• The International Journal of Costume Culture
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• v.13 no.2
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• pp.101-103
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• 2010

Liberalization may be described as the opening up of the economy to the outside world by relaxing government trade and economic policy restrictions to allow imports. In Kenya, this took place in the early 1990s and it had negative and positive effects on businesses manufacturing and retailing clothing and textiles. This case study narrates what has happened over the last 20 years to businesses in Nairobi, Kenya dealing in clothing and textiles. Some of the original businesses have closed down and been replaced by new ones. More small scale Kenyan businesses have been started dealing in clothing imports from the East and West selling both new and second hand clothes. There has been increased employment in the small scale clothing and textiles sector in garment making and retailing. All in all, liberalization has forced large and medium scale textile manufacture to change strategy so that they target selling to the export market more than to the local market.

• Advanced Industrial SCIence
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• v.2 no.3
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• pp.22-28
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• 2023

In this study, we conducted research on the automated trading of U.S. stocks through a volatility strategy using the Fear and Greed index. Volatility in the stock market is a common phenomenon that can lead to fluctuations in stock prices. Investors can capitalize on this volatility by implementing a strategy based on it, involving the buying and selling of stocks based on their expected level of volatility. The goal of this thesis is to investigate the effectiveness of the volatility strategy in generating profits in the stock market.This study employs a quantitative research methodology using secondary data from the stock market. The dataset comprises daily stock prices and daily volatility measures for the S&P 500 index stocks. Over a five-year period spanning from 2016 to 2020, the stocks were listed on the New York Stock Exchange (NYSE). The strategy involves purchasing stocks from the low volatility group and selling stocks from the high volatility group. The results indicate that the volatility strategy yields positive returns, with an average annual return of 9.2%, compared to the benchmark return of 7.5% for the sample period. Furthermore, the findings demonstrate that the strategy outperforms the benchmark return in four out of the five years within the sample period. Particularly noteworthy is the strategy's performance during periods of high market volatility, such as the COVID-19 pandemic in 2020, where it generated a return of 14.6%, as opposed to the benchmark return of 5.5%.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.21-28
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• 2020

Aftermarket refers to a market in which a company sells complementary goods, replacements of parts, and upgrade or maintenance services to consumers after selling them main durable goods. Intuitively, consumers who purchase main durable goods become major potential customers in subsequent aftermarket. Thus the existence of the aftermarket has a significant impact on pricing of the main durable goods as well as the aftermarket products. In this study, we analyze the effect of aftermarket on the pricing strategy for a company selling both main durable goods and aftermarket products. To do this we first divided the market into markets where the aftermarket products are indispensable and optional. Based on the proposed market types, the profit maximizing solutions are derived using two-period model, and the impacts of consumers' undervaluation of aftermarket product prices on pricing strategy are analyzed. The results can be summarized as follows : (1) Regardless of the market type, the total profits were found to be inversely proportional to the consumer's awareness accuracy of product prices in the aftermarket. This is in line with marketing efforts that sales companies have made intuitively to make consumers underestimate the cost of the aftermarket. (2) If aftermarket product is indispensable, only revenue from the aftermarket is sought. On the other hand, if aftermarket product is optional, revenue from the main durable good as well as the aftermarket product will be sought simultaneously. (3) Moreover, when aftermarket product is optional, the lower the awareness accuracy of consumers, the higher the price and profit of the main durable goods, while the lower the price and profit of the aftermarket products. This is contrary to the intuition that the lower the consumer's valuation of the costs of aftermarket, the more advantageous it would be to rely on aftermarket products rather than on main durable goods.

• Journal of the Korean Data and Information Science Society
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• v.25 no.6
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• pp.1207-1219
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• 2014

In this study, 1) we compare face channel and non-face channel of life insurance company and non-life insurance company with insurance employs' suitability opinion about channel type, channel property, channel evaluation items requiring when selling insurance products, 2) we construct two social networks for life insurance companies and non-life insurance companies and find/compare two networks' properties, and then want to suggest any direction about sale channel strategy. As the result of comparing social networks of life insurance company and non-life insurance company created by insurance selling channel fit evaluation, employs of life insurance companies have more common opinion than those of non-life insurance companies and so can have more same directional channel strategy. However, property insurance companies need to manage their own channel strategy based on their own circumstance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.38 no.4
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• pp.80-87
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• 2015

The proliferation of the Internet and communication technologies and applications, besides the conventional retailers, has led to a new form of distribution channel, namely home sopping through the telephone, TV, catalog or the Internet. The conventional and new distribution channels have different transaction costs perceived by the consumers in the following perspectives: the accessibility to the product information, the traffic cost and the opportunity cost for the time to visit the store, the possibility of 'touch and feel' to test the quality of the product, the delivery time and the concern for the security for the personal information. Difference in the transaction costs between the distribution channels results in the different selling prices even for the same product. Moreover, distribution channels with different selling prices necessarily result in different business surpluses. In this paper, we study the multilateral bargaining strategy of a manufacturer who sells a product through multiple distribution channels with different transaction costs. We first derive the Nash equilibrium solutions for both simultaneous and sequential bargaining games. The numerical analyses for the Nash equilibrium solutions show that the optimal bargaining strategy of the manufacturer heavily depends not only on the degree of competition between the distribution channels but on the difference of the business surpluses of the distribution channels. First, it is shown that there can be four types of locally optimal bargaining strategies if we assume the market powers of the manufacturer over the distribution channels can be different. It is also shown that, among the four local optimal bargaining strategies, simultaneous bargaining with the distribution channels is the most preferred bargaining strategy for the manufacturer.

