• The Journal of the Korea Contents Association
• /
• v.21 no.3
• /
• pp.364-374
• /
• 2021

In a fiercely competitive market, brands have become an important foundation for people to choose their products, and brands are also symbols of people's status and strength. Therefore, the importance of brand image design is growing. And color is an expression of emotion and can improve the communication and marketing environment of brand image as an important element of brand image. In this study, Interbrand selected Korea-China TOP 50 brand as a survey target in 2019 and downloaded brand CI from each brand's homepage to data images through Adobe Photoshop program and HSB system, and analyzed the color of the brand. There is no big difference in analyzing the color characteristics of Korean and Chinese brands, and the I.R.I color image scale analysis shows that the overall design of Korean brands is vibrant, elegant and warm to consumers. On the other hand, the overall design of the Chinese brand offers consumers a solemn, modern and sophisticated emotional adjective. Based on the results, this study can provide practical implications for companies to select colors and forms when launching their own brands and developing products.

• The Journal of Industrial Distribution & Business
• /
• v.10 no.8
• /
• pp.45-53
• /
• 2019

Purpose - The purpose of this study was to clarify the factors to make an exclusive importation contract between foreign fashion brands and local retailers for successful business in Korea. Even though imported fashion brand market shows stead increasing in terms of sales amount, the number of store related study was very rare in fact. Meanwhile, as long as this business is glowing a lot of brands are suffering from bad business performance or getting in ruins thus these problems result in foreign currency loss. The local marketers therefore, strongly expect to know the solution for this matter. Research design, data, and methodology - For the qualitative research, 10 experts who are operating foreign brands with an exclusive contract at a department store or at duty free shop now and who had at least over 10 years of related working experience were included. The factors for the exclusive importation contract with foreign brands were drawn up through the one-to-one in-depth interview method from September 3, 2017 to January 15, 2018. The expert group for the validity analysis includes 2 professors and 5 postgraduate students. Results - As a result of qualitative study on the factors for imported fashion brand's launching with the exclusive importation contract, it turned out that there were 5 factors - safety, profitability, reliability, speed and global retailing. Safety, profitability, and reliability have been mentioned in most related surveys but some details are added and speed and global retailing have been newly highlighted and many unknown legal issues that it was not easy to get form common academic research are included. Speed simply means quick lead time and global retailing means stores where located in other countries. Conclusions - The reason that qualitative research should be done before the quantitative research is due to the scant theoretical background for this matter. Because the market of an imported fashion brand is steadily increasing, determining the factors to make exclusive importation contract is very meaningful from the point of academic and business. After this study, many marketers may get basic conditions to apply for real business and I hope the following quantitative research will give more effective results. The next study also will have extended range concerning industry area, product and distribution channel.

• Asia Marketing Journal
• /
• v.15 no.3
• /
• pp.97-115
• /
• 2013

This paper was motivated by two gaps in the extant literature on brand portfolio planning. First, research has shown that, as the number of products connected to a brand increases, the extended product receives more favorable evaluations. However, this result was obtained by comparing two brands with different number of products while controlling the brands' breadths. Hence one may question if the above result would hold when the brand is narrow as well as broad. Second, the literature has investigated the effect of brand breadth on the perceived fit and evaluations of an extended product within a relatively limited range ("narrow vs. broad") and not considered the case of a "very broad" brand. To address these gaps, we propose two hypotheses: 1) the effects of the number of products associated with a brand on the perceived fit and evaluations of a moderately far brand extension are moderated by the brand's breadth (H1); and 2) the relationship between a brand's breadth and a moderately far extension's perceived fit and evaluations looks like an inverse-U shape (H2). Study 1 was conducted to test H1. Study 1 employed a 2 × 2 within-subjects design in which the first factor was the number of products (small (2) or large (5)), and the second factor was brand breadth (narrow or broad). We measured brand breadth as the perceived similarity among products associated with a brand. Participants provided the perceived fit and evaluations of an extended product. Study 2 was conducted to test H2 as well as to replicate Study 1 in a more general setting and with different products. It employed a 2 × 3 within-subjects design, in which the first factor was the number of products (small (2) or large (5)), and the second factor was brand breadth (narrow, broad, or very broad). The results from two experiments support both hypotheses. This paper contributes to the literature on brand extensions in two ways. First, it broadens our understanding of the effects of product number and brand breadth on extended product evaluations by considering the two factors jointly. Second, we believe this study to be the first to present evidence that brand breadth can exert an inverted U-shape effect on the perceived fit and evaluations of an extended product. The results also offer implications for marketers. First, marketers should heed the finding that adding similar products to a narrow brand does not help the brand's extension launch. Second, the finding that the relationship between brand breadth and extended product evaluations might not be linear provides practical implications. While a narrow brand should not keep launching close extensions, nor should a broad brand continue producing far extensions to broaden its breadth. A firm with a broad corporate or family brand might want to consider introducing a new brand instead of adding dissimilar products under the brand umbrella.

