• Journal of the Korean Society of Clothing and Textiles
• /
• v.31 no.3 s.162
• /
• pp.440-450
• /
• 2007

The purpose of this study was intended to investigate influence of consumer's brand loyalty, competitor's brand price and brand switching intention in condition of discount sale of casual apparel products. The data for the study was obtained through the use of an experimental design which was $2{\times}[2{\times}2]$ mixed factorial design. The subjects were 730 college students. The data were analyzed by cluster analysis, ANOVA, simple interaction analysis and simple main-effect analysis. The following results were founded: First, The results indicated that the 3-way interaction effects among consumer's brand loyalty competitor's brand price and discount on brand switching of casual apparel products. Second, the results indicated that the 3-way interaction effects among consumer's brand loyalty competitor's brand price and discount on consumer preference of casual apparel products. These results indicated that low brand loyalty group on casual products showed high preference and high brand switching on competitors brand when competitor's brand price was lower than preferred brand price and discount type was absolute frame. High bran loyalty group on casual apparel products preferred and switched high competitor's brand when discount type was absolute frame.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.16 no.3
• /
• pp.1806-1814
• /
• 2015

The strategy of distributors using a PB(Private Brand) inferior to existing PB to increase choice probability of PB arouses difficulty in terms of cost. Therefore, the aim of this study is to verify incentive and compromise effects of PB using two realistic experimental methods. Looking at the verification results, incentive and compromise effects occurred to show increase in choice probability of PB when a new GB(Generic Brand) was added to NB(National Brand) and PB of a manufacturer. In specific during experiment 1, choice probability of PB, the target, was changed when decoy brand was introduced even if there is a large difference in preference and choice probability of the competitor and target due to characteristics of NB and PB. In experiment 2, incentive effect appeared when PB of competitor was positioned as an inferior alternative to increase choice probability of the company's PB. Strategic implications on the study results, limits of this study, and future directivity were proposed.

• The Journal of the Korea Contents Association
• /
• v.10 no.11
• /
• pp.363-370
• /
• 2010

This paper provides a review of the research on the relationship between consumer rumor and marketing management in general, and rumor's effects on brand in particular. Also corporations' efforts for managing negative rumor were discussed. In the subsequential article, this study analyzes the consumer's perception of the origin of rumors through contents analysis method, and performs ANOVA study in addition to identify if brand assets such as brand loyalty and brand involvement can affect rumor credibility perception significantly. Based on these results, this study considers some implications for brand crisis management and communications. According to the results, a brand rumor can affect both the corresponding brands and competitor's brands at a time and the relationships between existing favorable brand attitude of consumer and rumor credibility are not significant enough.

• Journal of Service Research and Studies
• /
• v.7 no.4
• /
• pp.15-38
• /
• 2017

The purpose of this study is to look into the consumers who show the consumption patterns of brand switching and repeated purchasing, find the decision factors of their brand switching and repeated purchasing, analyze the difference in marketing response variables being represented as corporate promotion activities in the brand switching and repeated purchasing process, and provide a suggestion to apply the result to marketing Therefore, it tries to help the firms, which develop push marketing as the result of excessive competition between distributors and sales competition focusing on external appearance, recognize consumers as individual substances; to propose proper efficient promotion activities; to let consumers increase loyalty to their trademark and continue to purchase their products repeatedly; and to induce competitor brand consumers to do brand switching. The results of this study are presented as follows: First, consumers who prefer events, price discount, samples, and product premium which means the products with brand or logo on them had the feature of repeated purchasing. Secondly, service benefit, point-type promotion, cost-saving satisfaction didn't affect brand switching, and only the consumers who prefer coupon-type promotion did brand switching. Thirdly, a distribution type produced the moderating effect between the repeated purchasing and coupon and coupon-type promotion, and between brand switching and service benefit.

