• Korean Management Science Review
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• v.33 no.4
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• pp.77-89
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• 2016

Due to recent proliferation of the mobile shopping channels, customers increasingly tend to purchase using online channel while experiencing physical products in offline shops. This phenomenon requires traditional offline retailers to consider integrating online channels. In this study, we propose strategic options for the traditional offline retailers regarding the online channel integration, and provide corresponding decision models to maximize the expected profits. We also investigate how the strategic options vary with the product characteristics, by categorizing the products based on inventory cost, demand uncertainty, and fitness to the online channels. By analyzing numerical examples we illustrate how the best online channel integration strategy should be differentiated depending on the product categories.

• 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.

• Journal of Information Technology Applications and Management
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• v.22 no.4
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• pp.95-103
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• 2015

In this paper, we designed a platform-based $ERP^+$ system, which integrates ERP system and SCM system. With platform-based technology we can connect online and offline platforms, enterprise management systems, and government systems. In our research, first we examined the problems of the existing ERP systems, and second we discussed all basic tasks of our $ERP^+$ system. We also designed several modules for this platform-based system and system network. Our results showed that a platform-based $ERP^+$ system can effectively manage the information and the human/material resources, by using O2O (online to offline) technic. Even different systems can be integrated effectively. It can reduce the costs of enterprise management activities, enhance the enterprise competitiveness.

• The Journal of the Korea Contents Association
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• v.19 no.2
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• pp.296-304
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• 2019

The Amazon Go was the catalyst of O4O era. O4O is an advanced business model from O2O, which is the integration of offline service to online, especially through smart phone network. We also find the O2O strategy of digital contents companies such as Kakao and Line. This study examined the relation between online character experience and offline purchasing intention on related character products. The SEM was designed on the former study that based on the theory of user experience and brand attitude. The result of this study shows that the users' online experience have influence on the purchasing intention of offline related products and there exist the mediating routes of satisfaction of user experience, brand preference and brand reliability. There are no statistical support to the relation between satisfaction of user experience and purchasing intention. These points illustrate what marketers better to focus on transmedia strategies.

• Journal of Digital Convergence
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• v.19 no.9
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• pp.299-305
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• 2021

This study is a case study for revitalizing services of integrated online and offline stores in the non-face-to-face era. The retail apocalypse crisis has deepened due to COVID-19, and to overcome this, the physital strategy of providing online experiences to offline stores is attracting attention. However, the response of domestic retailers is at an early stage, and strategic research is needed to improve consumer access and revitalize offline stores. Three strategies were identified through theoretical considerations according to technological development, and four strategies were summarized by investigating and analyzing domestic and foreign precedents. By categorizing the derived strategies, three core strategies were presented in conclusion. This study is a study based on literature and case studies, and is expected to be helpful in establishing strategic basic data for revitalizing online and offline integrated stores in the future.

• International Journal of Contents
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• v.13 no.4
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• pp.63-69
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• 2017

The objective of this study was to investigate factors that could bring about successful implementation of extensive reading using online/offline blended English library system called 'Reading Gate' in primary and secondary schools. Although there are a great number of studies on effects of various extensive reading on linguistic, cognitive, and affective development, few studies have investigated how extensive reading programs can be implemented at large scale, e.g., whole school level. After analyzing students' reading levels in 200 schools using the same online extensive reading program called Reading Gate, results showed that while some schools were successful, others were not. Five primary and 13 middle schools were selected as successful schools. Data on implementation of the program of schools was gathered. Eighteen teachers and seven headteachers took part in the interview. After analyzing these data on the implementation of the extensive reading program, results revealed that the following five factors for successful implementation of blended extensive reading programs: online level-up system, teacher intervention, integration with the curriculum, school-level support, and parents' awareness of literacy. This suggests that each factor might have contributed to the successful implementation of the extensive reading program at large scale. Implications and applications of this finding are discussed in this study.

• Knowledge Management Research
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• v.10 no.3
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• pp.51-80
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• 2009

