• The Journal of Fisheries Business Administration
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• v.29 no.2
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• pp.77-96
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• 1998

Fisheries products in Korea generally go through three markets, namely the wholesale market at production site (Market A), the wholesale market at consumption site (Market B), and the retail market (Market C), from producers to end consumers. As the products move from Market A through Market B to Market C, the marginal gap of prices asked in these markets demonstrates an apparent relationship. The producers, middlemen, consumers, and governmental departments concerned may influence the marketing prices of fisheries products. This study employing the cointegration theory tries to investigate whether causality of the price-setting among these markets exists and, if any, what it is. The authors have focused their attention on fisheries markets in Pusan, analyzing the long-run equilibrium relationship and causality between the prices of hairtail and squid among markets at different levels. Data used in this study cover the period f개m August 1984 to December 1997 fer hairtail, and the period from May 1989 to December 1997 for squid. The main findings of the study may be summarized as follows: First, regardless of the price time-series of hairtail and squid in individual market, the first difference is necessary fur satisfying the stationary conditions since each time-series is a first integration. This means homogeneous integration of time-series, which is a requirement of the long-run equilibrium of prices at different markets, is satisfied. Second, the study of the long-run equilibrium relationship between the prices at Market A and Market B shows that a long-run equilibrium relationship does exist for selling prices of the two species at Market A and Market B. Third, the ECM (error correction model ) used here to describe the long- and short-run dynamics of price change demonstrates that, in the case of squid, the price change in Market A will lead to a corresponding price change in Market B in the long-run period. In the short-run, however, the price at Market H is not only influenced by the price change in Market A but influence the price at Market A as well, that is, the Prices between Market A and Market B have a feedback effect. It should be stressed that the limitation in data collection, which cover only two species of hairtail and squid, is likely to cause a sampling bias. Nonetheless, we may conclude that a dynamic relation in the formation of prices does exist in view of the transaction amount of species at different markets. It is believed that the conclusion drawn from this study would not only contribute to a long-lasted debate on the direction of causality of price-setting among academic circle and fishing community, but would provide a useful standard for the policy makers in charge of the price-setting of fisheries products as well.

• Journal of Distribution Science
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• v.18 no.5
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• pp.89-98
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• 2020

Purpose: The growth of online commerce is now becoming a major threat and a new opportunity for retailers. Existing offline retailers struggle to cope with new online retailers' threats by utilizing offline infrastructure. Besides, online retailers expand their online strengths to offline sales by opening their offline stores. Many retailers are paying close attention to the O2O business and the resulting changes. Thus, this research focuses on the O2O business model and process that retailers can adopt. Research design, data and methodology: Considering the features of products that retailers sell, this paper divides O2O business process with the following criteria: delivery lead-time and delivery area. And This research uses the business model canvas to define the features of O2O commerce business process. This paper also uses nine key elements in the business model canvas for analyzing the structure of O2O commerce business. Results: This paper suggests the delivery model of retailers respond to offline customer orders and summarizes the following results. (1) Considering characteristics such as logistics process, delivery area, and product type, we define the features of O2O business models: wide-area (warehouse) based O2O business model, regional area (store) based O2O business model and time-separated O2O business model. (2) This study checks the availability of the business model through the business cases of O2O business models. (3) This study also analyzes the O2O business model of domestic retail companies by the factors defined in the business model canvas. Conclusions: Retailers can adopt the O2O business process to fit their business requirements and strategy. The online retailers who deal with normal consumer products mainly have the wide-area based O2O business model. The wide-area based O2O business model can be suitable for retailers who manage inventory centrally. The time-separated O2O business model can be a good solution for fresh food retailers to operate the logistics process efficiently. And to shorten the delivery lead-time of fresh foods, the regional area based O2O business model can be fit to the retailer that utilizes its offline logistics or sales infrastructure. It may be much more important for retailers to share the inventory information with other branches and to change the role of offline stores.

