• Journal of Distribution Research
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• v.15 no.5
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• pp.103-126
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• 2010

The development of an industry including distribution sector is influenced by not only government policy but the related firms' behaviors. Recently the large-scale retailers have had more enormous channel power than any other distributors including monopolistic makers. Now is the time for government to prepare some policies against the unfair transaction behaviors by large-scale retailers. In this paper I tried to inquire into the distribution competition policy from a political correspondent point of view related with the transition of distribution system. For the purpose of this article I compared the case of Korea with Japan. According to the results so far inquired, there are some commons and differences in the cases of the two. Some suggestions are as follows. Considering the predominant position the concept of large-scale retailers is to be extended from a single store to numerous chain stores in the political level. Government needs to examine the standard propriety for large-scale retailer; the size of selling area and amount of sales a year. When a large-scale retailer store is to be established, it need to be taken a permit or a pre-inspection. The Fair Trade Commission have to secure the neutrality from Government's strategies. And government should find out the examples of unfair transaction behavior types and prepare some proper guidelines continually. For the last time statistical data by distributors are to be fitted out and the actual investigations for estimating the effects of government policies need to be enforced.

• Journal of Digital Convergence
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• v.12 no.4
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• pp.201-211
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• 2014

This study is to identify whether a difference exists between factors that influence the time when independently owned nail shops and franchises commence business. Futhermore, we set out to investigate the criteria for nail shop owners use when selecting franchise nail shops with a relatively high level of customer satisfaction and performance, to discuss the necessity of a franchise agreement. An actual analysis has revealed that there is a difference in factors that influence management at the time of and after the inception of independently owned shops and franchise nail shops. Business performance of franchise shops, as a result of evaluating customer satisfaction or monthly sales, turns out to be higher than independently owned shops. The criteria for selecting franchise stores includes intensity of competitiveness in the same business district, accessibility, ability to keep up with current trends, directors' skills, color scheme, excellence of company logo, interesting interior, reasonable prices compared to the level of cosmetic procedure and efforts to motivate employees. Overall, the deciding factor enabling shops to operate continuously is constant supervision from the headquarters of the franchise company.

• Journal of Korean Academy of Nursing
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• v.23 no.2
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• pp.299-315
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• 1993

Koreans are one of the fastest growing immigrant groups in America. Stress responses and stressors among this large cultural minority has been rarely been studied by nursing researchers. Adjusting to life in foreign country produces a great deal of stress. Differences in culture, language, expectations and social behavior can lead to misunderstandings between health care providers and clients. These misunderstandings are not well accounted for in health assessment. This study investigated the relationship between life events or / and daily activities as a stressor and the symptoms of stress among a sample of Korean immigrants in America. The symptoms of stress scale (SOS) was used to identify stress responses and open-ended questions were used to identify life events and daily activities considered by the respondents to be stressful. A simple random sample of 283 subjects was selected from the Directory of the Korean Society of Chicago, New York, Los Angeles, Philadelphia and Seattle. Demographically, the subjects ranged in age from 20 to 69 years, and the percentage of women and men was approximately 50% each. Almost ninety percent of the subjects were highly educated, 17% owners of business, 19% white collar professionals, 14% employed in sales or as skilled /unskilled labor, 27% as housewives and students and 3％ had no occupation. The total group SOS mean was 0.8042 ; the SOS men for man was 0.7371, and for women was 0.8713. The stress response of this subject group was high, -the stress response of women higher than that for men. In an earlier study(June, 1992) with another sample, the total mean SOS score was similar to this one. The main stressful life events or / and daily activities were, in order, economic problems (N=97), interpersonal problems (N=68), children care problems (N=258), health problems (N=49), communication problems (N=42), family problems (N=38), worry about future career (N=36), and religious problems (N=25). There was a significant difference in the SOS means between the group that expressed life events or / and daily activities to be stressful and the group that did not. Interpersonal relationships and economic and family problems were stressors for those who complained about peripheral manifestations. cardiopulmonary symptoms, central-neurological symptoms, gastrointestinal symptoms, muscle ten-sion, habitual patterns, depression, anxiety, emotional irritability and cognitive disorganization. In summary, interpersonal relationships and economic and family problems influenced stress response manifestations. Income, the number of people in the family, the year of immigration. the level of education, and marital status were related to physiological and psychosocial stress responses.

