A Study on the Effect of Retail Ready Packaging (RRP) in Discount Stores on Customer Satisfaction and Repurchase Intention
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- KOREAN JOURNAL OF PACKAGING SCIENCE & TECHNOLOGY
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- v.27 no.2
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- pp.71-84
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- 2021
The purpose of this study is to establish a new management strategy to meet customer needs of discount stores as customers demand higher and more diverse services in addition to low prices. An empirical analysis on consumers to explore the structural relationships between the quality, environmentally friendliness, consumer perception, service value, and emotional response of retail ready packaging (RRP) in discount stores in order to find out how they affect customer satisfaction and repurchase intention. First, it was confirmed that the RRP quality of discount stores that affects customer satisfaction is mediated by the emotional response. Second, it was found that RRP in discount stores should continue to devise strategies to improve service quality along with efforts to provide more benefits perceived by customers to increase customer satisfaction and repurchase intention. Third, it was confirmed that the RRP image of discount stores has a positive (+) effect on service value, emotional response, customer satisfaction, and repurchase intention.
Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.
When Korea's retail industry was liberalized, new store formats such as large discount stores and Super Supermarket(SSMs) have grown. New types of business have borne significant influence on traditional market. Traditional markets have been in gradual decline since they fail to meet to consumer's purchasing behavior. The South Korean government has been making sustained efforts to revitalize the modernization of traditional markets since 2004. This research is conducted to analyze how changes in the distribution of different types of distributors influence the consumer's purchasing behaviors depending on the changes in the market environment. The purpose of this research is to present a policy to invigorate consumer-oriented traditional markets by analyzing the consumption behavior among major retail channels at a point when competition among retail channels is becoming intensified. In order to examine the effect of the spatial competitive landscape among major retail channels on consumption behavior, an empirical analysis was conducted with 613 consumers in 6 cities nationwide, using the multiple regression model. This research identified three main areas of factors. The analysis result indicates that the physical factor (time required to go to the traditional market), socioeconomic factors (the number of vehicles owned and average monthly income), and competitive factors (intensity of competition in spatial locations and average monthly spending in supermarkets) have significant influence on consumption patterns of consumers. The findings present that the Korean government should go ahead with policies aimed to revitalize traditional markets, keeping in mind the factors that influence the consumption patterns of customers based on these results. We propose that the policy supporting traditional markets need to be a customized-strategy, considering traditional market's characteristic.
Introduction: Diffusion is process by which an innovation is communicated through certain channel overtime among the members of a social system(Rogers 1983). Bass(1969) suggested the Bass model describing diffusion process. The Bass model assumes potential adopters of innovation are influenced by mass-media and word-of-mouth from communication with previous adopters. Various expansions of the Bass model have been conducted. Some of them proposed a third factor affecting diffusion. Others proposed multinational diffusion model and it stressed interactive effect on diffusion among several countries. We add a spatial factor in the Bass model as a third communication factor. Because of situation where we can not control the interaction between markets, we need to consider that diffusion within certain market can be influenced by diffusion in contiguous market. The process that certain type of retail extends is a result that particular market can be described by the retail life cycle. Diffusion of retail has pattern following three phases of spatial diffusion: adoption of innovation happens in near the diffusion center first, spreads to the vicinity of the diffusing center and then adoption of innovation is completed in peripheral areas in saturation stage. So we expect spatial effect to be important to describe diffusion of domestic discount store. We define a spatial diffusion model using multinational diffusion model and apply it to the diffusion of discount store. Modeling: In this paper, we define a spatial diffusion model and apply it to the diffusion of discount store. To define a spatial diffusion model, we expand learning model(Kumar and Krishnan 2002) and separate diffusion process in diffusion center(market A) from diffusion process in the vicinity of the diffusing center(market B). The proposed spatial diffusion model is shown in equation (1a) and (1b). Equation (1a) is the diffusion process in diffusion center and equation (1b) is one in the vicinity of the diffusing center.