• Journal of the Korean Society of Clothing and Textiles
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• v.42 no.5
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• pp.809-822
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• 2018

Fashion brands communicate with consumers through the use of fashion films that are effective in the delivery of the image. This is because digital media (such as fashion films) are popular and accessible as well as effective in attracting people's attention. The reasons why fashion films have become a new fashion media among many others is becuase they are based on an existing platform. This study will examine offline platforms of fashion film: flagship store, fashion exhibition, and fashion show. The offline platform of a fashion film is a physical space where a fashion film can be exhibited and viewed as a medium that can effectively convey fashion film to consumers. As a research method, the concept of an offline platform of fashion film is established based on a literature review of fashion films and platform that is followed by an empirical case study. The study results show that the offline platform of a fashion film is in the progress of turning into an autotelic space where the consumption of such culture as cinema and theater has become possible.

• The Research Journal of the Costume Culture
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• v.31 no.4
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• pp.452-466
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• 2023

This study focused on how retail tech promotes differentiated customer experiences in offline fashion stores. The purpose of this study is to determine the effects of the characteristics of fashion retail tech stores on consumers' flow and satisfaction. We surveyed Koreans aged 10 to 50 who had experienced offline fashion retail tech stores. The survey was conducted from April 28, 2023, to May 21, 2023. The total number of survey respondents was 200. The quantitative data collected through questionnaires was analyzed using SPSS 25.0. To reveal the effects of fashion retail tech store characteristics on consumer's flow and satisfaction, frequency analysis, we conducted frequency analysis, factor analysis, reliability analysis, correlation analysis, and regression analysis. The results of this study, figured out that fashion retail tech store's characteristics, including playfulness, efficiency, interaction, and information provision, have a significant impact on behavior flow, emotional flow, and satisfaction. As a result of analyzing the influence of consumers' flow led to satisfaction, it was confirmed that emotional flow positively influenced satisfaction, but behavioral flow had no meaningful effect on satisfaction. The results of our study can be used to make a successful marketing strategy and can serve as foundational data for consumer research on retail-tech-applied offline fashion stores.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.3
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• pp.47-55
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• 2016

The proliferation of the Internet and related technologies has led to a new form of distribution channels, namely online retailers. The conventional offline and the new online retailers have different transaction costs perceived by the consumers in the following perspectives: the accessibility to the product information, the traffic cost and the opportunity cost for the time to visit the store, the delivery time and the possibility of 'touch and feel' to test the quality of the product. In particular, the online retailers have lower distribution cost structure in that they do not have physical stores, which results in lower selling price. Thus they continuously offer price competition against offline retailers using the lower selling cost as competitive weapon. Moreover the emergence of the social commerce is likely to intensify the competition between the online and offline retailers. To survive in this fierce competition, the offline retailers are trying to defend their business interests by sticking to offline transaction in anticipation of increased customer loyalty, customer's preference for 'touch and feel' style shopping, and others. Despite of these efforts, customers who touch and feel a product in an offline store but purchase the product through an online retailer are increasing. To protect such customers, recently, some of the offline retailers began to provide the mobile discount service (MDS) which enables the offline customers to purchase a product at a discounted price through the mobile applications. In business competitions, the price discount strategy is usually considered to secure more market share at the cost of lower profit. In this study, however, we analyze the effect of MDS as a weapon for securing more profit. To do this, we set up a game model between the online and offline retailers which incorporates the effect of the MDS. By numerically analyzing the Nash equilibrium of the game, some managerial implications for using the MDS for more profit are discussed.

• Journal of Korean Institute of Industrial Engineers
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• v.27 no.2
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• pp.181-189
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• 2001

The proliferation of the Internet and related technologies and applications has led to a new form of market place known as the electronic store. In this paper, we study competition between two shopping channels, an electronic store and traditional retailers. Based on the circular spatial market model, we derive the Nash and Stackelberg equilibria as a function of the efficiency of the electronic store. The result shows that the Stackelberg equilibrium is always superior to the Nash equilibrium for both channels. It is also shown that, in some cases, the electronic store has incentive to decrease its efficiency to gain more profit.

