• 한국안광학회지
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• 제7권1호
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• pp.79-83
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• 2002

이 연구는 안경원에서 고객관계관리에 대해 더욱더 효과적인 방법을 모색하기 위하여 안경사들에 의해 널리 개발되어진 고객관계관리와 마케팅 촉진믹스전략을 조사 분석하였다.

• 지역연구
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• 제13권2호
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• pp.119-141
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• 1997

This study aims to identify the role of science park for technology commercialization and business promotion. After theoretical review about science park and technology commercialization, the instruments for stimulating entrepreneurship and business in science park are described. The experience of Taedok Science Town is examined in terms of main sectors of activities, universities as base for technology transfer and the potential for technology commercialization. In conclusion, the complex model is suggested as the development strategy for business incubation in accordance with the stages of development and active technology commercialization.

• Journal of Information Technology Applications and Management
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• 제20권4호
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• pp.263-278
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• 2013

SNS users have increased at rapid rate. Many firms are expected to use SNS, especially in marketing area. This study describes a SNS-based new products promotion case study. We aim to identify how differently SNS users respond to different types of SNS media or SNS contents. In this analysis marketing effects are measured in a number of website hits. The study result shows how the number of user's hits differs upon a combination of SNS media and SNS contents.

• 한국항공운항학회지
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• 제22권1호
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• pp.124-129
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• 2014

The organization's safety culture is strongly tied to the success of its safety learning programme. All personnel must understand the concept and necessity of Safety Management System. In order to settle the culture which they are willing to share the responsibility of safety, it is essential for service provider as the airline company to develop the technique and knowledge which intenses the organization's safety and to perform safety learning programme to be applied. This study has looked into the preceding studies about the learning culture and surveyed how the airmen have acquired the safety lessons learned thru their safety promotion within aviation maintenance organization. Accordingly, it intends to contribute safety promotion by suggestion of the effective and positive learning culture thru the establishment of strategy and the safety learning programme suitable to the organization.

• 무역상무연구
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• 제50권
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• pp.163-185
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• 2011

The purpose of this paper is to suggest competitiveness promotion factors of korean Parcel Express Service Industry. This study considered in terms of three competitiveness promotion factors which are a firm's subjective factors, a industrial environment factors, and a governmental policy factors. According to analysis results of the factors, a firm's subjective factors(4.07 score) are scored the most ones of competitiveness promotion factors of korean Parcel Express Service Industry, to be compared with a industrial environment factors(3.89 score), with a governmental policy factors(3.76 score). Therefore, first of all, korean Parcel Express Service firms have to promote competitiveness through as follows : (1) speedy meeting to customer's needs, (2) to promote customer service, to reduce delivery lead time, (3) to procure reliability of Parcel Express Service with customers mutually, (4) strategy of global Parcel Express Service.

• 한국유기농업학회지
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• 제16권4호
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• pp.391-408
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• 2008

The overall focus of this study was to identify marketing and promotion strategies that can maintain and enhance environmentally friendly farm and organic production and processing activities. This is particularly important as the volume of environmentally friendly farm and organic produce that is generally available is increasing, and significant players, such as Organic Marketing Initiatives(OMI) and conventional marketing co-operatives, are becoming involved in the market. The rapid increase in production of environmentally friendly farm products and organic food is creating new and more complex challenges for marketing, from vegetable box schemes large co-operatives supplying the precise quality and volume required by supermarkets. A possible strategy for many farmers is to co-operate in regionally or nationally operating marketing initiatives. The main objective of any public relations(PR) activity should to enhance publicity and to improve an OMIs image. No promotion, no perception of OMI performance.

• 한국시스템다이내믹스연구
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• 제15권3호
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• pp.105-141
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• 2014

Human Resource Planning and Management(HRPM) is to make organization efficiently and effectively. Based on Promotion and Aging Chain Model, a revised personnel management prediction simulation is established in terms of mid- and long-term organizational changes, annual budget and personnel strategy including a promotion, aging and laying off for the best personnel architecture in organization. Also, the model is possible to find a solution for increasing the organizational capacity. An empirical application to quasi-governmental organization proceeded to testing and validating the model.

• Journal of Information Technology Applications and Management
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• 제25권2호
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• pp.73-90
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• 2018

Despite of increasing studies for product recommendation, the recommendation of product repurchase timing has not yet been studied actively. This study aims to propose deep neural network models usingsimple purchase history data to predict the repurchase timing of each customer and compare performances of the models from the perspective of prediction quality, including expected ROI of promotion, variability of precision and recall, and diversity of target selection for promotion. As an experiment result, a recurrent neural network (RNN) model showed higher promotion ROI and the smaller variability compared to MLP and other models. The proposed model can be used to develop a CRM system that can offer SMS or app-based promotionsto the customer at the right time. This model can also be used to increase sales for product repurchase businesses by balancing the level of ordersas well as inducing repurchases by customers.

• International Journal of Advanced Culture Technology
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• 제10권3호
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• pp.33-38
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• 2022

Gyeongsangnam-do needed an employment stability response policy to induce re-employment of job seekers who retired due to large-scale unemployment and job instability following the employment crisis, and stable settlement and long-term employment after new employment.This study is to confirm the effective corporate support policy as an employment promotion strategy through new recruitment of the employment crisis in Gyeongsangnam-do. A total of 380 companies in Gyeongsangnam-do were targeted for the survey through online surveys and in-person surveys. As a result of the study, as a measure to improve working conditions through financial support for long-term employment stability, first, support for youth-middle-age asset formation of SME workers is required, and second, support for old-age income guarantee for SME workers was proposed. Third, direct corporate subsidies are continuously needed for job promotion and job stability of Gyeongsangnam-do companies.

• 한국유기농업학회지
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• 제19권4호
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• pp.475-500
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• 2011

One of the first important strategic decisions when a starting an organic marketing initiative (OMI) is to plan the right strategy for distributing products. This decision depends to a large extent on whether the OMI has chosen a quality-premium product strategy or a price-quantity strategy. All distribution decisions interact strongly with other aspects of the marketing mix. Where and how a product is distributed objectives, its chosen strategy and the availability of human and capital resources. To select a market channel, frequent contact and discussions with possible partner are important. Generally, a distribution is made between the direct and indirect physical distribution of organic products to consumers. The longer the supply chain, the lower the chances that an OMI can steer the market through its own marketing measures and convince consumers through its own promotion activities. Generally speaking, the shorter the chain between OMI products and the final consumer, the less dependent the OMI will be on the success of other market actors. Direct selling activities to the retail or food industries also requires an OMI to undertake additional processing and marketing activities. For example, retailers often expect products to have been packed and labelled ready for sale. To conclude, distribution channels should be chosen in accordance with the product and price policy as well as the management capacity of the OMI.