• Journal of Information Technology Applications and Management
• /
• v.25 no.2
• /
• pp.73-90
• /
• 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.

• Journal of Navigation and Port Research
• /
• v.36 no.2
• /
• pp.141-148
• /
• 2012

This study evaluates how activation plans presented by previous research are perceived by employees in the ship supply industry by sample surveys. Another objective of this study is to also assist in the selection of effective activation plans. It is becoming more and more difficult for the Port of Busan to strengthen its competitiveness in the ship supply industry by maintaining the status quo. Much research extending the scope of research subjects in the port logistics industry indicates that the development of the port logistics industry is very important for creating new value for the Port of Busan. The results shows that improvement in the retail structure and government support had a significantly positive correlation between the importance and necessity of the ship supply industry activation.

• Asia Marketing Journal
• /
• v.17 no.1
• /
• pp.55-67
• /
• 2015

Despite the well-known predictive power of Dirichlet model on customer loyalty, deviations of share of category requirement (SCR) predicted by Dirichlet model from actual SCR have been repeatedly reported. It has been shown that these deviations can be systematically explained by some factors such as brand's market share, product positioning strategy, purchase volume and retail marketing mix strategies. Presuming that brand equity would be additional sources of these deviations, current study assesses the incremental predictive power of brand equity by using over 4,000 brand-level observations for the consumer packaged goods industry in the U.S. Our model estimations indicate that brands that exhibit higher brand equity enjoy excess loyalty, with the primary driver being volume premium, rather than price premium. Overall, our findings support the notion that idiosyncratic brand properties can explain excess behavioral loyalty, a notion that is in stark contrast with the Dirichlet view of the world: brand equity does not exist.

• The Korean Journal of Franchise Management
• /
• v.3 no.1
• /
• pp.130-143
• /
• 2012

Franchise store retailing is taking on ever greater roles in business and commerce in China. The diverse product range, small-batch order, high frequency and time-specific requirements inherent in retail logistics make it the most complicated of all categories of logistics. In franchise store retailing, expanding business scales make trans-regional development a trend. Without a well-functioning logistic system, the standardized delivery of products would be held back, impacting trans-regional development strategy and operational costs. Therefore, the efficiency of franchise store retailing largely depends on logistical efficiency. The integrated and streamlined management of franchise stores depends in large measure on their logistical centers. As such, logistical centers constitute the key link and bears on core competitiveness in franchise store retailing. This thesis begins with an analysis of the current developments and four basic logistical models of franchise store retailing in China, proceeds to summarize developmental trends as well as focal issues and proposes an efficiency enhancing plan.

• Asia pacific journal of information systems
• /
• v.30 no.2
• /
• pp.252-283
• /
• 2020

Online retail is a growing opportunity for retailers and consumers. Cross-buying provides companies with an opportunity to increase their revenue contributions from existing consumers. In many fields, especially in the service sector, cross-selling is an easier strategy to use relative to increasing revenue rather than acquiring new consumers. Website personalization has been a powerful indispensable tool for web-based companies and end users. Using the Mehrabian and Russell's Stimulus-Organism-Response framework, we experimentally examined how an online retailing merchant's environmental stimuli (S) arouses internal affective and cognitive states (O), that affect consumers' approach-avoidance behavior (R) in cross-buying and shopping cart abandonment in online transactions.

• Korean Journal of Agricultural Science
• /
• v.38 no.2
• /
• pp.369-381
• /
• 2011