• Journal of Distribution Science
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• v.15 no.7
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• pp.61-71
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• 2017

Purpose - This study empirically analyzed the effect of the customer orientation in Insurance Salespersons on the perceived referral risk and referral intention. In the empirical study, we try to provide suggestions for reducing the perceived referral risk of customer oriented selling activities and improving the referral intentions according to customers' tendencies. Research design, data, and methodology - Data collection was conducted through the convenience sampling method for customers who had insurance coverage for about two months from March to May 2015. A total of 700 copies were distributed and 670 copies (95.7% recovery) were collected. Finally, 661 copies were used for final analysis. With the IBM PASW 22.0 statistical program. The interaction effect for the hypothesis test was generated by multiplying the average centralized independent variable and the control variable, and the average centralization variable was used to minimize the multi-collinearity problem of the interaction effect between the independent variable and the control variables. Results - Hypothesis 1 was adopted because the effect of customer-oriented selling activities on perceived referral risk were significantly negative. The effect of customer orientation on perceived referral risk is affected by innovative tendency, risk-taking tendency, and interpersonal tendency Interaction effect was observed. Therefore, Hypothesis 2-2, Hypothesis 2-3, Hypothesis 2-4 were adopted. The effect of customer-oriented selling activities on referral intention was significantly positive, and Hypothesis 3 was adopted. The effect of customer orientation was influenced by the interaction effect of innovative tendency. Therefore, only Hypothesis 4-2 was adopted. Finally, the effect of perceived referral risk on referral intention was significantly negative and hypothesis 5 was adopted. Conclusions - This study suggests that it is important for the salespeople to grasp the customers' propensity in consideration of the perceived referral risk and referral intention according to the moderating effect of customer orientation. In this study, we showed that customer-oriented selling activities positively influence referral intention by inducing perceived referral risk in customers with stronger risk-taking tendencies. It is thought that it will be an important basic data in designing a customer's selling strategy or conducting selling activities.

• Korean Business Review
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• v.3
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• pp.155-182
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• 1990

The objective of this study is on evaluation process of resort hotel management strategy. Therefore, in this study, we find try to a successful implemantation of resort hotel feasibility study and management strategy by systematizing and materialinzing the theory of resort hotel. And we have also investigated and analyzed the real status of resort hotel and then worked out the problem, and estabilished a plan for feasibility determination of resort hotel, he results of this study are as follow: 1) We need to characterize, matenance, develop the benefits of resort hotel. 2) We need to know how to establish model and facilities of resort hotel. 3) We have to inclease quality and quantity of employee's service. 4) We need to effort to satisfy customer's needs and wants through improvising and enlarging facilities of resort hotel. 5) We need to specialize the quality of F & B division. 6) We need to improve the hotel image, promote sales through promotion tools like avertisement, publicity, personel selling, sales promotion.

• 한국IT서비스학회:학술대회논문집
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• 2002.06a
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• pp.238-243
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• 2002

With the advancement of information technology and the proliferation of e-Business, CRM has been emerging as a powerful concept or strategy for dealing with customer relationship, though not a new concept. Most CRM applications have been focused on business situation where there are direct channels with customers, as in retailing and banking industry, etc. In this paper, we analyze the case of a manufacturing company where the primary concern lies on indirect channels management, such as selling agencies and distributors. Some issues related to the characteristics of the manufacturing company and the interface with ERP and SCM need to be investigated. Based on the consultation project with L company, we propose a successful CRM implementation strategy and point out some issues in implementing the CRM for a manufacturing company.

• Journal of Information Technology Services
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• v.11 no.1
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• pp.273-292
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• 2012

Manufacturers have started to adopt service as their offering mix in order to overcome slow growth, declining profitability and commoditization in the pure product market. Several companies like IBM and GE have shown that services would be a new source of revenue and a steady growth. Service covers a wide spectrum from a simple add-on service like repair to complex outsourcing service. Service adoption is a challenge for manufacturers who have been accustomed to product making and selling. Making, proposing, delivering and evaluating services needs a different and new capabilities for manufacturers. And service transition is closely related with capabilities which make a transition with a less risk. In this paper, a taxonomy of efforts is developed which build on the service transition literatures and cases. We provide a phased service transition strategy for manufacturers and service capabilities needed at each phases.

• Asia Marketing Journal
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• v.20 no.1
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• pp.49-68
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• 2018

It is appropriate and useful to interpret some product classification schemes as buyer behavior models; such classifications permit investigations of discrepancies between classification predictions and actual buyer behavior. We review existing product classifications and identify underlying behavioral assumptions of various classification schemes that have been used in the marketing discipline for more than nine decades. Recognizing the irrelevance of existing product classifications for current products, we propose a new reclassification framework by incorporating transparency concepts. Based on this extended product classification, we highlight the potential roles of product classification study as an important link between consumer research and marketing strategy, emphasizing behavioral implications.