• Journal of Korean Society of Rural Planning
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• v.25 no.2
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• pp.119-130
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• 2019

In a situation in which rural areas are declining, local governments are seeking to revitalize areas by place marketing. Place marketing, defined by various efforts to promote the image of a place, has been used as an economic tool. As a result, the image has been over-promoted and marketing has been driven in a perfunctory manner, so individual residents' lives and experiences have been ignored. Thus, in addition to the traditional types of cultural place marketing and economic place marketing, this study established a 'project for rural revitalization of Hwayang-eup' so that it could be applied to political place marketing aimed at inducing internal investment and improving the welfare of local residents. To implement this project, the concept was set up as building network organization, sustainable development and symbiotic relationship, and various H/W and S/W plans were developed. First of all, in terms of political place marketing, the Hwaeyang Oulim Center was constructed to strengthen the capacity of local autonomous organizations. In terms of cultural place marketing, we explored cultural resources at the village level and created a small community space. In terms of economic place marketing, the landscape around the main street and the township was reorganized to create a cultural business space for urban and rural exchanges. The reinterpretation of place marketing seen through this project was first, it was more process-oriented than results, second, it was important to induce the community-participating village-making project, and finally, the role of experts was important to expand the community movement.

• Journal of the Korean Geographical Society
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• v.42 no.2 s.119
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• pp.280-294
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• 2007

This paper aims to examine the ways in which the Singaporean government has promoted the "global city" imaging strategy as a means for marketing Singapore. Since the 1990s, Singapore has pursued a place-marketing strategy that aims at imaging itself as a "creative", "culturally vibrant" and "cosmopolitan" global city by utilizing various cultural, tourist and spatial policy measures. It argues that the Singaporean government has promoted this particular imaging strategy under a broader economic resoucturing program, aiming at transforming the Singapore's economy into a "knowledge-driven" one, under which the attraction of international knowledge workers is seen as crucial for the competitiveness and innovation. This paper also discusses the limitations of this strategy, focusing on growing tensions between the global and the local in the Singaporean society and the ways in which the authoritarian and top-down nature of governance have restricted the genuine development of the "culturally vibrant" environment in Singapore.

• Asia Marketing Journal
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• v.17 no.1
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• pp.97-121
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• 2015

In this research, we examine whether and why temporal distance influences evaluations of two different types of brand extensions: concept-based extensions, defined as extensions primarily based on the importance or relevance of brand concepts to extension products; and similarity-based extensions, defined as extensions primarily based on the amount of feature similarity at the product-category level. In Study 1, we test the hypothesis that concept-based extensions are evaluated more favorably when they are framed to launch in the distant rather than in the near future, whereas similaritybased extensions are evaluated more favorably when they are framed to launch in the near rather than in the distant future. In Study 2, we confirm that this time-dependent differential evaluation is driven by the difference in construal level between the bases of the two types of extensions - i.e., brand-concept consistency and product-category feature similarity. As such, we find that conceptbased extensions are evaluated more favorably under the abstract than concrete mindset, whereas similarity-based extensions are evaluated more favorably under the concrete than abstract mindset. In Study 3, we extend to the case for a broad brand (i.e., brands that market products across multiple categories), finding that making accessible a specific product category of a broad parent brand influences evaluations of near-future, but not distant-future, brand extensions. Combined together, our findings suggest that temporal distance influences brand extension evaluation through its effect on the importance placed on brand concepts and feature similarity. That is, consumers rely on different bases to evaluate brand extensions, depending on their perception of when the extensions take place and on under what mindset they are placed. This research makes theoretical contributions to the brand extension research by identifying one important determinant to brand extension evaluation and also uncovering its underlying dynamics. It also contributes to expanding the scope of the construal level theory by putting forth a novel interpretation of two bases of perceived fit in terms of construal level. Marketers who are about to launch and advertise brand extensions may benefit by considering temporal-distance information in determining what content to deliver about extensions in their communication efforts. Conceptual relation of a parent brand to extensions needs to be emphasized in the distant future, whereas feature similarity should be highlighted in the near future.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.110-122
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• 2010

The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.

