• 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.

• Journal of Fashion Business
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• v.27 no.1
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• pp.16-35
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• 2023

The advent of Omni Channel has changed the fashion business model and the role of fashion sales persons. In such situation, internal marketing can become an important organizational management strategy for fashion companies. Therefore, the purpose of this study is to identify the components of internal marketing of fashion companies for fashion shop masters in an omni channel environment. To achieve the purpose of this study, To achieve the purpose of this study, a qualitative study was conducted to investigate the internal marketing sub-factors of fashion companies. In-depth interviews were conducted for qualitative study. Seven respondents to the in-depth interview were fashion shop masters who had at least 10 years of field work experience. As a result of the qualitative study, internal marketing was derived from five factors, including empowerment, education and training, rewards, internal communication, and management supports. Empowerment factors consist of initiative, encourage creativity, and problem solving. Education and training factors consist of the degree of education and training opportunities, the value of education and training, and the scope of education and training. Rewards factors consist of diversity of rewards, fairness of rewards, and source of rewards. Internal communication factors consist of communication flexibility, diversity of communication and receptivity of communication. Management support factors consist of headquarters support and department store support.

• 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 Information Technology Applications and Management
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• v.23 no.2
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• pp.239-261
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• 2016

Wide use of smart and high performing mobile device makes consumers use diverse distribution channels, composed of online and offline channel. Smart companies are trying to deploy omni channel. In order to successfully integrate these diverse channels, it is necessary to understand consumers' preference of channel choice. Thus, this study was focused on the influencing factors of channel preference such as price sensitivity, consumer innovativeness, time pressure, and need-for-touch. And this study compared these influencing factors between Korea and China, and drew meaningful message for e-commerce companies and offline distribution companies.

• Journal of Digital Convergence
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• v.14 no.7
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• pp.403-409
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• 2016

This study is a food shopping experience of omni-channel. Food threats and healthy living concerns bring different channels in led to increase reasonable way such as various demand. Omni-channels should be premised on understanding customer behavior as well as empirical user types in which considerations including the value of experience and understanding consumer behavior. Online survey result showed that, (1)offline food shopping, major retail store with quality, buy fresh food directly 2~3 times a month (2)online food shopping, e-commerce site with costs, buy fruits & nuts 2~3 times a month. After in-depth interview with eight high quality participants, I analyzed needs for food shopping experience in regard to the four steps food purchasing journey then derived a persona with integral value 'health' and 'diet'. It is classified into two types. One is the primary persona, family and health oriented, considering household money 'saving', and other is secondary persona, work and personal oriented, looking forward to 'automatic supply'. The result of this study provided an insight that help us explore ways to resolve function and services in the context of a healthy and balanced diet for improving food shopping experience of omni-channel.

• Journal of the Korean Society of Clothing and Textiles
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• v.42 no.6
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• pp.909-923
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• 2018

Online retailers' offline channel expansion is rapidly growing as an important consumer incentive strategy, despite the enormous initial costs of establishing a store. This study focuses on the offline channel operation of online shopping malls, and examines the effects and influencing factors of the channel expansion strategy from a consumer perspective. In-depth interviews were conducted with ten customers in their 20s and 30s who had visited online retailers' stores or purchased products. Major issues were extracted based on the framework of a channel effect mechanism proposed by Cao and Li (2015). Subsequently, it was found that existing online retailers could enhance brand image and perception by expanding their channels to offline stores. It was also emphasized that the consumer trust on the quality of the product in offline stores is a key variable, and it has a significant influence on consumer's continuous purchase and revisit intention. This study showed that borderless channel integration was the most important task when expanding channels of online retailers. So it will be necessary to strive for an omni-channel strategy so that channel integration can be strategically executed and consumers can interact regardless of channels.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2016.10a
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• pp.850-851
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• 2016

온라인 쇼핑 시장은 모바일기기의 확산과 함께 지속적으로 성장하고 있는 가운데, 소비자는 구매과정에서 온 오프라인 구분 없이 쇼핑하는 옴니쇼퍼로 진화하고 있다. 옴니쇼퍼와 같은 비정형적 소비 패턴에 대응하기 위해서는 고객의 소비행동과 습관 등을 파악한 맞춤형 서비스 제공이 필요하다. 이에 본 논문에서는 고객의 체험적 경험을 극대화 할 수 있는 오프라인 환경에서 제품의 착용 모습을 확인하고 제품 간의 비교화면을 제공하여 제품의 구매의사를 높일 수 있는 스마트 피팅 시스템을 제안하였다.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.21 no.2
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• pp.373-378
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• 2017

While on-line shopping markets are growing, consumer's procurement processes are being confused regardless of on or off line market and, smart consumers who want intelligent tailored services have emerged. Depending on the changeable pattern of consumer, most of related companies provide various Omni channel and O2O service. However, reactions of the fashion companies are tend to be late. Recently, the IoT environment has changed to standards-based open platform and it requires a variety of intelligent services depending on the type of environment and objects. This thesis proposes fashion O2O system using smart fitting display that is adaptable to fashion companies. This proposed system provides fitting information which is performed on off-line by users after constructing the database, it also support the works as on-line status, thus, it makes users' procurements to maintain continuously. For the more, customer oriented intelligent fitting service would be expected by the information connection with the shop and delivery systems.

• Korea Trade Review
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• v.43 no.1
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• pp.131-152
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• 2018

This study evaluates the potential by Chines region for entry of Korean logistics companies and retailers. The variables affecting e-commerce business and retail sales concerning the Chinese omni-channel market were extracted from a thorough literature review. Empirical analyses for variables based on 31 regions in China were performed. Results show that e-commerce is affected by disposable income and internet traffic and that retail sales are affected by urban and rural population, GRDP and urbanization. In addition, we performed variance decomposition analysis in order to estimate responses of logistics GDP(transport, storage and communication) and the number of Chinese mobile users. Exogenous shocks to logistics GDP and the number of mobile phone users play a strong role in explaining the forecast error of express service variance over time. Based on our results, we suggest 7 potential regions(Guangdong, Jiangsu, Zhejiang, Beijing, Shanghai, Liaoning and Shandong) as well as managerial implications for entry into China for logistics companies and retailers.

• Journal of Distribution Science
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• v.16 no.10
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• pp.5-21
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• 2018

Purpose - This case study reviews the development history of Lotte Shopping, which has played a key role in modernizing Korea's retail industry. Research design, data, and methodology - Lotte Shopping's expansion to various channel types has been reviewed from the perspective of the resource-based view of strategy. The opening of Lotte Department Store in 1979 signaled the beginning of the modernized distribution system in Korea. Lotte Shopping expanded its business domains to various types of retail channels, such as discount stores, online shopping malls, TV home shopping, convenience stores, supermarkets, home appliances specialty stores and health & beauty stores. Results - Lotte Shopping has been able to maintain high level of customer satisfaction with leading merchandising skills. It has developed mutually beneficial relationship with the partner firms. It has also been a leading firm in implementing corporate social responsibility activities and environment-friendly management. Lotte Shopping has applied advanced information and communication technology to provide customized goods/services. Conclusions - This study summarizes the business environment and new challenges Lotte Shopping faces currently. Lotte Shopping is trying to reinforce the omni-channel strategy, which can create synergy among various distribution channels based on its core competences.