• The Korean Journal of Franchise Management
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• v.14 no.4
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• pp.35-50
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• 2023

Purpose: This study aims to uncover the mechanism of how initial fees are determined in the restaurant franchise business. Since the initial fees can be considered as a price of utilizing business models and operational knowledge of a certain franchise brand, it is critical to understand the fee decision-making process based on the strategic pricing theories. Therefore, this study investigates the influence of operational value on the determination of initial franchise fees grounded on a value-based pricing strategy. The Operational value is specifically categorized into profitability, growth, and stability of the franchise system. Research design, data, and methodology: The data used were collected through franchise disclosure documents and brand equity index provided by Korea Management Association Consulting. Data from 44 franchise restaurants during 2018 to 2021 are included in the sample. The panel dataset was analyzed by using generalized least squares estimation with R-Studio. Results: Profitability and stability positively influence initial franchise fees. However, growth did not influence initial franchise fees. Conclusions: The results of the study demonstrate that the operational value plays a critical role in determining the franchise fees. Specifically, franchisees recognize how much revenue a franchise system generates for them (i.e., profitability) and how stable the entire system is for operating business (i.e., stability) when they make purchasing decisions for franchise. The findings extend the pricing literature by applying pricing theories in the franchise fee context. Also, the study contributes to franchising and restaurant management literature by providing knowledge of how franchise fees are determined.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.16 no.1
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• pp.1-20
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• 2005

The objective of this study is to examine how the factors influence each other by determining the appropriate measurement standard based on the fast food restaurant attribute evaluation, perceived pricing, value, satisfaction and intent for return patronage, and present an effective fast food restaurant marketing strategy based on the analytical results by patrons and market segmentations. The results showed that restaurant attribution evaluation had a positive effect on the perceived value, satisfaction and intent for return patronage of the fast food restaurant patrons; perceived pricing of the fast food restaurant patrons had a positive affect on the perceived value, satisfaction and intent for return patronage; perceived value had a positive affect on satisfaction and intent for return patronage; and satisfaction had a positive affect on intent for return patronage.

• 한국경영정보학회:학술대회논문집
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• 2007.11a
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• pp.527-532
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• 2007

Differentiation strategies have been suggested as the critical sources of competitive advantage in B2C industry where customers can switch internet shopping mall with one click with virtually no transaction cost. Indeed, competition on low pricing cannot be a viable strategy in B2C industry. Moreover, cultivating customer loyalty to attain profitability is still a challenging task for most internet shopping mall. In this study, we provide empirical analysis results on key managerial variables that indicate the difference between the product categories in terms of customer perception on relative value importance. We first identified comprehensive managerial variables and organized them in terms of customer decision stage. Next, with reference to extant literatures on product characteristics based e-commerce strategy, hypotheses are developed to formalize the customer value differences on the key managerial variables. Empirical testing results indicated that there are significant differences on customer perceived value of the key managerial variables between the product groups. The findings provide useful insight for further study on e-commerce differentiation strategy.

• Korean Journal of Community Nutrition
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• v.11 no.2
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• pp.253-260
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• 2006

The purpose of this study was to suggest menu pricing strategy based on understanding about customer perceived value of products and services. The technique known as PSM (Price Sensitivity Measurement) was used for analysis of price sensitivity for 3 menu items of a family restaurant in Seoul. A questionnaire was developed through literature review and modified after pilot test. Questionnaires for the main survey were distributed to 250 customers on their visit to the restaurant, and a total of 138 questionnaires were used for analysis (55.2%). The statistical analysis of price sensitivity was conducted using PSM, and descriptive analyses were conducted using SPSS Win (12.0). The main results of this study were as follows: the price sensitivity of beef tenderloin steak was higher than two other menus and the stress range of teriyaki chicken was almost 0, that is, the price sensitivity of teriyaki chicken was very low. Present menu prices of 3 menu items were within the range of acceptable prices, but had some distances from the optimal pricing point. From the result of this study, it was concluded that price adjustment or price promotion strategy would be effective for increase in sales of beef tenderloin steak, and marketing strategies to enhance consumers' perceptions of value should be conducted for all menu items by situations. Overall, PSM technique could be a helpful tool for researchers and managers of foodservice organizations to understand how consumers' perceptions of value are affected by the interaction of price and quality.

• Management & Information Systems Review
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• v.5
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.

