• 한국의류학회지
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• 제31권3호
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• pp.440-450
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• 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.

• 한국산학기술학회논문지
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• 제16권3호
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• pp.1806-1814
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• 2015

유통업체에서 PB(Private Brand)의 선택확률을 높이기 위하여 기존 PB보다 열등한 다른 PB를 사용하는 전략은 비용적인 측면에서 어려운 문제가 있다. 따라서 본 연구는 이를 해결하고자 2개의 현실적인 실험방법을 통해 PB의 유인 및 타협효과를 검증하고자 한다. 검증결과를 살펴보면 제조업체 브랜드(NB; National Brand)와 PB에 새로운 브랜드인 무상표(GB :Generic Brand)를 추가한 경우 유인 및 타협 효과가 발생하여 PB의 선택확률이 높아짐을 발견하였다. 구체적으로 실험 1에서는 NB와 PB의 특성상 경쟁대안과 표적대안의 선호도와 선택확률의 차이가 많은 경우에도 유인브랜드 진입 시 표적대안인 PB의 선택확률 변화를 확인하였다. 실험2에서는 경쟁사 PB를 열등한 대안에 위치시킬 때도 유인효과가 발생하여 자사 PB의 선택확률이 증가한다는 것을 확인하였다. 이러한 연구결과에 대한 전략적 시사점과 연구의 한계 및 향후 방향을 제시하였다.

• 한국콘텐츠학회논문지
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• 제10권11호
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• pp.363-370
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• 2010

본 연구에서는 소비자 루머가 기업의 마케팅 관리에 미치는 영향에 관한 기존 연구들을 개괄적으로 살펴보고, 특히 브랜드에 미치는 영향을 중심으로 고찰하였다. 또한 부정적인 브랜드 루머에 대한 기업의 대응 노력들을 토의하였다. 이와 더불어 내용분석 방법론을 이용하여 브랜드 루머의 발생 원인에 대한 소비자의 인식을 조사하고, 추가적으로 분산분석을 통하여 브랜드 관여도나 로열티와 같은 기존의 브랜드 자산들이 루머에 대한 소비자의 신뢰성 지각에 영향을 미치는지를 조사하였다. 연구 결과에 기반하여 본 연구는 기업의 브랜드 위기관리와 커뮤니케이션을 위한 시사점을 제공하고자 하였다. 주요한 결론에 의하면, 브랜드 루머는 해당 브랜드뿐만 아니라 경쟁적 관계인 브랜드의 이미지에도 영향을 미치게 되며, 기존의 호의적인 브랜드 태도는 루머에 대한 신뢰도에 유의한 영향을 주지 못하는 것으로 나타났다.

• 서비스연구
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• 제7권4호
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• pp.15-38
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• 2017

본 연구에서는 상표전환과 반복구매의 소비 형태를 보이는 소비자를 대상으로 그들의 상표전환과 반복구매의 결정 요인은 무엇인지 알아보고자 하며 그러한 상표전환의 과정과 반복구매에서 기업의 촉진활동으로 대표되는 마케팅 반응변수별 차이를 분석하여 그 결과를 마케팅에 적용시키기 위한 시사점을 제공하고자 한다. 이는 유통업계간 과다경쟁과 외형을 중시한 판매경쟁의 결과로 밀어내기식의 마케팅을 전개하고 있는 기업에게 소비자를 개개인의 실체로 인식시켜 이에 맞는 효율적인 촉진활동을 제시함으로써 자사상표에 대한 상표 충성도를 높여 지속적인 반복구매를 하게하고 경쟁상표 소비자의 상표전환을 유도하는데 도움을 주고자 한다. 본 연구 결과를 살펴보면 다음과 같다. 첫 번째 이벤트와 가격할인과 샘플이나 견본상표 혹은 로고(logo) 등이 새겨진 것을 일컫는 제품 프리미엄 등을 선호하는 고객들은 반복구매를 하는 특징이 있다. 두 번째 서비스 혜택과 포인트 형 판촉 그리고 비용절감 만족도가 상표전환에는 아무런 영향을 미치지 못했으며 쿠폰 형 판촉을 선호하는 사람들만이 상표전환을 하는 것으로 나타났다. 세 번째 반복구매와 쿠폰 형 판촉 사이에서는 소매 업태가 긍정적인 조절효과를 보이고 있으며 상표전환과 서비스혜택 사이에서도 소매 업태가 긍정적인 조절효과를 보이고 있는 것을 알 수 있었다.

• 한국IT서비스학회지
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• 제21권2호
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• pp.27-41
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• 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
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• 제16권1호
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• pp.229-241
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• 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
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• 제16권1호
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• pp.215-228
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• 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."

• 한국의류학회지
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• 제19권3호
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• pp.448-462
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• 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.

• 한국의류학회지
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• 제35권5호
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• pp.587-600
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• 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.

• 복식
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• 제64권1호
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• pp.136-151
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• 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.