• Journal of Distribution Science
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• v.13 no.9
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• pp.81-93
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• 2015

Purpose - "Showrooming" refers to the phenomenon where a shopper visits a store to see and compare products but makes the purchase online at a lower price. Surveys on showrooming activities at home and abroad indicate that a significant number of consumers pursue showrooming activities. The advent of "showroomers," who engage in buying activities, hovering both on and offline, while selectively choosing sales channels to suit their needs, is powerful enough to erode the borders between channels and bring about seismic changes in the distribution industry. However, surprisingly, there has been no in-depth discussion on showrooming. This study seeks to theoretically investigate what impact personal characteristics have on showrooming preferences and attitudes in a multi-channel environment. Specifically, assumptions have been made that price perception, perceived performance risk, and trust in online shopping not only have a direct impact on showrooming attitudes but also indirectly affect it through the means of contact motivation. Research design, data, and methodology - To test the hypotheses, this study conducted a survey of male and female shoppers, ages 20 through 40s, who live in metropolitan areas, and have actively showroomed fashion items in the last six months. A clothing item usually purchased after a careful decision-making process was chosen as the target product of the study. The survey was conducted between October and November 2014, using a professional survey service provider. A total of 200 surveys were collected, of which 198 were used for analysis. Conceptual model Structural Equation Modeling (SEM) and Amos 18.0 were employed for data analysis and model verification. In addition, following the confirmatory factor analysis and measurement model analysis, the theoretical model that corresponds to the research model was analyzed. Results - Analysis results show that price perception, perceived performance risk, and trust in online shopping have a statistically significant and positive (+) impact on showrooming attitudes. In addition, in terms of the indirect influence of price perception and perceived performance risk on showrooming attitudes through means of contact motivation, price perception had a statistically significant and positive impact on means of contact motivation, whereas perceived performance risk did not have a statistically significant impact on it, with the relevant hypothesis rejected. Conclusions - These analysis results imply that the ultimate goal of consumers is to maximize their shopping benefits by selectively and strategically taking advantage of different channels in a complementary manner. This study presents many implications for distributors to encourage a deep understanding of showrooming consumers who have complicated consumption behaviors and to build channel integration strategies. This study has limitations in theoretical and practical implications. Therefore, subsequent studies need to focus on verifying that showrooming activities are based on reasonable and planned decisions by applying the theory of reasoned or planned behavior. In addition, the scope of the study should expand to include web showrooming, where consumers conduct product research online and purchase offline.

• The Journal of the Korea Contents Association
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• v.20 no.4
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• pp.508-517
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• 2020

Servitization presents an innovative model to create business value in the automotive industries. This study set out to introduce a servitization model based on the rental business of the tire industry and identify determinants to affect the renewal of contracts around the service types of servitization and the characteristics of customers. Independent variables include the service types, demographics and regions, and inflow channels in 163,742 contracts by case companies in the nation in 2016~2019 with the renewal of contracts as a dependent variable. Correlations between variables were analyzed through cross-tabulation and binary logistic regression analysis. The findings show that the contract renewal rate had positive(+) relations with customized service and negative(-) ones with vehicle maintenance service. There were differences in the contract renewal rate according to such customer characteristics as gender and region, but no clear correlations were found in the age group and vehicle type(domestic/foreign). Of the inflow channels, offline channels tended to have a higher renewal rate than online channels. At open malls, contract renewal increased by 8.4 times due to contract switches at offline channels. Based on these findings, the study discussed directions for practical strategies with regard to the development of new service, implementation of customer-centric servitization, and management of sales channels according to the servitization of manufacturers.