• Journal of Distribution Science
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• v.11 no.12
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• pp.5-11
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• 2013

Purpose - The purpose of this study was to construct a turnover estimation model by investigating research by Park et al. (2006) on the market area of domestic distribution. The study investigated distribution by using a new tool for the turnover estimation technique. This study developed and discussed the turnover estimation technique of Park et al. (2006), applying it to a large-scale retailer in "D"city that was suitable for on-the-spot distribution. It constructed the new model in accordance with test procedures keeping to this retail business location, to apply its procedures to a specific situation and improve the turn over estimation process. Further, it investigated the analysis and procedures of existing turnover estimation cases to provide problems and alternatives for turnover estimation for a large-scale retailer in "D"city. Finally, it also discussed problems and scope for further research. Research design, data, and methodology - This study was conducted on the basis of "virtue" studies. In other words, it took into account the special quality of the structure of Korea's trade zones. The researcher sought to verify a sale estimate model for use in a distribution industry's location. The main purpose was to enable the sale estimate model (that is, the individual model's presentation) to be practically used in real situations in Korea by supplementing processes and variables. Results - The sale estimate model is constructed, first, by conducting a data survey of the general trading area. Second, staying within the city's census of company operating areas, the city's total consumption expenditure is derived by applying the large-scale store index. Third, the probability of shopping is investigated. Fourth, the scale of sales is estimated using the process of singularity. The correct details need to be verified for the model construction and the new model will need to be a distinct sale estimate model, with this being a special quality for business conditions. This will need to be a subsequent research task. Conclusions - The study investigated, tested, and supplemented the turnover estimation model of Park et al. (2006) in a market area in South Korea. Supplementation of some procedures and variables could provide a turnover estimation model in South Korea that would be an independent model. The turnover estimation model is applied, first, by undertaking an investigation of the market area. Second, a census of the intercity market area is carried out to estimate the total consumption of the specific city. Consumption is estimated by applying indexes of large-scale retailers. Third, an investigation is undertaken on the probability of shopping. Fourth, the scale of turnover is estimated. Further studies should investigate each department as well as direct and indirect variables. The turnover estimation model should be tested to construct new models depending on the type of region and business. In-depth and careful discussion by researchers is also needed. An upgraded turnover estimation model could be developed for Korea's on-the-spot distribution.

• Korean Journal of Agricultural Science
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• v.18 no.2
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• pp.127-139
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• 1991

1. The purpose of this study was to recommend ways of more efficient pheasant farm business management and promoting the demand of pheasant foods by reviewing the current pheasant farm business management and the general pattern of consumption of pheasant foods. The study was conducted on the basis of the field survey covering 83 pheasant feeders and 283 consumers. 2. Majority of pheasant feeders, 86.8%(n=72), utilized broiler feed for pheasant rearing because of high price of exclusive pheasant feed. 3. In case of producing 1,000 heads of 5 month-old pheasant, the primary production cost per head was roughly calculated at about 5,530 Won. And 40.3% of primary production cost was consisted of feed cost and 12.9% was depreciation cost for facillities including artificial incubator equipments. 4. 81.1%(n=51) of whole surveyed feeders disposed of 1-4 week-old birds directly to the new feeders and 6%(n=6) sold them to the middlemen who were almost pioneering pheasant feeders. 5. 48.9%(n=138) of the surveyed consumer respondents have taken the pheasant foods once and several times, and the others never once. And 50.6%(n=69) of the respondents who had taken the pheasant foods were satisfied with the tastes. 6. The surveyed consumers were asked whether they knew the nutritional value of pheasant foods and 47.3(n=136) recognized it positively and 37.5%(n=106) negatively. 7. To increase the pheasant farm income and promote the demand of pheasant foods. followings are recommended. - Production cost should be reduced by cooperative utilization of facilities and equipments at farm level, and exclusive pheasant feed of good quility should be developed and supplied to the feeders at a low price. - Pheasant marketing and pricing system should be improved to prevent consumers from price disorder of retail shop including pheasant food reataurants and to popularize the pheasant foods. - Various type of menu of pheasant foods should be developed not only to satisfy consumers in tastes but also to solve the seasonality of pheasant supply. But it is preferable that this action is led by pheasant feeders and their cooperative organization, espectially through vertical intergration system owned by pheasant feeders. - Generic, pioneering advertisement and promotion should be carried out to promote primary demend of pheasant foods. It would be preferable that these primary demend advertising and promoting activities shuld be sponsored by pheasant feeders and government together. And their activities should be supported by institutional regulation.