• Journal of Korean Society of Forest Science
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• v.97 no.1
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• pp.118-126
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• 2008

This research was conducted to develop pricing strategy based on understanding about customer perceived value of lodging facilities in national recreation forest. The technique known as PSM (price-sensitivity measurement) was used for analysis of price sensitivity for two kinds of lodging (log-cabin and forest-hotel) and for room sizes (4, 5, 6, 7 persons). PSM questionnaire for on-site survey were distributed to 236 customers on their visit to the six national recreation forests. The main results of this study were as follows: the price sensitivity of big size was higher then small, also, the price sensitivity of log cabin was higher then forest-hotel. Present prices were within the range of acceptable prices except prices of the use of 6 and 7 person of log-cabin. From the result of this study, it was concluded that price adjustment or price promotion strategy would effective for increase in sales and marketing strategies to enhance consumers' perceptions of value should be conducted for two room types by situations.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.219-230
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• 2010

Digital content makes big changes to our daily lives while bringing opportunities and challenges for companies. Creative firms integrate pictures, texts, videos, audios, and data by digitalization to develop new products or services and create digital experiences to promote their brands. Most articles on digital content contribute to the basic concept or development of marketing it in literature. Actually, compared with traditional value chains for common products or services, the digital content industry seems to have more potential value. Because quite a bit of digital content is free to the consumer, price is not necessarily perceived as an indicator of the quality or value of information (Rowley 2008). It becomes evident that a current theme in digital content is the issue of "value," and research on customers' perceived value of digital content is a necessity. This article argues that experiential value has an advantage in customers' evaluations of digital content. Two different but related contributions to the understanding of "value" of digital content are made here. First, based on the comparison of digital content with products and services, the article proposes two key characteristics that make experiential strategy available for digital content: intangibility and near-zero reproduction cost. On top of that, based on the discussion of the gap between company's idealized value and customer's perceived value, this article emphasizes that digital content prices and pricing of digital content is different from products and services. As a result of intangibility, prices may not reflect customer value. Moreover, the cost of digital content in the development stage may be very high while reproduction costs shrink dramatically. Moreover, because of the value gap mentioned before, the pricing polices vary for different digital contents. For example, flat price policy is generally used for movies and music (Magiera 2001; Netherby 2002), while for continuous demand, digital content such as online games and anti-virus programs involves a more complicated matter of utility and competitive price levels. Digital content companies have to explore various kinds of strategies to overcome this gap. Rethinking marketing solutions such as advertisements, images, and word-of-mouth and their effect on customers' perceived value becomes essential. China's digital content industry is becoming more and more globalized and drawing special attention from different countries and regions that have respective competitive advantages. The 2008-2009 Annual Report on the Development of China's Digital Content Industry (CCIDConsulting 2009) indicates that, with the driven power of domestic demand and governmental policy support, the country's digital content industry maintained a fast growth of some 30 percent in 2008, obviously indicating the initial stage of industry expansion. In China, anti-virus programs and other software programs which need to be updated use a quarter-based pricing policy. Customers can download a trial version for free and use it for six months or a year. If they want to use it longer, continuous payment is needed. They examine the excellence of the digital content during this trial period and decide whether to pay for continued usage. For China’s music and movie industries, as a result of initial development, experiential strategy has not been much applied, even though firms in other countries find the trial experience and explore important strategies(such as customers listening to music for several seconds for free before downloading it). For the above reasons, anti-virus program may be a representative for digital content industry in China and an exploratory study of the advantage of experiential value in customer's perceived value of digital content is done in the anti-virus market of China. In order to enhance the reliability of the survey data, this study focused on people who were experienced users of anti-virus programs. The empirical results revealed that experiential value has a positive effect on customers' perceived value of digital content. In other words, because digital content is intangible and the reproduction costs are nearly zero, customers' evaluations are based heavily on their experience. Moreover, image and word-of-mouth do not have a positive effect on perceived value, only on experiential value. That is to say, a digital content value chain is different from that of a general product or service. Experiential value has a notable advantage and mediates the effect of image and word-of-mouth on perceived value. The results of this study help provide an understanding of why free digital content downloads exist in developing countries. Customers can perceive the value of digital content only by using and experiencing it. This is also why such governments support the development of digital content. Other developing countries whose digital content business is also in the beginning stage can make use of the suggestions here. Moreover, based on the advantage of experiential strategy, companies should make more of an effort to invest in customers' experience. As a result of the characteristics and value gap of digital content, customers perceive more value in the intangible digital content only by experiencing what they really want. Moreover, because of the near-zero reproduction costs, companies can perhaps use experiential strategy to enhance customer understanding of digital content.