• Korean Journal of Human Ecology
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• v.23 no.1
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• pp.101-122
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• 2014

In this study, the Pine & Gilmore(1998) and Schmitt(1999, 2003), based on previous studies. Recent trends in large department stores and distribution outlets, discount stores and large retail centers, such as the consumer's experience is divided into internal and external fashion brand stores navigation study. Fashion Brand Stores are defined as the inside of the fashion brand store of the form that sells only the products of a fashion company's brand. Meanwhile, shopping center is defined as all the places at the inside and out of the shopping center excluding the inside of the fashion brand store. Likewise, definitions are clarified as such for use. As for the research method for this study, semi-structured focus group interviews were used since they could provide many more data compared to in-depth interviews. Accordingly, data was collected while carrying out free discussions while two to three subjects listened to each other's opinion regarding the key words raised by the interviewer and while thinking about their experience at the inside and outside of the fashion brand stores. As for the subjects, female consumers between the ages of 20 and 50 were targeted, and the interviews conducted with four, seven, four and three women in their 20s, 30s, 40s and 50s, were used, respectively. Likewise, there were a total of 18 subjects. Exploratory Study of Customer Experience area was classified into integration of significance and categorization. In particular, the contents were classified into elements of experience inside the fashion brand stores and fashion brand stores outsider experience in the shopping center elements and the elements of the common experience of fashion stores and shopping centers based on the results concerning the key contents identified in-depth from the customer aspect. The key experience elements at the inside of fashion brand stores were identified as VMD experience, emotional experience, and experience of the service provided by sales representatives. As for the key experience elements at the shopping center which is at the outside of the fashion brand store, they included service scape experience, cultural event experience, playful behavior experience. Meanwhile, elements of common experience included educational experience and exclusivity experience and human respect experience, which demonstrated some difference in terms of the contents.

• Archives of design research
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• v.19 no.5 s.67
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• pp.335-350
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• 2006

Due to the development in industrial technology, changes in consumer behavior and aggravating competition within the industry, it is growing only harder every day to build up a strong brand power. Besides, a brand is supposed to age as time goes by, following a brand life cycle, as it is not a solid, immutable asset but something of a living creature. Therefore, self-renovation and revitalization efforts are needed, in order to incessantly confirm the self existence through the relationship with the consumer. In sum, revitalization operation is needed to renew a brand that has grown trite in the passage of time or due to the change in market condition, so as to bring it back anew to the consumers. This study did not stop at measuring the effect of a design renewal as a short-term assignment, but focused on the long-term brand management following the brand life cycle and aimed to define the effective timing and method of revitalization by comprehending the analysis results of consumer consciousness by analyzing the successful cases of brand revitalization and selecting the research analysis targets. As a result, this study proved that a properly-timed brand revitalization efforts in order to cope in advance with predictable changes in environment, can significantly prevent any drop of brand equity from occurring and then extend the brand life cycle. Also, this study could find that a brand revitalization is not a mere concept of a strategy for a short-term sales increase, but should be a long-term strategy to manage a brand, which must be practiced continuously in the time when the brand life cycle curve starts to fall. This research could also confirm that a superficial design renewal, which changes only the packaging of a brand, peformed in short-term haste, is not of help at all.

• Journal of Digital Convergence
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• v.15 no.6
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• pp.133-143
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• 2017

Data is the most important asset in the financial sector. On average, 71 percent of financial institutions generate competitive advantage over data analysis. In particular, in the card industry, the card transaction data is widely used in the development of merchant information, economic fluctuations, and information services by analyzing patterns of consumer behavior and preference trends of all customers. However, creation of new value through fusion of data is insufficient. This study introduces the analysis and forecasting of consumption trends of credit card companies which convergently analyzed the social data and the sales data of the company's own. BC Card developed an algorithm for linking card and social data with trend profiling, and developed a visualization system for analysis contents. In order to verify the performance, BC card analyzed the trends related to 'Six Pocket' and conducted th pilot marketing campaign. As a result, they increased marketing multiplier by 40~100%. This study has implications for creating a methodology and case for analyzing the convergence of structured and unstructured data analysis that have been done separately in the past. This will provide useful implications for future trends not only in card industry but also in other industries.