Ginseng in Korea has not only the big production value but also till a good reputation from overseas in the name of 'Korea Ginseng'. Having spread rapidly nationwide from 2000 year, its production keeps on increasing but its consumption becomes lazy and its price is also falling down because of comsumer's concern about mainly overusing pesticide for ginseng. In order to cope with this problem, the government introduced the GAP certification system to ginseng in 2006 to reflect consumer's needs for food safety. This system will be a good opportunity to promote ginseng consumption dramatically. In this aspect it is very important to know how well this system is established and how ginseng farmers build marketing strategies to draw new wind in the market. This study was carried out to look over the GAP certified ginseng system and show its marketing strategies using 4P's(product, place, promotion and price). The main results are as follows. GAP ginseng system currently has some weaknesses such as lack of systematic certification management and after-service, nonrealistic certification fee and poor linkage from production to consumption. In the marketing mix strategies, product strategy suggests that the most desirable appearance be transplanted ginseng filled with branch roots and 4 to 5 year-ginseng, and it is necessary to choose multi-brand strategy divided for present into for self-sufficiency and family brand strategy by use if its brand enlarges to processed products in the future. In the place strategy, 3 stages like 'producer group' - 'GAP certified facility' - 'sales shop' are based as the physical marketing channel according to traceability, and connected with giant retail market and environment friendly stand, and if its sales volume enlarges, it should be considered the GAP ginseng specialized marketplace which is a type of chain store. In the promotion strategy, the promotion of government level is necessary at first and producer alliances require the promotion targeting at the group of women under 40 with differentiation from price, quality, and safety. In the price strategy, the early stage-high price strategy which sets 20~25% higher for self-sufficiency and 30~35% for present is desirable.

• Asia Marketing Journal
• /
• v.12 no.4
• /
• pp.183-201
• /
• 2011

In case of Aju capital, it adopted a strategy to use a single brand not two separate brands after M&A was completed. In order to implement this strategy, it has endeavored to effectively process the work of shifting existing marketing infrastructure of DAEWOO capital, the mergee, spending enough transition time for the brand migration. In the process of merging, Aju capital picked the strategy to use the brand of mergee first, which is the Daewoo Capital brand, and then took a transition time for a while to converge to the single brand of Aju capital. Putting another way, even if the M&A deal was completed back in 2005, it maximized the effect of launching its final brand "Aju capital" by capitalizing on the positive image of "Daewoo" during the transition time and changing its name just in the right moment. In a bid to implement this strategy successfully, it established a cautious but sophisticated brand migration strategy. 1) "Brand bridge" strategy through reinforcing brand power of "Naegeron", which is an individual product brand of Daewoo Capital 2) Establishing a good brand image through reinforcing customer satisfaction 3) It implemented and completed its brand transition initiative by going through the step of Aju Capital brand unification (from Sept 09 to present) Currently, the sales unit of Aju Capital is realizing quality growth through specialization. It's strategy is to construct a systematic sales portfolio in terms of both quality and quantity through product-by-product specialization where the existing practice was selling a variety of products in a single branch. Back in 2009, it opened a branch that specialize in imported cars and expanded its used car business to 6 specialized locations. Besides, the specialized locations for personal loan named "Naegeron" was expanded from 3 to 11 locations. Recently, it is expected that it will inject vigor to retail and corporate financing business alongside with its core business, which is auto financing.

• Asian-Australasian Journal of Animal Sciences
• /
• v.22 no.5
• /
• pp.740-746
• /
• 2009

Rusa deer are the only viable commercial tropical deer species for farming in the tropics because of their hardiness, adaptability and prolific characteristics. Twelve entire rusa stags were slaughtered according to halal procedure and used for carcass evaluation and cutability studies. Three carcass categories; large (46 to 55 kg), medium (36 to 45 kg) and small (25 to 35 kg) were developed for rusa stags. This study indicated that entire Moluccan rusa deer stags with mean live weight ranges from 50 to 80 kg and age groups of 15 to 29 months showed dressing percentage of 58 to 62%. Carcass conformation of rusa stags showed significantly (p<0.05) higher forequarters portion than hindquarters for medium (mean weight, 40.8 kg) and large (mean weight, 50.0 kg) carcass categories. The large carcass category was significantly (p<0.05) bigger in hindquarters portion (47.3% vs. 45.4%) than the medium carcass category. This study showed that medium and large carcass categories are more suitable for boneless cuts since the muscles were larger than small carcasses and easy for deboning. Stag carcasses showed higher proportion of the musculature in the high-priced areas of the carcass such as in round cuts. Bone-in cuts are more suitable for small carcasses since the muscles were smaller and difficult to debone (mean weight, 30.5 kg). About 90% of total deer carcasses in the small carcass category were developed into retail bone-in cuts (excluding 9.9% of breast, shank and trimming). The carcass characteristics and cutability information derived from this study can be used as a basis for a venison marketing strategy for deer farming and production in the tropics.