• Culinary science and hospitality research
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• v.14 no.2
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• pp.30-45
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• 2008

The objective of this study is to examine how the factors influence each other by determining the appropriate measurement standard in fast food restaurants based on the evaluation of attributes, perceived pricing, value, satisfaction and intention of revisit, and present an effective marketing strategy for fast food restaurants based on the analytical results by patrons and market segmentations. The study surveyed 195 subjects and processed the result using SPSS for Win. V. 12.0. For statistical analysis, Frequency, Factor Analysis, Reliability Analysis, and Regression Analysis were put into operation. As a result of the Factor Analysis of the evaluation of attributes, 3 factors have been extracted. The results showed that restaurant attribution evaluation had a positive effect on the perceived value($R^2adj=0.357$, p=0.000), satisfaction($R^2adj=0.346$, p=0.000) and intent of revisiting($R^2adj=0.389$, p=0.000); perceived pricing had a positive affect on the perceived value($R^2adj=0.464$, p=0.000), satisfaction($R^2adj=0.113$, p=0.000) and intention of revisit($R^2adj=0.276$, p=0.000); perceived value had a positive affect on satis-faction($R^2adj=0.327$, p=0.000) and intention of revisit($R^2adj=0.515$, p=0.000); and satisfaction had a positive affect on intention of revisit($R^2adj=0.442$, p=0.000).

• The Research Journal of the Costume Culture
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• v.15 no.5
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• pp.875-887
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• 2007

The purpose of this study is to provide the fashion industry in Korea with materials that could enhance its international competitiveness by suggesting marketing strategies for fast fashion brands after taking product, price, place, and promotion into consideration. The product strategy should focus on developing products that accurately reflect the general market trend and consumer demand, selecting optimal materials, and pursuing internal production. This, coupled with strategic cooperation with designers, will ensure reliable quality and enhance the brand image. The pricing strategy should place greater emphasis on reducing production costs. Diverse task outsourcing and design competition, for instance, can lower the cost of design development. The place strategy should be set according to the operation of a systematic and efficient distribution system based on SPA, an automatic delivery system, sales or return system, speed control system, and a value chain that consists of horizontal business alliances. The promotion strategy should be run under the central control of the headquarters using various unique VMDs. Furthermore, online marketing campaigns, spectacular fashion shows, design competitions, catalogue marketing campaigns, and other new sales promotion schemes could all be introduced.

• Journal of the Korean Society of Costume
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• v.60 no.2
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• pp.51-67
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• 2010

The purpose of this study was to develop the high value-added cultural product design with local cultural resources, and to contribute to promoting cultural tourism festivals. To accomplish this study, first, a preliminary survey is carried out the investigation of cultural product stores and visitors' questionnaire survey. Next, based on these survey and prior study, this study established the development direction and concept of fashion cultural products and to developed fashion cultural products using local cultural resources. Adobe Photoshop 6.0, and Adobe Illustrator CS Program were used for the standardization of patterns, textile design and illustration. The results of this study were as follows; First, based on preliminary research results, the problems of the design of cultural tourism festival products were derived. As one solution to solve this problem, this study established the development direction and concept of fashion cultural products to develop fashion cultural products. The concept of the Andong Maskdance Festival was 'Tribal-Holic'; the Boryeong Mud Festival, 'Get away form it all'; the Gangjin Celadon Festival, 'Timeless Memories'; the Jinju Namgang Yudeung Festival, 'Lighting up the River'; the Chungju World Martial Arts Festival, 'Next Ergonomics Gym'; and the Muju Firefly Festival, 'Eco-Purity'. Second, based on the desired items of festival organizers and the survey of visitor's preference for cultural products, 4 items were selected by festival type. Then a total of 96 designs of 4 kinds each were developed using logos or characters, traditional patterns, special products, symbolizing region, or festival as a motif. Third, the strategy for development of cultural products design for promotion of cultural tourism festivals were 'Place identity design strategy', 'Market oriented design strategy', 'Buyer-Based pricing strategy', 'Regional brand strategy', and 'Distribution networks expansion strategy'.