• Journal of Information Technology Services
• /
• v.21 no.2
• /
• pp.27-41
• /
• 2022

In a fiercely competitive environment, quality is a key factor that enables dashboard camera makers to maintain their competitive advantage. Quality affects consumer satisfaction, brand loyalty, and firm performance. Therefore, to remain competitive, it is important that manufacturers maintain product quality that meets consumer expectations. To this end, it is necessary to investigate customer preferences and product performance in terms of product quality and to properly allocate resources to improve the quality level such that the firm can maintain a competitive advantage. In this paper, we proposed the various ways in which manufacturing firms can determine which quality dimensions need improvement in order to secure competitiveness. To this end, we analyzed a case study of Urive to develop a quality improvement strategy through importance performance competitor analysis (IPCA). Urive's IPCA results showed that 14 quality dimensions, namely performance, size, price, ease of use, country of origin, manufacturer, brand, product certificate, warranty, distribution channel, market share, reliability, durability, and conformance, were not absolutely competitive compared with those of Mando, Inavi, and Finevu. In terms of color, Urive had an absolute competitive advantage over Mando, but not Inavi and Finevu. Urive's appearance was more competitive than Mando's, but not Inavi's and Finevu's. In terms of advertisement and serviceability, Urive was absolutely less competitive than Mando and Inavi, but had a competitive advantage over Finevu. Therefore, it is necessary to put resources and time as the first priority for performance, reliability, and durability, which have a large performance difference in common among the three brands. The quality dimensions in which resources and time need to be put in second place are price and ease of use, which have a large performance difference in common among the two brands.

• Asia Marketing Journal
• /
• v.16 no.1
• /
• pp.229-241
• /
• 2014

In 1997 the Asian Foreign Currency Crisis hit Korean shores. In its wake, Korean consumers demanded cost-saving solutions which will increase both the use-life and the fuel efficiency their vehicles. Bullsoneshot's effects include increases in gas mileage as well as cleaner cylinders, intakes and exhaust valves, the product was welcomed by an explosive demand from people driving older cars in an adverse economy. The history of Bullsone can be categorized as two major stages. The First stage is lunching era of "Bullone Shot" following competitor brand. The second stage is extension stage of brand and line based on Bullsone's positive brand equity. Mr. Hyun Woo Shin, formal CEO of OXY inc. and also formal vice president of OCI (Oriental Chemical Industries) take charge of New CEO of Bullsone. He energetically push the Bullsone's family brands and got a desirable results. He also setup ambitious goal : reach 100bn KRW in gross sales within 3 years. "Ripping itself free from 30~40 bn KRW sales range in which the company has stagnated in the last 10 years, Bullsone intends to be aggressive enough in marketing to reach 150 bn KRW in sales in 2013, and reach 700 bn KRW by 2018." This is the goal iterated by Bullsone's top executive team.

• Asia Marketing Journal
• /
• v.16 no.1
• /
• pp.215-228
• /
• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• Journal of the Korean Society of Clothing and Textiles
• /
• v.19 no.3
• /
• pp.448-462
• /
• 1995

The purpose of this study was on the development of jeans via conjoint analysis and marketing strategies for each segmented market. The questionnaire was composed vervel card and defining the proper marketing strategies for each segmented market. The 269 usable data was distributed to the Univ student and carrier women through multi- stage , ;ambling. The statistical results were processed by the SPSS, PC MDS, and MANZANOLA program. The used methods of statistical data were conjoint analysis, KYST, PROFIT, factor analysis, frequency, one-way ANOVA, SNK, and paired t-test. The results of this study can be summaries as follows: 1. In competitor analysis, Korean brands were in low price zone, but foreign in high price and character style zone. 2. There was significant differences Korean brands and foreign brands on evaluating. On the basis of the perceptual maps, most of Korean brands were evaluated as having a good price and most of foreign brands were evaluated as having a good design. 3. The optimal jeans has the well-known brand, the price of less than 30, 000 won, traditional style, and good quality. In four attributes of clothing buying process, brand is most important attribute of jeans. Segment market 1.All the jeans that they have is Korean brand. Income, amount spent per month on clothing, how many having jeans is low market. Self-centered factor is lowest. In the clothing sari ales lifestyle, they considered most conviniance. Segment market 2-They have one foreign brand jeans. Income, amount spent per month on clothing, how many having jeans is low market. Self-centered factor is lowest Segment market 3-They have two foreign brand jeans. Income, amount spent pet month on clothing, how many having jeans is high market. Self-centered factor is high. In the clothing variables lifestyle, they considered brand, continuance, and character. Segment market 4-They have more than three foreign brand. Income amount spent per month on clothing, and how many having jeans is high market. Self-centered factor is high. In the clothing variables lifestyle, they considered most brand, and character.