• Journal of the Korean Society of Costume
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• v.38
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• pp.193-211
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• 1998

Without a solid marketing system in placed, the fashion industry cannot flourish on out-standing design or technology alone. Even though the significance of collecting and analyzing information, merchandising, and retail distribution is recognized, these functions are not firmly rooted or prevalent in our industry. In contrast, Italy which possesses similar demographic traits such as the lack of natural resources and other physical factors has succeed-ed in globalizing its fashion market by responding swiftly and exercising flexiblity to its constantly changing consumer demand. This in turn has earned Italy the competitive edge in the global fashion arena. Italy's unique management skills and operation know-how, along with successful market strategies come into play in bringing competitiveness to Italy's fashion market. Firstly, smaller companies with ability to adopt swiftly to the ever changing market. Secondly, fashion friendly social environment. Thirdly, niche marketing through highly specialized system and differentiation. Fourthly, timeless innovation through intense corporate competition. Lastly, establishment of foundations to support the industry through diverse networking. The alone building blocks have formed a basis for erecting an unparalleled market with a reputation for excellence in design and quality in the global fashion world. This study has examined how Italy's fashion industry has evolved from an underdeveloped textile business into a cutting edge fashion in-dustry. Italy's unique business processes and practices were studied to come up with a collection and merchandising ideas in a niche market. By selecting this venue we are able to continuously grow and develop in a market with diverse consumer needs. To analyze the Italian fashion market, data from 3 institutions were utilized, namely, CIT-ER which has provided consumer trends and sales analysis, SITA,a data service provided statistics from the textile and apparel businesses, and NBI has also furnished valuable data. Italian consumer preference, buying behavior, consumer profile, retail channels and other related data from the above institutions has formed a backbone for market segmentation and target markets, and as a result, we were able to zero in on the type of consumer, produce, pricing and retail channels for our womenswear. Going forward the direction is to elevate product image and pretige, and create syn-ergy between related industries, and at the same note, in order to develop internationally recognized brands such as Max Mara and Benetton. Certain elements such as the specialization of the fashion industry, alon-g with fashion-related data base and systems support, and most importantly experts with acute fashion sense and capacity to analyze pertinent data are in need. I firmly believe that we can achieve Italy's level in the fashion market with support from the government and unrelenting effort within the industry itself, and hope that this report can prove to be useful.

• Management & Information Systems Review
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• v.23
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• pp.25-40
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• 2007

In the highly competitive and divers world of financial market, customer is the single most important factor to company's survival. Especially, creating a relationship with valued customers is a key to success. CRM provides the mean to retain high value customers. It takes a prospect of what customers expect. Utilizing those knowledge can help the products and service meet the customers' needs, thereby maximizing customer satisfaction and company's profit. In this report, I am going to suggest a few ways to develop successful CRM in the life insurance industry. First, CRM should innovate the way of communication to keep pace with Web 2.0 era. In other words, the customer's needs should be caught by real-time communication than traditional off-line market research. Thus, the functionality and specification of products can be decided by customer's direct choice so that the customers are able to purchase the understanding and experience of the products. Second, CRM project should consider whether the initial strategy plan can promise the stable growth of customer at the first step. When planning strategy, the project needs to identify what customer wants and how to fulfill the needs with stable growth of the customer. In addition, the CRM should be developed by realizing that customer centric benefits ultimately guarantee the growth of the organization. Third, CRM systems should enhance the organization's ability to take the customer's insight in a 360 degree view and to capture the voice of the customer directly. In order to develop the best matched product package, more precise customer segmentation should be ahead of market segmentation strategy. Forth, the biggest reward from CRM will be a customer royalty program. Many successful banks are already planning and practicing customer royalty strategy. A comprehensive analysis of customers and their behavior allow organization to identify high value potential customers' needs and determine a strategy required to meet those needs. Even life insurance companies such as Prudential Korea are developing products designed for royal customers. Fifth, understanding and managing the experience of customer called Customer Experience Management also can increase customer satisfaction. Measuring only customers' experience and adapting it to marketing strategy make products position in the gap between the customers' expectation and experience not required by market. A key component of CEM is its application across all organizational functions. At last, the direction of change and development of CRM can be defined from the conceptualization of information technology represented by Ubiquitous and Web 2.0. Instead of just managing customer information, companies should take the initiative in personalized system with customer oriented strategy. Furthermore, with the regular communication between CRM stakeholders (Sales-Marketing-IT), customer's demand should be directly reflected to enterprise strategy in real time.