• Knowledge Management Research
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• v.21 no.3
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• pp.1-25
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• 2020

This study analyzed key success factors of Korean car-sharing enterprises, Socar and Greencar, and the responsive strategies of Korean car-manufacturing company, Hyundai Motor Group, in the face of emerging sharing economy under the specific economic and regulatory system in Korea. The outcomes of the analysis are as follows. 'Timely market entry' in early startup phase and 'use of external resources' in early growth phase were key success factors common to both Socar and Greencar. However, the differences in the eventual business directions of the two companies also resulted in different key success factors in the expansion phase of their business. For Socar which focused on maintaining its independence and the external growth of B2C business, customer relation marketing and sufficient capital raising were key success factors. For Greencar which became a part of a business group and focused on improving the efficiency of business operations, timely market entry (B2B market) was key success factor. The use of external resources and cooperation with large corporations emerged as key success factors common to both companies in the rapid growth phase. The responsive strategies of the Hyundai Motor Group were collaboration, investment and direct management of DeliveryCar. The short-term goal of the responsive strategy was the operation of test-bed in collaboration with car-sharing company while the mid/long term goal was planning new mobility services by utilizing collected data. Securing opportunities for early market dominance for autonomous car industry was also found to be an important goal.

• Journal of Distribution Science
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• v.13 no.7
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• pp.73-83
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• 2015

Purpose - Recently, many large retailers have been frequently purchasing commercial brands. Not only the quality of products purchased but also the brand images are of concern in this process. Based on this rising trend, commercial brands have become an important issue in the retail business world, along with increasing general interest as well. Thus, this study focuses on the factors affecting commercial brand images and clarifies the impact of the resulting factors as well. First, store images and familiarity, price sensitiveness, and knowledge are presented as the effect factors for commercial brands. Second, the study tries to clarify the effect of commercial brand image on the reliability and loyalty of customers. Research design, data, and methodology - To conduct the study methodology, 250 questionnaires were distributed to retailers who have used large discount stores located in Busan to purchase a commercial brand a total of 234 valid questionnaires were used in the final analysis. To verify the hypotheses, a structure equation formula using Amos 20.0 was calculated. First, prior to the verification of hypotheses, the reliability and feasibility of the questions were tested, and as a result, the value of Cronbach's alpha was higher than 0.7, thereby showing reliability. Additionally, for the verification of the feasibility of the questions, a confirmation factor analysis was implemented. Results - First, variances such as store images, familiarity, price sensitivity, and knowledge were presented as the factors of effect on commercial brands. As a result of the hypotheses verification, all the effect factors presented in this study were confirmed as important variables of commercial brand images. The hypotheses were drawn based on the studies relating to existing commercial brands, and thereby, a result similar to previous studies was produced. However, the effect factors of the commercial brand image presented in this study shaped a new study model based on the previous studies. Second, it was found that commercial brand images had positive effects on the reliability and loyalty of customers. This study presented reliability and loyalty as the resulting factors of commercial brand image because they are the most important factors in relation to customer behavior and variables that can suggest marketing points for distribution businesses. Conclusions - This study focused on clarifying the factors that are important effect factors for commercial brand images. As a result, all the hypotheses were confirmed in this study, indicating a meaningful result, and thereby suggesting many points that can be presented to distribution businesses. First, the proper strategies should be developed based on the hypothesis that a store image, the familiarity of customers with brands, and the price sensitiveness and knowledge level of customers have an important effect on the choice of commercial brands. Additionally, the formation of such favorable images will have positive effects not only in terms of customer trust in the commercial brands but also in terms of their loyalty.

• Journal of Distribution Research
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• v.15 no.5
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• pp.37-60
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• 2010

Department Stores have been in place as typical large-scale retailer in Korean retail market. After Asian financial crisis in 1997, the market share of major three department stores has been increased and they have had a dominant position in relationship with vendors or manufacturers. Thus, they are able to control sales commission. Sales commission is defined as things that department stores which contribute to products sales instead of manufacturers take some portion of price as their revenue. In other words, vendors or manufacturers pay some amount of money from their sales by contracted ratio to department stores. The problem is that vendors or manufacturers think that sales commission is high. However, department stores have a different opinion that sales commission is not high because they generate new value from gathering customers and doing marketing activity on behalf of vendors or manufacturers. Because department stores have operated with business model of renting sales space to vendors or manufacturers instead of buying goods directly from them, this situation has been taken place. The revenue of department stores depend on sales commission. Thus, they want to get a dominant power to control sales commission in relationship with vendors or manufacturers. So, they have tried to increase their size and brand power. The considered policies related in sales commission of department stores are as following: preventing monopoly or oligopoly of department store, being strength of monitoring for department stores' unfair trade, strict enforcement of law for large-scale retailer's unfair trade, and inducing win-win strategy doing voluntarily by department stores.

