• Korean Journal of Air-Conditioning and Refrigeration Engineering
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• v.16 no.3
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• pp.230-240
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• 2004

An experimental investigation was conducted to study two-phase flow distribution in a T-type distributor of slit fin-and-tube heat exchanger using R22. A comparison was made between the predictions by previously proposed tube-by-tube method and experimental data for the heat transfer rate of evaporator. Experiments were carried out under the conditions of saturation temperature of 5$^{\circ}C$ and mass flow rate varying from 0.6 to 1.2kg/min. The inlet air has dry bulb temperature of 27$^{\circ}C$, relative humidity of 50% and air velocity varying from 0.63 to 1.71㎧. Experiment show that air velocity increased by 85.2% is need for T-type distributor with four outlet branches than that of two outlet branches under the superheat of 5$^{\circ}C$, which resulted in air-side pressure drop increase of 130% for T-type distributor with four outlet branches as compared to two outlet branches.

• International Journal of Air-Conditioning and Refrigeration
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• v.13 no.2
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• pp.107-118
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• 2005

An experimental investigation was made to study two-phase flow distribution in a T-type distributor of slit fin-and-tube heat exchanger using R-22. Experiments were carried out under the conditions of saturation temperature of $5^{\circ}C$ and mass flow rate varying from 0.6 to 1.2kg/min. The inlet air has dry bulb temperature of $27^{\circ}C$, relative humidity of 50% and air velocity varying from 0.63 to 1.71m/s. A comparison was made between the predictions from the previously proposed tube-by-tube method and the present experimental data for the heat transfer rate of evaporator. Results show that $82.5\%$ increase of air velocity is needed for T-type distributor with four outlet branches than that of two outlet branches under the superheat of $5^{\circ}C$, which resulted in increasing of air-side pressure drop of $130\%$ for the former as compared to the latter.

• Journal of the Korean Operations Research and Management Science Society
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• v.12 no.1
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• pp.175-175
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• 1987

Business reengineering (BR) is an emerging idea that attempts to restructure inefficient, current business processes through redesigning jobs and exploiting new information technology (IT), and helps achieving significant improvements in white-collar productivity and returns of IT investment. This research analyzed order-taking and purchasing processes of a company (a coil distributor) using BR concepts, models and principles. We also made proposals for reengineering the present business processes. For this, BR literatures were reviewed to derive BR models and principles to be used for analyses. We applied these ideas to six(6) types of order-taking and purchasing processes of Company T. For each type, current processes, BR analyses, and proposals for BR were described. Finally, findings were summarized and discussed.

• Korean Management Science Review
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• v.12 no.1
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• pp.175-195
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• 1995

Business reengineering (BR) is an emerging idea that attempts to restructure inefficient, current business processes through redesigning jobs and exploiting new information technology (IT), and helps achieving significant improvements in white-collar productivity and returns of IT investment. This research analyzed order-taking and purchasing processes of a company (a coil distributor) using BR concepts, models and principles. We also made proposals for reengineering the present business processes. For this, BR literatures were reviewed to derive BR models and principles to be used for analyses. We applied these ideas to six(6) types of order-taking and purchasing processes of Company T. For each type, current processes, BR analyses, and proposals for BR were described. Finally, findings were summarized and discussed.

• Journal of Distribution Research
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• v.10 no.1
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• pp.33-57
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• 2005

After 1990's, many multi-level marketing companies lave been introduced in Korea. These MLM companies operate their stores as same way as general retailing stores. The major characteristics of these MLM companys' store is that their main customers are distributors who sell the purchased merchandise to another customers. Many studies about merchandise display in general retailing stores were reported. But, there was less research about merchandise display in these special type stores such as MLM companys' stores. This paper investigates the effects of merchandise display on distributor's merchandise selection in channel flow of multi-level marketing company. For this purpose, we formulated four hypotheses about display variance in quantity, height, location, and related merchandise to analyze the effect of merchandise display methods in MLM companys' stores. The experiment had been proceeded in three stores in a MLM company for 6 weeks and the sales data were collected by POS. The methods to analyze the data were used ANOVA and T-test. Findings of this study are as follows; First, there was no effect to store sale by the interaction effect between merchandise display method and scale of store. Second, scale of store affected considerably the volume of sales of each store according to main effect analysis. Third, display variance in quantity, height, and location did not affect store sale. In the related merchandise display, however, sale in all store was increased. Fourth, in additional analysis considering merchandise display only, display variance in both height and location affected their sale in large scale store. Based on the above results, we may predict merchandise display can affect sale in MLM companys' store as well as general retailing stores. Therefore if MLM company has large scale store, it should consider merchandise display methods in its stores.

