere in the world. and they're striving to get out of difficult situation by operating global marketing strategy which stresses separation of planning, production and sale and sensibility of fashion shared worldwide. The marketing strategy of C company can be exemplified as a successful one.

• 유통과학연구
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• 제10권8호
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• pp.15-23
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• 2012

This study is an attempt to explore the nature and characteristics of strategic impact of green strategy by environmental capital, corporate reputation, and technology strengths on the firm's performance across countries. The main question addressed in this paper relates to how corporate sustainability, corporate reputation, technology strength, and capabilities influence the firm's economic performance with respect to diverse dimensions of performance measures including sustained growth through the leading firms across countries in the United States, Canada, Europe, and Asia-Pacific countries. Particularly, this study attempts to empirically explore the directions and magnitudes of the operational links between new emerging strategic core competencies (e.g., sustainability green strategy by environmental focus for more sustainable path, corporate reputation by corporate social responsibility and image enhancement, and technology strengths to develop a new product and market) and the firm's economic performance with respect to diverse dimensions of performance such as accounting (ROE and EOA) - and market-based performance (Market value and Tobin's q). Considering all possible limitations that might exist with regard to selected samples and methods, this study demonstrates that environmental sustainability, corporate reputation, technological capabilities and competencies through R&D intensity and patent are most likely to be significantly associated with most market-based performance measures, but the strategic significance of other variables such as capital intensity, leverage, and administrative cost efficiency on performance tends to be different depending on which performance measure is used across different countries with diverse economic and business contexts.

• Asia pacific journal of information systems
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• 제20권2호
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• pp.39-62
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• 2010

As an engineered product, a software package has multiple dimensions that must be designed judiciously to enhance its competitive viability. Functionality, reliability and price are three such common dimensions. However, many software products are sold as bundles of individual components and the competitive impact of bundling has received less attention in the research literature. In this paper, we examine the implications of software vendors using bundling as an element of competitive strategy. A game theoretic model of the actions of an incumbent and a new entrant is developed and the impact on vendor and consumer welfare is analyzed. Numerical experiments with the model show that (i) increasing bundle size is an effective strategy for the incumbent to increase its payoff at the cost of the entrant's payoff and consumer surplus, especially when the entrant's quality is low (ii) in the presence of bundling, the entrant can still increase its own payoff and consumer surplus at the cost of the incumbent's payoff, by increasing product quality up to the level that best segments market demand with the incumbent and (iii) an increase in bundle size by the incumbent, or an increase in quality by the entrant, can both result in an increase of total surplus. Similar results are observed in a related case where the entrant offers free software bundles. Our results provide insights into how software vendors may strategically use bundling and quality as additional product dimensions in order to stay competitive in the market. These results also inform the competing vendors of the impact of bundling related public policy actions on their respective payoffs.

• 무역학회지
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• 제46권6호
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• pp.55-71
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• 2021

The purpose of this study was to establish the causal structural model among brand image and country image associated with consumers' purchase decision of products. The specific objectives were 1) to analyze the effects of brand image on consumers' purchase decision of products, 2) to analyze the effects of country image on consumers' purchase decision of products, 3) to analyze the effects of brand image on country image, 4) to analyze the mediating effects of country image between brand image and consumers' purchase decision of products. The conclusions of this study are as follows: First, companies must have an advantage strategy for brand image along with country image. To this end, a strategy to promote the brand image through various media is effective. Second, it is necessary to find new transformation through the establishment of brand identity at the corporate level so that consumers can have a good impression on the brand image. Third, it is important for companies to make efforts at the level of brand image and country image to provide consumers with information that can increase expectations and actual satisfaction and to build product reputation. In addition, it is necessary to embody brand images and country images into global marketing mix strategies. Fourth, if companies build a brand image that symbolizes a differentiated culture, the brand image can have a positive effect on consumer purchase decisions. Along with this, companies can further increase their positive effects by developing representative brand image contents. Fifth, this study confirmed that the higher the image level of the manufacturing country in a situation where consumers' preferences are diversifying, the more the brand image leads to consumers' purchasing decisions. Therefore, brand managers are required to build a country image suitable for the existing brand image when advertising at the time of product introduction.

• Asia Marketing Journal
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• 제20권4호
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• pp.1-19
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• 2019

This paper reports a case study of SevenBräu, the first company to acquire a license for small and medium scale beer manufacturing in Korea. This study explores how SevenBräu analyzed its consumers, competition, and environment to set its target market and successfully positioned itself to explore new markets in Korea. The company accomplished this through a mixture of marketing strategies with differentiated products and consumer benefits. SevenBräu has been growing fast and establishing its image as a "high-quality craft beer locally produced in a traditional way" and a "beer with regional characteristics," with young consumers (aged 20 to 35) as the main target. Such remarkable growth of SevenBräu can be attributed to factors such as: (1) product differentiation to satisfy the needs of consumers for taste, flavor, diversity, and freshness, (2) developing brands with regional characteristics and actively communicating its strategy through earned and owned media, and (3) sustainable management, considering both social value creation and environmental performance. Lastly, this case study presents challenges in the areas of brand management, value delivery network, and communication that SevenBräu needs to address in the beer market that faces increasing competition.