• The Journal of Industrial Distribution & Business
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• v.11 no.7
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• pp.51-60
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• 2020

Purpose: Recently, Korean cosmetics distribution market has been reorganized with the H&B store. In the domestic cosmetics distribution market, existing brand road shops are decreasing, and multi-shops are leading the H & B stores, which have greatly improved their experience and content. In these environmental changes, the offline distribution channels are turning into the multi-editing shops that have introduced products of various brands and greatly enhanced experiences and contents. Nevertheless, most studies of factors and measurement items for measuring customer experience in the H&B store use Schmitt (1999)'s Strategic Experience Modules (SEMs). Therefore, the purpose of this study is to propose a measure that is practicable through consideration of the in-store customer experience components of the H&B store. Research design, data and methodology: Based on Schmitt's Strategic Experience Modules (SEMs), which are widely used in customer experience marketing, the metric pool was constructed through customer and literature research on H & B store managers. Since then, 101 preliminary surveys and 211 main surveys have been conducted in order to propose a dimension of customer experience and refine the metrics. Results: As a result of the research, H&B store's customer experience was derived from a measurement model consisting of 19 measurement items in total of five dimensions: environmental experience, intellectual experience, behavioral experience, tech experience, and relationship experience. This study analyzed that compared to the existing Schmitt's Strategic Experience Modules (SEMs), (1) emotional experience expanded to environmental experience, (2) Cognitive and relationship experiences are maintained (3) behavioral experience was subdivided into physical and technical experiences. In particular, the environmental experience has been proposed as a major component is an important point because the H&B store recently opened a large flagship store and is competitive in constructing a differentiated space. Conclusions: Related experience was seen as an important component of customer experience in the offline store, but in the process of refining the scale, interaction items with employees of the H&B store were removed, and rather, participation in the APP or SNS channel of the company, event Participation, interaction with other customers, etc. appear to be important, while suggesting the practical implications.

• Journal of Korea Port Economic Association
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• v.35 no.1
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• pp.39-56
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• 2019

This study addresses the management performance of the retail industry in Korea. The Non-store e-commerce business, consisting of TV home shopping and online shopping, grew very fast during the 2000s. For roughly six years in the 2010s, the diversification of online shopping business models, intensifying competition, and the proliferation of competition accelerated the entry of offline shopping retailers. During the analysis period from 2001 to 2016, the performance of the Non-­store e-commerce business was statistically better than that of the offline shopping retail business, department stores, general retailers, and small­-sized retailers. As expected, a significant difference between performance and some of the indicators of growth and activity could be seen because of the capital and operating structure of the retail industry. In particular, the Non-store e-commerce businesses have diverse sales media and heterogeneous business models. In this study, we have presented the significance of the differences in the indicators of operating profit and inventory turnover, as well as the discussion required for managing in the future.

• Journal of Information Technology Applications and Management
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• v.28 no.1
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• pp.111-121
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• 2021

The growth of online malls encourages the existing offline stores to manage their online stores or reinforce the purchasing service through related mobile applications (apps). This may seem to be the omni-channel strategy for connecting the existing customers to online shopping. This study, research on offline stores' acceptance of and satisfaction with smart phone apps, attempted to arrange some factors allowing consumers to be satisfied with such apps, and examine whether the satisfaction with the apps lead to that with the stores based on the EMTAM (Extended Mobile Technology Acceptance Model). In particular, the existing stores trying to enhance the omni-channel put on emphasis on the synergy between online and offline stores, rather than replace offline store with online ones. The results of an analysis showed that the factors influencing the satisfaction with apps included mobile usefulness (MU), mobile ease of use (MEOU) and mobile enjoyment (MEJ), and that the satisfaction with them had an effect on that with stores. On the basis of the findings, this study summarizes theoretical and practical suggestions.

