• Asia Marketing Journal
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• v.17 no.3
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• pp.73-103
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• 2015

According to Resource Dependence theory, an organization's behavior and strategy is affected by external resources. An organization has diverse resources interacting with environment. Because organization cannot focus on all those resources, it concentrates on its critical resources. In market environment, firm responds to other firms by controlling their internal critical resources or manages interdependency with environment to get market share. Thus Firm should choose best behavior and strategy when internal and external resources are change. When new brand enters, incumbents might change their strategy to protect their market share depending on critical value. More precisely, incumbents sharing market with entrant respond, but incumbents having competitive internal resources do not. In this article, we study incumbent's responses to a new brand entry and long-term effect. We show that how incumbents change their price strategy in reaction to the new brand' entry and also show these responses vary depending on interdependency of internal resources and external environments and ownership.

• Journal of the Korea Safety Management & Science
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• v.13 no.3
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• pp.175-182
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• 2011

The purpose of this article is to suggest what is the desirable direction of economic relationship between Korea and China. The economic relationship between countries is based on how the present network is. As the economic relationship between countries grows, the network between countries will expand. In the past, the economic relationship between Korea and China is cooperative one from the viewpoint of international division of labor. Korean industries was focused on the value-added and mid-advanced technology products, while Chinese was focused on the labor-intensive products. As the China's economy grows for more than thirty years, there is a great change in China's economic policies and environment. China's industry structure is moving from the labor-intensive industry to technology-oriented industry. China's exports to the global market is increasing very fast, and China's domestic market is also growing. The change in Chinese industries' structure bring about severe competition in the global market. The expanding China's domestic market is also good opportunity as the new market in the world. The change in China's industrial structure needs for Korea to establish the 'New Network" between two countries. Korea has to grab the new opportunities in the China's domestic market and find new cooperative network with the products and industries.

• Asia Marketing Journal
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• v.14 no.3
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• pp.169-184
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• 2012

All firms require new stimulus to spurt growth. Therefore it is necessary to successfully develop new products and to employ appropriate marketing practices for the new products to enter and settle in the market. Binggrae, a Korean company that specializes in dairy and processed dairy products, introduced a ready-to-drink (RTD) coffee product, 'a Café la' to expand its business into the coffee market in 2008. Binggrae was a latecomer in the RTD coffee market but a Café la has shown an impressive average sales growth rate of 115% as of 2011 since the launch. Moreover, it is a steady bestselling coffee brand among the Polyethylene terephthalate (PET)bottle category. Binggrae found potential and opportunity in the growing coffee market and made efforts to develop a new product that can be differentiated from the existing products. The result was PET bottle coffee, which was more portable and convenient to drink than coffee products offered in cups or cans. PET bottle coffee is produced through the patented Aseptic Filing System, thus the original coffee flavor stays fresh when combined with milk and has a longer shelf life than coffee products in cups. Moreover, as the taste of coffee consumers has become more sophisticated, Binggrae developed a premium product by differentiating the product processing method and by using higher-quality Arabica beans. After launching the new product, the company also employed a well-designed communication strategy. First, Binggrae was able to confirm the level of market demand and market potential for the product by employing BTL (Below the Line) marketing strategies through the consumers' word-of-mouth. Afterwards, the company invested its resources for a full-scale ATL (Above the Line) marketing campaign. Later a Café la's TV commercial effectively portrayed the product's characteristics, and succeeded in raising consumer awareness of the product. As a result, a Café la has become the bestselling brand in the PET bottle coffee market. The successful new product marketing strategy of Binggrae'sa Café la offers many valuable implications for companies planning to launch new products in the future.

• Journal of Convergence for Information Technology
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• v.7 no.2
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• pp.17-24
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• 2017

As the fourth industrial revolution era, lots of new convergence products are being launched but most of them are disappearing due to intense competition. In particular, small and medium-sized businesses(SMBs) don't have a lot of management capabilities, so they focus on performance and quality rather than considering specific marketing strategies when planning a product. However, if the strategy isn't included when new convergence products are planned, it can be difficult to enter the initial market and mainstream market. In this paper, we examined the risk factors that may occur in the process of transition from the initial market to the mainstream market, from chasm marketing perspective. Through this analysis, to launch new convergence product and go beyond chasm at the same time, we have analyzed the chasm marketing and social network perspective, and then suggested four marketing strategies. When SMBs make new convergence product enter into mainstream market, these marketing strategies will be favorable to them which want to position at the dominant advantage of the market in the fierce competition.