• Journal of Digital Convergence
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• v.17 no.9
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• pp.97-104
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• 2019

With the development and spread of smart devices, the proportion of mobile shopping is gradually increasing, and the market for mobile gift certificates is also increasing. This study examines the usage status and acceptance attitude of mobile gift certificates for university students who are major customers of mobile gift certificates. Also, based on the extended integrated technology acceptance model (UTAUT2), the results of the analysis of the mediating effect of the intention of the user on the relationship between acceptance of mobile vouchers and recommendation intention were presented. As a result of the analysis, it was shown that the effort expectation, hedonic motivation, price utility, and habit had significant influence on the intention to use the mobile gift certificates. Also, the intention to use mobile gift certificates has mediating effects between effort expectation, hedonic motivation, price utility and recommendation intention. The results of this study can be applied to strategic marketing such as recruitment of new customers through mobile gift certificates while explaining customers' acceptance of technology to mobile gift vouchers or future prospective customers.

• The Korean Journal of Franchise Management
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• v.13 no.1
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• pp.35-46
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• 2022

Purpose: With the rapid changes in the technical development and the trend of consumption trend, the convenience store industry is facing an unprecedented competitive situation in the consumption environment where the boundary between online and offline is broken due to the stagnation of offline distribution channels and the spread of online shopping. The biggest innovation strategy of the major convenience store brands in recent years are introducing the O2O (Online to Offline) platform and presenting new products and services beyond the boundaries of online and offline to transform themselves into Omni Channel stores. The study is designed to analyze the effect of innovativeness of convenience store as a stimulus in O2O platform which customers perceive on store loyalty, the final response to external stimuli, through customer engagement with convenience store brands. Specifically, the innovativeness of convenience stores was divided into types of core activities in corporate marketing and focused on innovations in services, products(proposals), promotions and experiences. Research design, data, and methodology: Various hypotheses have been developed to achieve this research purpose. The data were collected from 1,128 questionnaires the age between 15 and 60 who had experience using retail store apps and delivery apps and were analyzed using SPSS 22.0 and SmartPLS 3.3.7 program. Measurement model analysis was carried out to assess convergent and discriminant validity. Also, common method bias was tested using the values of VIF (variance inflation factor). The hypotheses were tested using structural equation modeling with SmartPLS 3.3.7 program. Results: First, service innovation has a positive effect on cognitive engagement. Second, product, promotion and experience innovation have a positive effect on cognitive and affective engagement. Third, cognitive influences affective engagement. Finally, both cognitive and affective engagement affect store loyalty, but affective engagement has a stronger effect on store loyalty than cognitive engagement. Conclusions: All four types of innovation and cognitive engagement have a positive effect on emotional engagement, which has a stronger effect on store loyalty than cognitive engagement. Thus, while innovation can build loyalty through emotional engagement, innovation strategies must be designed and pursued with caution in terms of impact through cognitive engagement may not achieve the planned goals.

• The Korean Journal of Franchise Management
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• v.1 no.1
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• pp.19-42
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• 2010

Since circulation market whole surface opening, traditional market is real condition that is looked away more gradually to consumer as reasons of international retail firms and domestic enterprise firms to enter distribution industry, internet mail order rapid increase by information-oriented society, the pursuit of upgradation and normalization by elevation of income level and consumption pattern change that consideration convenience with young consumers as the central figure. Therefore, the purpose of this study is to analyze stagnation cause of traditional market and problem within a change of new distribution environment, and to develop new approaches for dealing with domestic traditional market relationship prompting competition through activation example analysis of foreign traditional market and domestic traditional market. The result of the study indicated that there are a lot of cases that are begun by a few's merchant with leadership that has been will which is strong in activation in beginning in market's occasion that succeed in activation. In particular, software side such as operational efficiency or marketing expertise strengthening of management is that effect is high relatively than hardware side market activation. Also essential to the settlement of credit transactions using credit cards is important for expanding the effort, for the expansion of credit card merchant credit card advantage and raise awareness among traders about the expected effects is needed. Though these study finding submits plan that create market ecosystem so that many consumers may become place that could visit naturally and create pleasure and convenience, and time, monetary, psychological value of shopping to traditional market, there is sense.