• Korean Institute of Interior Design Journal
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• v.25 no.5
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• pp.111-120
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• 2016

Unlike the past, brick-and-mortar is no longer on the priority list for the shopping activity. Instead, it is replaced by various non-store shopping alternatives, such as Internet, TV, catalog, mobile, etc. As consumers engage digitally, they made fewer trips to stores. Especially, as mobile shopping made the price comparison possible while shopping in the store, new shopping trend of 'showrooming' came to the fore as the serious issue. In order to cope with the this crisis, many brick-and-mortar retailers utilize omni-channel strategy for their countermeasure. This research paper is to suggest the omni-channel strategy that is applicable for the brick-and-mortar retailers. The results are as follows. First, in order to set up the connected-channel shopping environment, consumers have to be exposed to the environment that can deliver the continuous brand experience under the same price policy, brand and store management, etc, as integrating the various purchasing channels into one. Especially, in-store environment needs to change for the place where consumer experience is stressed for the most as using virtual reality devices with augmented reality technology. Also, the online digital kiosk, and tablet that consumer can order the products through the online channel while shopping in-store Second, the barrier-free in-store environment should be offered in order to increase the consumer convenience. This change will allow consumer communicate with the store environment more effectively. Lastly, brick-and-mortar should extend the physical territory as utilizing the offline's advantage and disadvantage through setting up the digital interactive wall or pop-up store for increasing the opportunity of customer interaction with the store. Moreover, visiting service for the elderly, housewife with the baby, or disabled person will be one of the effective substitute.

• Journal of Fashion Business
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• v.12 no.6
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• pp.124-137
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• 2008

The present study was implemented to understand high school girls' buying patterns of fashion products at online and offline shopping malls; and to obtain the information needed for the development of online and offline mall marketing strategies that are differentiated from each other. The study was conducted through a descriptive survey method using questionnaires. The sample consisted of 242 girls from four high schools located in Seoul. Descriptive statistics, cross-tabulation and a paired t-test were used for the analysis of the data. Results are as follows: First, most of the high school girls (82.2%) had experience of purchasing fashion products at online shopping malls. And, those who have purchasing experience at online shopping malls, compared to those who do not have such purchasing experience, showed a higher purchasing intension at online shopping malls. Second, both the degree of pre-purchase searching and ongoing searching was higher in online shopping than in offline shopping. Third, the quality of material, place produced, brand name, and store atmosphere/type were considered more in offline shopping than in online shopping. Shopping convenience and information service about the products were considered more in online shopping than in offline shopping. Fourth, the purchasing frequency of underwear and hair accessaries was higher at offline stores than online shopping malls, but the purchasing frequency of bags was higher in online stores than offline stores. When the differences between the purchasing patterns at online shopping malls and offline stores are considered carefully, marketing activities would be more effective.

• Journal of the Korean Society of Clothing and Textiles
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• v.37 no.4
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• pp.467-481
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• 2013

The study examined the main effect of the reward channel and reward time of customer loyalty programs for on-offline shopping channels; in addition, it investigated the interaction effect of the reward channels and merchandise as well as the interaction effect of the reward time and merchandise. An online apparel shopping web experiment was conducted with a 2 (reward channel: online channel reward vs. offline channel reward) ${\times}2$ (reward time: immediate vs. delayed) ${\times}2$ (merchandise: online channel product vs. offline channel products) between-subject factorial design. An online shopping channel was considered the core-shopping channel and a department store was considered the cross-shopping channel. Loyalty program value, core-channel loyalty and cross-channel loyalty were measured as dependent variables. A total of 845 shoppers (who had experiences in shopping in both channels) participated in the experiment. The results of the study revealed (1) the main effect of the reward channel on loyalty program value, core-channel loyalty and cross-channel loyalty [online>offline channel rewards], (2) the main effect of reward time on loyalty program value, core-channel loyalty and cross-channel loyalty [immediate>delayed reward], and (3) the interaction effect of the reward channel and merchandise on loyalty program value, core-channel loyalty, and cross-channel loyalty. (4) Finally the study found that loyalty program value affected cross-channel loyalty indirectly through core-channel loyalty. This study suggested diverse theoretical and managerial implications for multi-channel retailers.