• Journal of Global Scholars of Marketing Science
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• v.18 no.3
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• pp.1-25
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• 2008

Ⅰ. Introduction Retailers in the 21st century are being told that future retailers are those who can execute seamless multi-channel access. The reason is that retailers should be where shoppers want them, when they want them anytime, anywhere and in multiple formats. Multi-channel access is considered one of the top 10 trends of all business in the next decade (Patricia T. Warrington, et al., 2007) And most firms use both direct and indirect channels in their markets. Given this trend, we need to evaluate a channel equity more systematically than before as this issue is expected to get more attention to consumers as well as to brand managers. Consumers are becoming very much confused concerning the choice of place where they shop for durable goods as there are at least 6-7 retail options. On the other hand, manufacturers have to deal with category killers, their dealers network, Internet shopping malls, and other avenue of distribution channels and they hope their retail channel behave like extensions of their own companies. They would like their products to be foremost in the retailer's mind-the first to be proposed and effectively communicated to potential customers. To enable this hope to come reality, they should know each channel's advantages and disadvantages from consumer perspectives. In addition, customer satisfaction is the key determinant of retail customer loyalty. However, there are only a few researches regarding the effects of shopping satisfaction and perceptions on consumers' channel choices and channels. The purpose of this study was to assess Korean consumers' channel choice and satisfaction towards channels they prefer to use in the case of electronic goods shopping. Korean electronic goods retail market is one of good example of multi-channel shopping environments. As the Korea retail market has been undergoing significant structural changes since it had opened to global retailers in 1996, new formats such as hypermarkets, Internet shopping malls and category killers have arrived for the last decade. Korean electronic goods shoppers have seven major channels : (1)category killers (2) hypermarket (3) manufacturer dealer shop (4) Internet shopping malls (5) department store (6) TV home-shopping (7) speciality shopping arcade. Korean retail sector has been modernized with amazing speed for the last decade. Overall summary of major retail channels is as follows: Hypermarket has been number 1 retailer type in sales volume from 2003 ; non-store retailing has been number 2 from 2007 ; department store is now number 3 ; small scale category killers are growing rapidly in the area of electronics and office products in particular. We try to evaluate each channel's equity using a consumer survey. The survey was done by telephone interview with 1000 housewife who lives nationwide. Sampling was done according to 2005 national census and average interview time was 10 to 15 minutes. Ⅱ. Research Summary We have found that seven major retail channels compete with each other within Korean consumers' minds in terms of price and service. Each channel seem to have its unique selling points. Department stores were perceived as the best electronic goods shopping destinations due to after service. Internet shopping malls were perceived as the convenient channel owing to price checking. Category killers and hypermarkets were more attractive in both price merits and location conveniences. On the other hand, manufacturers dealer networks were pulling customers mainly by location and after service. Category killers and hypermarkets were most beloved retail channel for Korean consumers. However category killers compete mainly with department stores and shopping arcades while hypermarkets tend to compete with Internet and TV home shopping channels. Regarding channel satisfaction, the top 3 channels were service-driven retailers: department stores (4.27); dealer shop (4.21); and Internet shopping malls (4.21). Speciality shopping arcade(3.98) were the least satisfied channels among Korean consumers. Ⅲ. Implications We try to identify the whole picture of multi-channel retail shopping environments and its implications in the context of Korean electronic goods. From manufacturers' perspectives, multi-channel may cause channel conflicts. Furthermore, inter-channel competition draws much more attention as hypermarkets and category killers have grown rapidly in recent years. At the same time, from consumers' perspectives, 'buy where' is becoming an important buying decision as it would decide the level of shopping satisfaction. We need to develop the concept of 'channel equity' to manage multi-channel distribution effectively. Firms should measure and monitor their prime channel equity in regular basis to maximize their channel potentials. Prototype channel equity positioning map has been developed as follows. We expect more studies to develop the concept of 'channel equity' in the future.