• 유통과학연구
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• 제14권11호
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• pp.5-17
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• 2016

Purpose - The purpose of this study is to establish an conceptual framework to explain the mechanism of internationalization behavior being used by recently established retailer in emerging countries. Research design, data, and methodology - The existing research on retail internationalization has focused on global retailers located in advanced countries which have expanded their business to emerging countries. That is, "internationalization from top to bottom". However, recent years have seen a reversal in this trend, resulting in the emergence of "internationalization from bottom to top" by retailers based in emerging economies. In order to explore this reversal, this study attempts to develop an conceptual framework based on the theories of "innovation" and "retail format". Results - This study found an conceptual framework which was adopted both a concept of "formula" derived from the theory of retail format and a concept of "production and process innovation" derived from the theory of innovation as a core concept. Conclusions - The conceptual framework provided an understanding of how retailers in emerging countries have gained a competitive advantage over retail companies based in countries with advanced economies. It suggested that innovation that gave these companies a competitive edge was caused by competitive interaction which allowed them to expand to oversea markets.

• 복식문화연구
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• 제27권1호
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• pp.33-45
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• 2019

This study identified types of online retail internationalization in the fast-fashion context and proposed driving factors of retailers' choices in online-based market entry following the logic of the Uppsala model and the eclectic theory. In particular, this study proposes three types of online-based internationalization: 1) entering a host market with a physical store first, and then expanding with an online store, 2) entering a foreign market with an online store, then expanding to physical stores, and 3) entering only with an online business. In addition, this study investigated the causal factors, ownership-specific and location advantages, that influence the choice of the type of developmental process of online-based internationalization. To develop theoretical and managerial insights into the issue researched, this study employed a qualitative research design involving case studies of three European fast-fashion retailers, H&M, TOPSHOP, and ASOS. This study suggested that fast-fashion retailers that enter a host market with high ownership-specific advantages are likely to choose to enter the market with physical stores and then expand with online stores. On the other hand, when faced with uncertainties attributable to low ownership-specific or location advantages, fast-fashion retailers are likely to choose to enter with an online store first and then expand with physical stores as conditions change. Consequently, this study provides a better understanding for fast-fashion retailers who are willing to expand their businesses to foreign markets via online stores.

• 수산경영론집
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• 제26권1호
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• pp.9-27
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• 1995

From now on, the direction of fishery products circulation measure should be improved the system to give just the right of free choice of sale route like retail, direct sale, direct dealings and direct shipping only for fishermen to produce them diversifing the function and the role of current fish market in the production to prepare the fishery internationalization, to improve the competitiveness of coastal and off-shore fishery. Practically wholesale market in land and fish market in the production have the different function and role, the organization of wholesale market in land can't substitute the essential function and role which fish market in the production should perform. So far, fisheries cooperatives as a managing subject of fish market in the production have depended on the consignment sales and purchases of fishery products but, from now on, it should be explore the widespread supply way of fishery products by producing value - added fishery products that should bring higher demand from the consumers, producer - consumer direct marketing system through not only consignment sales but also direct sales that common processing and manufacturing system of fishery products under the management of FC has been established. The direction of the idealest structural improvement of fishery production circulation organization is to establish the the position of the fishery retail price leader based on the standard of market in the fisheries production due to existing characteristics of fisheries, accordingly, to harmony the market organization of direct transportation, direct sales and direct dealings form by producer and group of producers with market organization in the fisheries production, and to make the condition to do the appropriate distributive function.

• 유통과학연구
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• 제13권4호
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• pp.35-43
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• 2015

Purpose - This study aims to seek various plans to maintain the advancement of the overseas and domestic employment scenario through a case analysis of the Japanese industry, which maintains domestic employment while promoting the overseas advancement of companies despite having a similar industrial structure as Korea. The study further intends to derive insightful implications for Japanese manufacturing companies and government policies. Research design, data, and methodology - We selected four companies from the Japanese manufacturing industry. Being companies that were successful in increasing the domestic employment scenario while advancing in overseas markets. We utilized several secondary data sources including Japanese newspapers and report literature. Results - Previous studies have shown a negative relationship between Foreign Direct Investment (FDI) or offshoring and domestic employment. However, our results showed this relationship with respect to the Japanese manufacturing industry as follows: 1. FDI for developing overseas markets does not decrease domestic production. If Japanese companies change their strategy from exports to overseas production, there will be a consequent decrease in domestic employment of Multinational Enterprises (MNEs). However, the local production that plans the sales expansion of a foreign market does not substitute domestic production. 2. Several case studies illustrate that, as the production of final goods is expanded in foreign countries, there is a corresponding increase in the export of intermediary goods from Japan. In this case, if the production process of Japanese companies is promoted in foreign markets, the amount of exported material and parts from Japan will consequently increase. 3. It is difficult to consider that the establishment of subsidiary companies in foreign countries by manufacturing companies for wholesale, retail, and services decreases domestic employment. This is because the international development of these industries needs expatriates, expatriate training organizations, and research and development (R&D) activities. 4. When there is overseas demand, the growth of local management activities is expected to increase the work of the overseas business department in the head office in Japan, if competitiveness can be secured for better localization and management speed. 5. The conversion of the domestic manufacturing industry into high value-added production is necessary. The relocation of domestic production to foreign markets decreases domestic employment. To prevent this, the upgradation of domestic production bases, including high value-added production, and R&D capability need to be strengthened. Technology-based companies must develop new technology, patents, processes, and so forth, which require extensive human resources for R&D. Conclusions - Domestic medium-sized companies that are capable of consistently supplying high value-added products should be actively encouraged to deploy into and develop overseas markets. Further, this paper considers the necessity of a guidance policy that provides suggestions for overseas deployment, by the initiation of the government, to companies that cannot do so due to the lack of foreign experience or decisions by the CEO, despite having the relevant capability and technologies to supply high value-added products.