• Journal of the Korean Society of Clothing and Textiles
• /
• v.35 no.5
• /
• pp.587-600
• /
• 2011

This study presents the strategic directions for Korean multi-brand fashion stores by running in-depth industry research and market analysis. Over 20 professionals were selected from Korean multi-brand fashion stores for this study and in-depth interviews were conducted to evaluate related subjects. The results of the study were as follows. First, Korean multi-brand fashion stores could be classified into three criteria: operating ownership, merchandise mix, and store identity. Second, operating ownership criterion was chosen for further investigations of strategies and directions of the multi-brand fashion stores. The operating ownership criterion consists of three types; department store types, specialty store types, and boutique types. Each type deploys different buying practice, organizational strategies, and distribution channels. Lastly, the suggested strategic directions for each type are summarized as follows. The 'department store type' should utilize its strong direct buying capabilities and acquisition of merchandising can be more effectively managed. The store should utilize its strong buying power as a tool to develop new private brands (PBs). For 'specialty store type', two key factors have been derived: market share expansion and positioning themselves to become a new distribution channel. To respond to these factors, the store needs to be perceived as a brand then diversify its business. Strengthening its brand will allow it to expand into a new distribution channel and also enable a strategic partnership with its competitor brands. The factors influencing 'boutique type' is personalization and uniqueness. With an emphasis on the uniqueness of products and merchandising it will be able to implement the role as a personal shopper and stylist to provide a very personalized service to its customers.

• Journal of the Korean Society of Costume
• /
• v.64 no.1
• /
• pp.136-151
• /
• 2014

This study systematically analyzed types of fashion brand application focusing on accounts created in Korea. While referring to 'Chanel' which has developed a fashion brand app for the first time in August of 2008, not only for App store by Apple Inc. of the greatest market share but also for Android market, the one and only competitor of App store, the study examined cases of fashion brand app in Korea and foreign countries which have been in service till August of 2013 since the year of 2008. To achieve the research goal, the study conducted a literature research and a case review, categorizing the app by their distinctive functions which were Basic Information, SNS, AR, LBS, Entertainment, Mobile Shopping and Live Streaming. As for the first function, Basic Information, it was considered to provide information on a brand such as prices, sizes and colors of products which should be the most fundamental function of a fashion brand. The function would include look book, catalogues, photographs and others of products, helping users of the app with their understanding on images and concepts of the brand. Second, SNS function was considered useful for its mobility and communication and with the help of theirs, the users share fashion information with each other. Third, AR function as in a filed of virtual reality would edit virtual objects to look real in an actual environment. This would eventually offer the users a chance to try for clothes virtually. The fourth function, LBS, would work with GPS to find a store closest from a present location. This would be a help when the users try to find stores holding promotion events or trails while hiking in mountains. The fifth Entertainment function would include all sorts of games and chances for the users to listen to music and keep fashion diaries. The sixth function, Mobile Shopping, would help the users purchase items online via the app as they would not visit a store in person. The seventh function, Live Streaming, would give the users chances to actually see fashion collections in real time, held all over the world in every season. Because of this function, not only fashion experts but also regular people have become able to enjoy the fashion shows. The distinctive characteristics of the fashion brand application discussed in the study will be a useful reference when any relevant fields try to design other new fashion brand application.