• Journal of Wellbeing Management and Applied Psychology
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• v.5 no.4
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• pp.39-50
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• 2022

Purpose: Odor generated in traditional markets causes discomfort, hindering the pleasant life of residents, and complaints of odors are steadily increasing every year. Odor is defined as a smell that stimulates a person's sense of smell by stimulating hydrogen sulfide, mercaptans, amines, and other irritating gaseous substances. Research design, data and methodology: It is not easy to grasp and manage the current status of the odor analysis of living odors such as traditional markets. Seongnam City has an advanced new town of Bundang and Pangyo, while old cities such as Sujeong-gu are relatively underdeveloped. Results: As a result, the gap between the old city center and the new city center widens, so it is urgent to develop a balanced development. Based on this, the market of Seongnam-si is divided into the old city center and the new city center, and the odor complaint in the traditional market is analyzed to find a solution. A survey was conducted to understand the current status of odor management in the Seongnam-si market and the odor felt by users. Moran Market, Seongnam Jungang Market, and Kumho Market and Dolphin Market, located in the new city center, were selected as targets. The items of the survey consisted of the frequency and cause of the odor, the current status of market management, matters that need improvement, and efforts to resolve the odor. Conclusions: Therefore, this study aims to help citizens feel better about odor environment in places where odor standards are exceeded or complaints occur frequently, and to help local governments and market merchants establish more efficient and useful development plans.

• Journal of Distribution Research
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• v.12 no.3
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• pp.1-21
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• 2007

This study introduces 'Free Market' that was recently developed in front of Hongik university. 'Free market', as a place for transactions for art products produced by artists or prospective artists, is held regularly every Saturday in front of Hongik university. This study collected data through in-depth interviews with participants and participant observations at the market to analyze the success factors of 'Free Market'. We described development process, unique characteristics of 'Free Market' and new experiential values that the market provide to the participants. This free market was introduced as roadside stand in the middle of 1990s when some artists started selling their works. It passed through the growth stage after it staged the event that had mixed characteristics of 'flee market' and 'art market' at local festivals in 2001. In 2002 Sin-Chon culture forum directedculture-oriented market and the market has been developed as a current 'Free Market'. Recently 'Free Market' is comprised of steps, artists, and customers who voluntarily participated in the market. The market is held regularly every Saturday and provide various types of programs for the participants. Major characteristics of this free market were summarized as 'complex space' and 'role transition', and these characteristics provided the participants new experiential values such as 'freedom', 'emergent experiences', 'social interaction' and 'hero of festivals' through the participant role. We interpret that 'Free Market' has been successfully settled down as a new type of retail store based on these new experiential values. Therefore, this case provides very useful implications that unique experiential values that a store provides to the customers can be major sources of store competitive advantages.

• Journal of Science and Technology Studies
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• v.19 no.2
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• pp.1-40
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• 2019

Built upon ethnographic method such as participant observation and in-depth interview, this study analyzes the material culture of electronic flower auctions at Yangjae Flower Market. From the viewpoint of Actor-Network Theory(ANT), this research examines how human actors like dealers and auctioneers interact with nonhuman actors such as market devices and these interactions form networks called "agencement." This research is focused on three main objectives: first, to study how the performance of auctions - i.e. the interactions between auctioneers and dealers - change in the wake of new market devices in the auctions; secondly, to look into what changes artifacts bring to the social relationships between auctioneers and dealers; lastly, to analyze the influence of new market devices on auction price in the market. The results of this research are as follows. First, the appearance of new market devices generates changes in the performance of auctions, which means the change of 'agencement' of flower auctions. Direct interactions between auctioneers and dealers turned into indirect interactions through new market devices. Moreover, the changes in the agencement brought changes to the identity of auctioneers and dealers. Secondly, the new agencement caused by the inflow of new market devices formed the trust between the devices and human actors, which gave rise to the trust in electronic auction and in counterpart actors as well. In addition, new market devices lowered direct interactions between auctioneers and dealers and thus made more equal relationships between the two than before. Lastly, market devices like trading screen reduced the leverage of auctioneers by providing dealers with bidding information previously possessed by auctioneers much openly and dealers were able to decide auction prices in more reasonable and dispassionate manner. Economic agency, power, trust, price, and information in the market is material and sensory.