• Asia Marketing Journal
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• 제14권4호
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• pp.1-22
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• 2013

A growing gap between market needs and the capabilities of the enterprise prompts repositioning (Corstjens and Dolye 1989). This article examines the strategic repositioning of 'Korando Sports' undertaken by SYMC throughout the period from Jan. 2012 to Jun. 2012, to boost sales volume and market share by entering market of active-lifestyle consumers currently occupied by SUVs. SYMC's experience indicates that it is essential to close the gap between the market needs and the ability of the enterprise to make a shift to new consumer segment with a new positioning. The successful repositioning framework(Ryan et al. 2007) were employed in this paper. This framework is comprised of six elements: core strategic values, strategic flexibility/learning capabilities, customer awareness and sensitivity, external orientation, management commitment, and belief in the product and brand. The evaluation based on the successful framework also confirms that 'Korando Sports' case meets all the requirements of the successful strategic repositioning. This paper provides some of the managerial implications with aim of assisting executives in identifying strategic repositioning opportunities. Primarily, the 'Korando Sports' case affirms the repositioning as a viable strategy and indicates that repositioning is a feasible means for strategic change. Second, this case shows the influence of a target consumer and SYMC's repositioning to follow consumer preference for a particular attribute. Moreover, we can understand how a product formerly considered weak in attributes can enjoy benefits in other segments with the same attributes.

• 통상정보연구
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• 제16권4호
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• pp.103-123
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• 2014

수출성과는 수출마케팅 연구의 핵심적인 주제이다. 본 연구는 기업이 해외 수출시장전략으로 선택한 적응화 전략과 표준화 전략이 실제로 마케팅 변수에 실행된 수준과 그 결과 획득된 수출성과 사이에 어떤 상관성이 있는지를 탐구함으로써 적응화와 표준화의 전략적 활용성을 높이는데 도움을 주고자 하였다. 본 연구의 실증분석은 우리나라 수출시장으로 진출하고 있는 뉴질랜드의 수출기업을 대상으로 하였다. 적응화와 표준화는 전략 실행의 정도와 수준을 의미하는 연속적인 개념으로 각각 강점과 약점을 가지고 있다. 실증분석 결과 적응화 전략의 경우 수출성과(만족과 불만족한 수출사업)의 차이는 제품 변수보다는 가격, 장소, 촉진 변수에서 유의미하게 나타난 반면, 표준화 전략의 경우 가격, 장소, 촉진 변수보다는 제품 변수에서 수출성과의 차이가 발견되었다. 이는 기업이 해외 수출시장을 공략할 때 제품 변수는 표준화 노력을 그리고 가격, 장소, 촉진 변수는 적응화의 노력을 기울일 때 만족한 수출성과를 얻게 될 가능성이 높다는 점을 시사해주고 있다.

• 복식
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• 제66권8호
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• pp.138-156
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• 2016

This study analyzed the effects of CEO's authentic leadership on job satisfaction and organizational performance in a fashion company, and the differences in the CEO's authentic leadership, job satisfaction and organizational performance by the size of the companies. The study analyzed responses collected from questionnaires filled out by 440 employees of fashion companies. The results of this study were as follows; First, the transparency, future orientation, self-awareness, balanced process, and ethicality of CEO's authentic leadership positively influenced the wages or system satisfaction. The CEO's transparency, future orientation, self-awareness, and ethicality positively influenced job satisfaction. Also, the CEO's transparency, future orientation, self-awareness positively influenced the working condition or environmental satisfaction. Second, the wages or system satisfaction and working condition or environmental satisfaction of employees positively influenced the management performance of fashion companies. And the wages or system satisfaction, job satisfaction and working condition or environmental satisfaction of employees positively influenced the new product performance and job performance. Third, the CEO's authentic leadership of fashion companies positively influenced the management performance, and the CEO's transparency and future orientation positively influenced the new product performance. In addition, the CEO's self-awareness, balanced process and ethicality influenced the job performance. Fourth, there were significant differences in the CEO's authentic leadership, job satisfaction, management performance and new product performance by fashion companies' size. The results of this study will be useful in successful business strategy and improving the performance of fashion companies.

• 한국정보시스템학회지:정보시스템연구
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• 제30권2호
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• pp.243-259
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• 2021

Purpose The beginning of innovation and creation, Haenggung-dong, Paldal-gu, Suwon-si: Suwon Hwaseong Fortress, which began in 1794 by King Jeongjo in accordance with the spirit of Beopgochangsin, mobilized the abilities of traditional techniques, new science and technology, and artists New starting point for urban innovation in Suwon: Based on 5G technology possessed by leading companies in the global ICT industry in Hwaseong (Haenggung-dong), a product of cutting-edge evidence, solve various urban problems through public, private, industrial and academic governance, and a new business model It aims to reorganize into the space where this is created. Design/methodology/approach The New 1794 Project is a 2019 demonstration project requested by the Ministry of Land, Infrastructure and Transport for "Suwon Smart City Challenge Project: Haenggung-dong, Paldal-gu, Suwon-si," developed by the Dankook University SW Design Convergence Center, and the main project from 2020 to 2022. The smart city project strategy should be implemented based on partnerships with multiple stakeholders, and the bottom-up approach and the traditional top-down must be able to coexist. Therefore, the smart city solution applied a horizontal governance method. Findings In this study, the definition of the New 1794 Project, which is the key to defining smart cities in relation to all analyzed aspects, was developed.