The purpose of this study is to empirically analyze the impact that occurs when Korean organizations make practical use of various information technology tools and systems in the knowledge management process, such as sharing, learning and creating knowledge. Such a process is usually made through online and offline knowledge management activities. This paper also verifies how the externalization of tacit knowledge, and the internalization of explicit knowledge via the Internet and offline socialization activities have altered the mechanisms of knowledge transfers inside organizations. For the research, a survey was conducted on the satisfaction and usability levels of information technology, and the impact of IT usage on the results of knowledge management activities and knowledge transfers. 622 Korean organizations were surveyed, including major listed firms and public organizations. The results were examined as an online/offline integration process using SECI's Model proposed by Nonaka (1994, 1995). The analysis shows that information technology satisfaction and the usage of information technology help accelerate the pace of the knowledge flow and amplify the volume of the knowledge transfer by boosting the externalization and internalization processes-also known as knowledge management activities. However. there is no distinct correlation between information technology and socialization, an offline knowledge transferal activity. In particular, the quality of knowledge-an end result of knowledge transfer-does not improve merely by the externalization of online knowledge and instead requires the internalization of knowledge processes. Above all, the research reveals that offline socialization processes vastly contribute to the improvement of knowledge quality. This paper suggests that in order to ensure a transfer of quality knowledge, an organization or a company should focus on the use of information technology rather than the satisfaction level of information technology, and that knowledge transfers via the Internet has limitations in creating high quality of knowledge. For an organization to ensure the transfer of high-quality knowledge, the organization should not entirely hinge the transfer of knowledge online, as it is essential to have an offline method-a form of socialization such as a 'community of practice.'

• Journal of Digital Convergence
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• v.18 no.1
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• pp.73-81
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• 2020

The purpose of this paper is to analyze the efficiency of on-off-line integrated operations of listed retailers, propose ways to identify and improve the problems of inefficient enterprises, and accelerate the integration of on-off-line. The 28 listed retail companies selected total capital, management expenses, number of employees and wage rates as input factors as of 2018 and total operating income and operating profit were selected as output indicators to analyze efficiency using DEA. The results show that the integrated enterprise has a higher overall level of operational efficiency, but it is still in a state of stagnation. The pure technical efficiency of the integrated enterprise is generally higher, and the scale efficiency is the main reason that the overall efficiency of the enterprise is not improved. This study can help retail companies adjust their development strategies of online and offline integration according to their own degree of online and offline integration. This study has limitations in explaining the change in efficiency of retailers by conducting a cross-sectional analysis using data limited to 2018. It is necessary to utilize data over the next several years to conduct a longitudinal analysis.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.8
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• pp.89-97
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• 2022

The e-commerce market faces significant credit risks due to the complexity of the industry and information asymmetries. Therefore, credit risk has started to stymie the growth of e-commerce. However, there is no reliable system for evaluating the creditworthiness of e-commerce companies. Therefore, this paper constructs a credit risk evaluation index system that comprehensively considers the online and offline behavior of online retail enterprises, including 15 indicators that reflect online credit risk and 15 indicators that reflect offline credit risk. This paper establishes an integration method based on a fuzzy integral support vector machine, which takes the factor analysis results of the credit risk evaluation index system of online retail enterprises as the input and the credit risk evaluation results of online retail enterprises as the output. The classification results of each sub-classifier and the importance of each sub-classifier decision to the final decision have been taken into account in this method. Select the sample data of 1500 online retail loan customers from a bank to test the model. The empirical results demonstrate that the proposed method outperforms a single SVM and traditional SVMs aggregation technique via majority voting in terms of classification accuracy, which provides a basis for banks to establish a reliable evaluation system.

• Journal of Distribution Science
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• v.9 no.2
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• pp.31-36
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• 2011

I conducted empirical analyses of what happens when an offline channel expands to an online channel and whether the pre-existing offline channel's competitive assets (e.g. brand reputation and level of service satisfaction) can be linked to online channel preference. I found that an offline channel's brand reputation and level of service satisfaction can have a direct influence on offline channel preference and a second-hand influence on online channel preference. Thus, if the competitiveness of the online channel is strong enough and its customers have a higher preference for the offline channel, they will be committed and loyal to the company. The resultant enhanced competitiveness of the offline channel will present opportunities for both present and future success. The main results are the following. First, the management of the distribution channel service quality is more important than that of the brand reputation. Customers' experiences of service and subjective evaluations are not important only as the leading factors in the long-term brand reputation management but also as influential factors in channel preference. SoThus, given that the service quality of the pre-existing channel is not the customers' main concern, a strategy of improving the level of service satisfaction aimed at present customers is more valuable than a wide brand positioning strategy aimed at general and new customers. Second, when an offline channel company establishes an internet shopping mall on an online channel, it is highly likely that the preference and subjective evaluation of the present customers will influence the online channel. This applies not only to the special case of an expansion from an offline intermediary channel to an online one, but also to an online channel acting as an expansion of the business model of a conventional manufacturing or service company: both cases are vertical integrations of marketing channels in an expansion of the distribution channel. My theory applies to a wide range of contexts. Third and finally, any business strategy can grasp the meaning of 'channel expansion. Fundamentally, it is an expansion of the sales activity channel and marketing activity. However, it is also a way of enhancing marketing and sales competitiveness through an expansion to an online or offline channel. The expansion of an offline company to an online channel could be seen not as improvement but as an innovation of the business process by which two goals are achieved with one technique. The former is expected to increase the sales of the offline company, and the latter is also expected to increase sales while also contributing to cost reduction.