• Fashion & Textile Research Journal
• /
• v.16 no.5
• /
• pp.730-744
• /
• 2014

With advances in QR code, mobile is becoming one of important channels in the fashion retail industries. This study attempts to understand the importance of QR code utilization in creating multi-channel business model. Study objectives are to classify types of multi-channel retailing by QR code utilization and to explore the role of QR code technology in strategic marketing elements for types of multichannel retailer. As an exploratory approach, a total of 78 news articles regarding QR code issues were reviewed and analyzed by focusing on 48retailers seleted in this study. The results found seven dimensions of QR code marketing strategies: abundant product information, additional information contents, transaction accessibility, connectedness to channels, location based service, loyalty program and multimedia advertising. Based a combination of channels and level of mobile apps' activation, multichannel retailers utilizing QR code technology were classified into four types; bricks-click-active mobile model, bricks-click-inactive mobile model, bricks-click model, and click-active mobile model. There were differences of using QR code marketing strategies among multichannel models. According to results, for bricks-and-mortar retailers, QR code was critical to integrate shopping experience with merchandise or sales promotions across channels. In addition, for non-store retailers, the QR code utilization was successful in expanding mobile channels, which can promote retail sales by a two-way interaction with customers via the mobile apps.

• Journal of Distribution Research
• /
• v.17 no.5
• /
• pp.129-146
• /
• 2012

Recently, Korea became the 7th country in the world which has got into the 20-50 clubs that means the population is 50 million and per capital income is $20,000. From the view point of the retail industry, it suggests that Korea should have its own self-sufficient market by itself. With abundant labor and increased disposable income, it made the consumer's needs change. Responding to the change, retail and F&B oriented retail malls are now starting to add culture, art and entertainment facilities in the configurations. Such complexity and variety of the shopping malls became trendy and many shopping complexes are scheduled to open in the near future across the country. Due to above reasons, it became the common trend to develop shopping complex all over the cities now. However, the history of the shopping mall in Korea is much shorter than developed countries such as America and Japan. Thereby, a lot of problems, trial and error have occurred in the process of developing and operating them. If development of shopping complex failed, it would return lots of damages to the stakeholder. Therefore, the corporations should develop the mall properly and government might support positively. In this study, we would like to propose on how all the mall should be developed and well managed and what are the ways for the vitalizing factors of the shopping complex after benchmarking other shopping mall cases. Through the case study, we realized that the most crucial factors for vitalizing shopping complex were interior design, merchandising and how well they operate the mall. In case of the failed shopping mall, developers sell each store to individual proprietors and never take care of them after they get the profit, which make it hard to have integrated marketing strategies. That causes the overall slump of the mall. Corporations developing the mall should operate it as well, so that it could be possible to make the mall consistently well managed and promoted. There is a certificate for the shopping mall expert in The States and Japan. However, we do not have this kind of certificate. In fact, if we judge the capability of a person who is involved in the shopping mall industry, we usually measure how many years they stick to the same industries and that is not equally the same as their competence. Therefore it is necessary to organize "Shopping Mall Associate" and introduce shopping mall license for the mall expert. Due to retail trends, we can easily see a lot of shopping facilities all over the cities but not every mall is able to be successful. We think it's essential that the government should certify the malls which are qualified for the design, merchandising and proficiency of the operation. For the qualified mall, the government could confer a benefit on the company such as reducing corporation taxes. In multi-complex shopping mall it is possible to make convenient for customers. However, if a mall failed to succeed, it would be disaster. To build a shopping complex, developers should invest huge money even take out loan so that many people would be connected to the project, which may affect their whole financial conditions. In addition, only qualified corporation should develop and operate shopping complex and the government must support and aid the developers in order to make a better shopping environment in which customers might be happy during their shopping experience.