• Journal of the Korea Society of Computer and Information
• /
• v.25 no.10
• /
• pp.255-260
• /
• 2020

In this paper, I propose an efficient brand identity strategy by topic modeling the Instagram posts, one of SNS(Social Network Service) having more than 1billion world-wide and 500 million daily users. Since the 92% age groups of the Instagram is 18~50 years old (59% 18~29y and 33% 30~49), I set research analysis target three mobile commerce sites to dress and cosmetics sales sites that sale apparels cosmetics and gadgets that recently opened and have operated marketing on diverse channel including SNS. By topic modeling SNS posts for 6 months after launching the site that tagged each m-commerce site brand name or company name, I validate companies' brand identity strategy works effectively and suggest moderation of strategy for brand image. As a result, I found one of three mobile commerce site has different brand image by users and need different identity set up.

• Journal of the Korean Society of Fashion and Beauty
• /
• v.4 no.1 s.7
• /
• pp.4-11
• /
• 2006

Masstige goods aimed consumers who want the fame and the emotional contents with reasonable price are presented overall and around the life style, from all the fashion items like bag and apparel to car, electric household, food, sports goods, furniture, toys, pets and performance of art, etc. Masstige casual, essentially different from the passed casuals which emphasized only price strategy, appeals to teenagers and young of twenties with a definite brand concept. Therefore masstige casual might be separated from business casual of a target aged thirties. Established celebrity brands have launched masstige brands matching the popularization of prestige goods. Armani Exchange from Armani, Marc by Marc Jacobs from Louis Vuitton are representative ones. DKNY from Donna Karen, MiuMiu from Prada, Paul smith Pink from Paul Smith can be added. These are relatively inexpensive, however the quality, design and shop's atmosphere are more exclusive than general brands. Consumers are over middle class and have a pride and fidelity to those brands. Leading Masstige trend, new luxury brands put the importance to the quality and aims middle class. To succeed in this field, companies should know exactly what consumers want, considering not only functional aspect but also emotional pleasure. Even though masstige has a weakness in pricing, it has to keep brand's proper benefit. Its price range could be wide to be in great demand but has to have elasticity and not to be expanded too much. Masstige industry should do its best not to damage original brand's identity. Forming family brand, like Armani made Georgic Armani, Emporio Armani and Armani exchange, system of parent brand and sub brands would be recommendable. From the launching time, masstige needs the effects to create a sensation and bring it into vogue and offer emotional value to the consumers.

• Asia Marketing Journal
• /
• v.12 no.4
• /
• pp.183-201
• /
• 2011

In case of Aju capital, it adopted a strategy to use a single brand not two separate brands after M&A was completed. In order to implement this strategy, it has endeavored to effectively process the work of shifting existing marketing infrastructure of DAEWOO capital, the mergee, spending enough transition time for the brand migration. In the process of merging, Aju capital picked the strategy to use the brand of mergee first, which is the Daewoo Capital brand, and then took a transition time for a while to converge to the single brand of Aju capital. Putting another way, even if the M&A deal was completed back in 2005, it maximized the effect of launching its final brand "Aju capital" by capitalizing on the positive image of "Daewoo" during the transition time and changing its name just in the right moment. In a bid to implement this strategy successfully, it established a cautious but sophisticated brand migration strategy. 1) "Brand bridge" strategy through reinforcing brand power of "Naegeron", which is an individual product brand of Daewoo Capital 2) Establishing a good brand image through reinforcing customer satisfaction 3) It implemented and completed its brand transition initiative by going through the step of Aju Capital brand unification (from Sept 09 to present) Currently, the sales unit of Aju Capital is realizing quality growth through specialization. It's strategy is to construct a systematic sales portfolio in terms of both quality and quantity through product-by-product specialization where the existing practice was selling a variety of products in a single branch. Back in 2009, it opened a branch that specialize in imported cars and expanded its used car business to 6 specialized locations. Besides, the specialized locations for personal loan named "Naegeron" was expanded from 3 to 11 locations. Recently, it is expected that it will inject vigor to retail and corporate financing business alongside with its core business, which is auto financing.