• Journal of Distribution Science
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• v.12 no.4
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• pp.41-46
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• 2014

Purpose - This study focused on providing strategic findings that make significant sense for companies that are looking for a future outsourcing strategy. The study analyzes the results of outsourcing in the information logistics systems field and verifies the results through experimental study of the performance delivered by logistics outsourcing types. Research design, data, and methodology - The study sample was assembled based on a random sampling method used to extract the initial 451 companies from a list of Korean distributors, wholesalers, and retailers. Following that sample process, 423 companies were confirmed by verifying their e-mail address and contacts (telephone and fax numbers), and were selected as initial research subjects. We reduced that number to 331 companies for the survey sample through telephone interviews in advance with the 423 companies that were targeted, in order to verify whether they are in the field of outsourcing of information logistics systems. The period of the survey extended from November 10, 2013 to January 10, 2014. The number of collected surveys totaled 181. We reviewed the contents of the survey responses, and reduced the number of research subjects to 175. In this study, we used a standard analysis to investigate whether there is a difference in distribution results based on different types of outsourcing information in the logistics system field and, through T-verification, we investigated whether the difference between distribution results in each group resulting from that standard analysis is statistically significant. Results - These results show that there is a difference in distribution outcome, based upon type of distribution outsourcing. In addition, we determined that they are meaningful results by confirming that, for usability and to improve the capabilities of a third-party logistics service supplier, both the choice of reasonable outsourcing types and the enhancement of various types of alliances are very important success factors. Taken together these study results, with a goal of enhancing the distribution capabilities of a Korean distributor, can be implemented to enhance management results achievable by supplying an information logistics system in the form of strategic outsourcing rather than in the form of simple outsourcing. In addition, the outcomes of logistics distributors in Korea that are using outsourcing in the logistics information systems field show high performance results in commercial endeavors in the following order: competitive, pre-competitive, non-competitive, and pro-competitive. Conclusions - This study focused on providing strategic findings. However, in the case of outsourcing in the field of information logistics systems of Korean distributors, there has been a focus on simple outsourcing rather than on strategic outsourcing; furthermore, there has been a concentration on non-competitive forms instead of pro-competitive forms, which could achieve better distribution results. This discussion is presented in more detail in the analysis results of this study.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.

• Journal of Distribution Research
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• v.17 no.1
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• pp.37-63
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• 2012

In franchise business, exclusive sales territory (sometimes EST in table) protection is a very important issue from an economic, social and political point of view. It affects the growth and survival of both franchisor and franchisee and often raises issues of social and political conflicts. When franchisee is not familiar with related laws and regulations, franchisor has high chance to utilize it. Exclusive sales territory protection by the manufacturer and distributors (wholesalers or retailers) means sales area restriction by which only certain distributors have right to sell products or services. The distributor, who has been granted exclusive sales territories, can protect its own territory, whereas he may be prohibited from entering in other regions. Even though exclusive sales territory is a quite critical problem in franchise business, there is not much rigorous research about the reason, results, evaluation, and future direction based on empirical data. This paper tries to address this problem not only from logical and nomological validity, but from empirical validation. While we purse an empirical analysis, we take into account the difficulties of real data collection and statistical analysis techniques. We use a set of disclosure document data collected by Korea Fair Trade Commission, instead of conventional survey method which is usually criticized for its measurement error. Existing theories about exclusive sales territory can be summarized into two groups as shown in the table below. The first one is about the effectiveness of exclusive sales territory from both franchisor and franchisee point of view. In fact, output of exclusive sales territory can be positive for franchisors but negative for franchisees. Also, it can be positive in terms of sales but negative in terms of profit. Therefore, variables and viewpoints should be set properly. The other one is about the motive or reason why exclusive sales territory is protected. The reasons can be classified into four groups - industry characteristics, franchise systems characteristics, capability to maintain exclusive sales territory, and strategic decision. Within four groups of reasons, there are more specific variables and theories as below. Based on these theories, we develop nine hypotheses which are briefly shown in the last table below with the results. In order to validate the hypothesis, data is collected from government (FTC) homepage which is open source. The sample consists of 1,896 franchisors and it contains about three year operation data, from 2006 to 2008. Within the samples, 627 have exclusive sales territory protection policy and the one with exclusive sales territory policy is not evenly distributed over 19 representative industries. Additional data are also collected from another government agency homepage, like Statistics Korea. Also, we combine data from various secondary sources to create meaningful variables as shown in the table below. All variables are dichotomized by mean or median split if they are not inherently dichotomized by its definition, since each hypothesis is composed by multiple variables and there is no solid statistical technique to incorporate all these conditions to test the hypotheses. This paper uses a simple chi-square test because hypotheses and theories are built upon quite specific conditions such as industry type, economic condition, company history and various strategic purposes. It is almost impossible to find all those samples to satisfy them and it can't be manipulated in experimental settings. However, more advanced statistical techniques are very good on clean data without exogenous variables, but not good with real complex data. The chi-square test is applied in a way that samples are grouped into four with two criteria, whether they use exclusive sales territory protection or not, and whether they satisfy conditions of each hypothesis. So the proportion of sample franchisors which satisfy conditions and protect exclusive sales territory, does significantly exceed the proportion of samples that satisfy condition and do not protect. In fact, chi-square test is equivalent with the Poisson regression which allows more flexible application. As results, only three hypotheses are accepted. When attitude toward the risk is high so loyalty fee is determined according to sales performance, EST protection makes poor results as expected. And when franchisor protects EST in order to recruit franchisee easily, EST protection makes better results. Also, when EST protection is to improve the efficiency of franchise system as a whole, it shows better performances. High efficiency is achieved as EST prohibits the free riding of franchisee who exploits other's marketing efforts, and it encourages proper investments and distributes franchisee into multiple regions evenly. Other hypotheses are not supported in the results of significance testing. Exclusive sales territory should be protected from proper motives and administered for mutual benefits. Legal restrictions driven by the government agency like FTC could be misused and cause mis-understandings. So there need more careful monitoring on real practices and more rigorous studies by both academicians and practitioners.