• Journal of the Architectural Institute of Korea Planning & Design
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• v.35 no.6
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• pp.47-58
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• 2019

According to the Korea Ministry of Transportation report in 2015, domestic used car trade (3.66million) is twice the number of new car sales (1.84million). However, contrary to the quantitative growth of the used car trading volume, chaotic used-car market practice has not been improved and also, space that holds these markets (facilities) has remained at a very low level of quality. Lemon Market, asymmetry of information, false bait, tout, dual contracts, negative words that qualify the used car market information are still in place. The aim of this study was to understand the unique circumstances of the used car sales market distinguished from new cars, and to analyse the problems of recent domestic used car market facilities and afterwards to draw guidelines for new used car facility architecture. Through literature review, surveys, the characteristics of domestic used car market have been organised and field research and competitive analysis of the Korea used car market architecture is followed. As a result, empirical guideline for Korea used-car market facility is introduced.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.1-28
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• 2007

The success of new product development is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, market orientation, and competitive environment as the key success factors of new product development. Recently, the role of IT infrastructure in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT infrastructure are lacking. The purpose of this study is to empirically exam the impacts of IT infrastructure on new product competitive advantage. In this study, IT infrastructure is conceptualized as the flexibility of IT infrastructure. Based on previous research, a conceptual model is established by incorporating the direct impact of IT infrastructure flexibility and its indirect impact through the key success factors on new product development. To empirically test the research model, data are surveyed from a pair of IS department and Marketing department of 92 consumer goods manufacturers. By employing PLS technique, the measurement reliability and reliability of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis shows that IT infrastructure flexibility has no direct effect on new product advantage, However, the indirect effect of IT infrastructure is found, which is mediated by marketing capability, manufacturing technical capability, cross-functional integration, and market orientation respectively. Hence, The flexible IT infrastructure increases cross-functional integration (H1), market orientation (H3), marketing capability (H5), and manufacturing technical capability (H6). All success factors of new product development excepts for competitive environment have a positive association with new product competitive advantages (from H10 to H14). Finally, the path from IT infrastructure flexibility to cross-functional integration, to market orientation, to market knowledge capability, and to new product advantage is found as the strongest path. These results indicate that the flexible IT infrastructure enhances information sharing with multiple departments and collaboration within a distributed innovation environment. The collaboration among departments positively affects the level of customer and competitor intelligence. The ability to obtain knowledge about customers and competitors makes firms to adapt to a changing environment quickly and to respond to customers' demands adequately. The flexible IT infrastructure also enhances the capability of organization to more rapidly respond to the changes in product design resulting in faster product development and reduced costs. In addition to, it enhances marketing capability by the two-way communications with customers and the analyses of various kinds of customer data. In brief, the finding of this study suggests that the flexible IT infrastructure allows many firms to pursue sustained new product competitive advantages. This study advances research on IT infrastructure in two important aspects. First, by Integrating marketing research and IS research, this study develops a conceptual model on the role of IT infrastructure in enhancing new product advantage. Second, it empirically finds the indirect impacts of IT infrastructure on new product advantage, which confirms the potential for the IS field to contribute to new product development research. The limitations of this study are also discussed to provide research directions for future research.

• Fashion & Textile Research Journal
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• v.3 no.2
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• pp.148-155
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• 2001

The purpose of this study was to segment the clothing customers of new traditional market according to shopping orientation and to clarify the different clothing behaviors among segmented groups. This study may be useful for new traditional marketer to make proper marketing strategies. The subjects for the final analysis were 400 customers who visited Namdaemoon and Dongdaemoon new traditional markets. The statistics used for analysis were factor analysis, cluster analysis, Cronbach-${\alpha}$, one-way ANOVA, LSD multiple range test and chi-square by the SPSS program. The results of this study were as follows: 1. The customers of new traditional market were segmented to 5 groups (Diffidence Group, Confidence/Information Group, Active Group, Shop/Brand Loyalty Group and Planned Purchasing Group); 2. The five segmented groups were significantly different in clothing evaluation standards, shop evaluation standards, satisfaction and demographic variables such as sex, age, education and monthly spending money.