• Journal of the Korea Society of Computer and Information
• /
• v.18 no.7
• /
• pp.125-137
• /
• 2013

Seoul city provided u-tourism services for inbound tourists' convenience. These services began in April, 2010 and were completed in advanced way by the end of 2011. Seoul city developed a brand fit to the new services simultaneously for communicating it. Recently, there are so many cities in the world that steadily try to give favorable impression and images to people. In the study, we analyze the process of brand building to present a guideline for city brand and tourism service brand building. The study includes a series of brand making process such as environment of brand, customer analysis, design of brand platform, brand hierarchy, visualization of various brand factors, strategies of operation and performances of brand awareness and draw a conclusion and suggest an advice. As for implication, the study shows the necessity of service brand launching plus Seoul official brand(Hi, Seoul), the service brand including ubiquitous concept, development of brand factors with complementarity and observation of systematical methodology.

• Fashion & Textile Research Journal
• /
• v.4 no.3
• /
• pp.254-260
• /
• 2002

The purpose of this study is to grasp the actual condition toward the clothing of senior males' and perception of male's formal wear companies for silver market through a survey targeting senior males and clothing companies. The survey was conducted targeting 196 senior males and chief-patterners of 7 companies' 10 brands. The questionnaire distributed to senior males was consisted of 22 items regarding the perception and satisfaction on clothes. And 12 items concerning the perception of senior male clothing brands and the size system was developed for clothing companies. The results of the study are as follows. The study revealed that most senior males perceived that brand clothing for them was necessary. More than half of the respondents were not satisfied with ready-made clothes. And many senior males prefer ready-made clothing when they purchase their clothes. For these reasons, senior males apparel market might be promising. Currently, the perception of male's formal wear companies on the need of brand was high. However, considering that brand launching might be difficult to be realized soon I presume that size spectrum based on body size of senior males is necessary which reflect their physical characteristics and activities.

• The Research Journal of the Costume Culture
• /
• v.15 no.4
• /
• pp.593-603
• /
• 2007

The purpose of this study is to study the Central Asian costumes($1{\sim}7C$) and develop new design items and suggest new brand launching. Korean apparel industry has been suffering from imbalance of supply and demand caused by the sagging economy and too many apparel companies. Due to the several years of recession, clothing consumption decreased and foreign brand's market share got bigger. As a result, managing a company became difficult and it is time for Korean apparel industry to enter the global market. We need a brand with new image and design that has big potential of purchasing power not only in Korea but also in China, and furthermore in global market. But even nearby Chinese market already became very competitive. One way of approaching Chinese fashion market is to find something special, for example, their historical background. Central Asian culture and costumes, a part of China, has both Eastern and Western culture. No other apparel industry had interest in the Central Asian costumes yet. Therefore, through their costume, a fresh design idea can be suggested.

• The Korean Journal of Franchise Management
• /
• v.3 no.2
• /
• pp.55-78
• /
• 2012

The purpose of this study is to devise successful strategies for launching of new brands in franchise companies based on cases of 'Gamarogangjung' of Masedarin Inc. The results of case analysis shaw following successful strategies. First, Masedarin Inc. has used its core competence; Masedarin Inc., which managed chicken franchises for many years, launched the new brand, 'Gamarogangjung' based on its differentiated technologies and infrastructure. Second, the brand, 'Gamarogangjung' has used market oriented strategy actively; the brand has reflected customers' needs to its adminstration immediately by understanding and sharing of customers' needs at the corporate level. Third, Masedarin Inc. has differentiated a business model from other companies; by using 'take out' purchasing system instead of 'delivery to doors' or 'purchasing by visiting', the company has saved huge management cost. Fourth, Masedarin Inc. developed a new kind of business which is differentiated from existing chicken franchise brands or take-out restaurants. Fifth, Masedarin Inc. has appealed its sincerity to franchisees; its business information session, which explains about the business openly without exaggeration, has drawn a high rate of franchise agreement. Sixth, Masedarin Inc. changed its way of thinking about conditions of a location for member stores. The company has selected 'A' level locations for their member stores which enables 'quick sales at small profits' while other take-out stores are usually located at 'B' level location. Lastly, Masedarin Inc. has given thorough instructions to the staff of member stores. And immediately after opening of the stores, franchisees were able to operate the stores comfortably because the company educated the staff repeatedly over a long period to make them master skills before the opening of the store.