• The Journal of Fisheries Business Administration
• /
• v.39 no.1
• /
• pp.87-114
• /
• 2008

The cultured tuna production which has suddenly expanded at the short time and the demand for it attract attention. Farming mode, distribution transactions, change of the market (domestic and international) and the price trend are reviewed from the Japan's position which is the biggest consuming country. This paper tries to describe the current status of the food system related to the cultured tuna. Japanese government began the development of the tuna culture technology in 1970. It was by the Fisheries Agency's project. Kinki University which is the large scale private university in Japan participated in the project. After that, 32 years have passed. Kinki University established the full farming of the bluefin tuna in August, 2002. On the other hand, in 1974, one Japanese private enterprise began its tuna farming business in Canada. Kinki University gave this company technical cooperation. Also, in the early stages of the 90s, as for the policy of the overseas fishery cooperation foundation, it supported the tuna farming business in Australia. It is very clear to understand that the long-term technological-development has supported the take-off scene of the tuna culture business not only in foreign countries but also in Japan. The total shipment scale of the cultured tuna expanded very much within about 10 recent years. However, the decrease of the wild tuna catch, the reinforcement of the fisheries regulation and the tuna body to dwarf are remarkable now. Under the condition as the mentioned above, Japan's tuna consumption, especially, in the market at the fatty meat of tuna of the cultured tuna is building up firm status. At present, the Mediterranean Sea coastal countries, Australia, Mexico and Japan have the tuna farming sites. Australia farms the southern bluefin tuna. The others do the bluefin tuna. About for 3 years, Japan farms the juvenile of the tuna. The global production areas are as follows. 8 coastal countries of the Mediterranean Sea; 18,000 tons (61 % of the cultured tuna quantity in foreign countries), Mexico; 4,500 ton (15%), Australia; 7,000 tons (24%). In 2003, Japan has 32 managements and 39 offices for tuna farming. In Japan, Kyushu and Okinawa district, the share shows itself as 80 % of the domestic production quantity. Especially, the share of Amami-oshima Island in Kagoshima Prefecture exceeds 60 %. Therefore, this island has the maximum production scale of Japan. The amount of supply of BT and SBT was 56,000 tons in 2004. In Abroad, the tuna farming business forms a fixed connection between the importer and the wholesaler which have their office in Japan. In the field of the capital composition, the payment in advance, transaction and the way of settlement, each maintains their fixed relation. The market conditions of the cultured tuna are supported by "the decline of price level" and "the expansion of the general public consumption segment". These lead a team merchandising, and it is supported by the fixed business connection of each. This makes the profit of each business which are on the cultured tuna distribution. However, they have competition on the power balance among them.

• Journal of Conservation Science
• /
• v.26 no.2
• /
• pp.121-132
• /
• 2010

The Bukjiri Maaeyeoraejwasang (National Treasure No. 201) consists of two-mica granite in medium size, which was the simbol of power in the region of the Silla period. Magnetic susceptibility of the host rock was measured as 0.41(${\times}10^{-3}$ SI unit), which has the similar range with surrounding outcrop. The Buddha developed parallel discontinuous plane of NE to SW strike and damaged seriously by exfoliation, granular disintegration and brown discoloration as 41.5%, 16.7% and 40.0%, respectively. As a result of the ultrasonic velocity, which was relatively weak values as 1,629m/s (Buddha area) and 1,549m/s (surrounding outcrop), improved about 900m/s compared to last treatment. From the results of the evaluation for slope stability, identified the possibility of toppling failure in the Buddha, and planar and wedge failure in host rock. Therefore, we suggest for the safely conservation of the Buddha, continuance monitoring for understand behavior of discontinuity system of the surface, and necessitate foundation reinforcement method for the rock which has the danger of collapse.

• Journal of Digital Convergence
• /
• v.14 no.4
• /
• pp.163-171
• /
• 2016

This study derived the policy implications and market strategies by analysis the e-book companies requirements & the CPND value chain structure, in order to revitalize the e-book market in Korea. Specifically, we examined the prospect of e-book market in Korea, current situations of production and distribution, awareness of service utilization and requirements for support policy with targets of 30 companies. As a research, the most needed item for e-book companies is 'PR and marketing support to enter and open the markets'(27%), which is the highest. 'Financial support such as labor costs and business expenses', 'support for retraining personnel to develop the expertise in respective fields' are followed and they account for 22%. Currently, the most effective support item is the external support program(35%) and funding power(30%) is followed. Unlike a paper book market, e-book is turned into a platform business in terms of the value chain. Based on these research content, e-book market activation and corporate competitive strategy was derived as follows : 1)literacy reinforcement about SNS marketing and e-pub3 authoring tool. 2)statistical DB construction of retail sales channels. 3)diversification of the billing system. 4)The quality of the e-book content certification.

• Journal of Distribution Science
• /
• v.9 no.2
• /
• pp.49-59
• /
• 2011

A franchise can be said to be the main method of distribution and marketing. It appears to be the future of the retail industry and is one of the world's fastest growing businesses sectors, as many policy reports and research results have acknowledged. Korea's franchise industry began in the 1970s, spread out into many areas (including food services, retail, and the service industry), and has grown by over 10% each year ever since. The industry's influence on the national economy becomes ever greater. Although the size of the franchise industry is expected to grow as it spreads and as the government expands its support, it has not yet attracted much academic interest. Research has so far been very fragmented. The main interest has been the relationship and conflicts between the head offices and the affiliates. No study has yet occurred on whether the concepts of satisfaction and intent to conclude a contract directly affect the success or failure of the affiliates. Few studies have empirically inquired into the demographic characteristics and abilities of the affiliates that significantly affect their results. Domestic franchise industries must prepare to leap from quantitative to qualitative growth. Most important is the need for affiliate headquarters and affiliates to build confidence between them. A friendly and reliable relationship between affiliate headquarters and affiliates will eliminate distrust from the franchise and maintain a healthy franchise system. This study suggests that current and prospective heads of affiliation should concentrate not on attracting affiliates but on investment and techniques of affiliate support. They should work on the reinforcement of brand power, the appropriate affiliate business environment, systematic education/training, taking burdens off the affiliate business persons, consolidating the relationship with the affiliate business persons, marketing mix factors (e.g. products, price conditions, logistics and shipping services, promotion, supervising and supervisor, operation procedures/processes, and material evidence); these all greatly affect the success or failure of the affiliate business. Supporting the affiliates is an important factor that enhances their results and satisfaction and consequently increases the positive recommendations to others and the ratio of recurrent conclusions of contracts, which ultimately generate the growth of the franchises. In addition, it is suggested that prospective franchise founders should make every effort to choose a good head office since the characteristics of the head office greatly influence the success of the affiliates. This study is significant in that it grasps the characteristics of the head office of affiliation and of the affiliates that influence affiliate results in ways not yet academically attempted.