• The Journal of Economics, Marketing and Management
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• v.7 no.4
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• pp.1-5
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• 2019

Purpose - Along with the rapid growth of the economics and IT industry, E-commerce appears as the next potential area of world economics. For this no-entity shops commerce style, logistics is crucial for the success of E-commerce. Research design, data and methodology - In this paper, Dangdang.com, the largest online marketplace in China, is studied and a conceptual model is present, to develop a practical way to develop the logistics system in E-commerce situation. Results - This research finds that following 4 factors are critical success factors for E-commerce logistics: 1) logistics centres are very important to control the inventory management; 2) keep good cooperation with third-party logistics (3PL) can guarantee good quality shipping service and also can reduce delivery costs; 3) build strong information system; 4) quick response system also needed for an efficient logistics system. When E-commerce firms are developing their logistics systems, they should pay more attention to these 4 critical success factors. Conclusions - In summary, successful 3PL management is vital for competing regionally and globally throughout the logistics value chain. We see information system as an enabler in logistics management to get the right products to the right place in the right quantity at the right time and to provide quality services to satisfy the customer's needs.

• Journal of the Korea Safety Management & Science
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• v.26 no.1
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• pp.45-53
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• 2024

A Smart factories are systems that enable quick response to customer demands, reduce defect rates, and maximize productivity. They have evolved from manual labor-intensive processes to automation and now to cyber-physical systems with the help of information and communication technology. However, many small and medium-sized enterprises (SMEs) are still unable to implement even the initial stages of smart factories due to various environmental and economic constraints. Additionally, there is a lack of awareness and understanding of the concept of smart factories. To address this issue, the Cooperation-based Smart Factory Construction Support Project was launched. This project is a differentiated support project that provides customized programs based on the size and level of the company. Research has been conducted to analyze the impact of this project on participating and non-participating companies. The study aims to determine the effectiveness of the support policy and suggest efficient measures for improvement. Furthermore, the research aims to provide direction for future support projects to enhance the manufacturing competitiveness of SMEs. Ultimately, the goal is to improve the overall manufacturing industry and drive innovation.

• Asia pacific journal of information systems
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• v.21 no.1
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• pp.1-27
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• 2011

In an attempt to cope with widespread, dynamic, and accelerating changes in both internal and external business environments, companies often utilize information technologies such as SCM(Supply Chain Management). To date, SCM research has mainly focused on the effects of dynamic factors on SCM success and emphasized adoption strategies and critical success factors. Consequently, the effects of more static factors such as interdependency between SCM partners have been largely ignored. The purpose of this study, therefore, is to examine the effects of both dynamic and static factors on SCM performance by controlling for information quality and partnership quality. The five factors examined in this study include innovative ness, mutual dependency, quality of information, partnership quality, and SCM performance. All factors were examined from the perspective of part suppliers, except the mutual dependency which was examined from two aspects: supplier's dependency on customer and customer's dependency on supplier. Data was collected through five hundred survey questionnaires distributed to the part supplier companies that have implemented SCM systems for at least one year. As a result, a total of 170 valid responses were obtained. A structural equation research model was fitted using SAS 9.1.3 and SMART-PLS 2.0. The results of this study can be summarized as follows. First, innovativeness positively affected SCM information quality. SCM partnership quality, and ultimately SCM performance. The path coefficient between innovativeness and information quality was 0.387, with a t-value of 3.528. Innovativeness also had a positively direct effect on partnership quality. The path coefficient was 0.351 with a t-value of 3.366. The total effect of innovativeness on partnership quality was significant, although its indirect effect on partnership quality by altering information quality was negligible. The total indirect effect of innovativeness on SCM performance by affecting information quality and partnership quality was significant with a p-value of 0.014. Innovativeness played an important role in determining SCM performance. Second, mutual dependency showed no significant effect on SCM information quality. This result contradicts the earlier assertion that the more dependent two companies are, the more accurate and timely the information they exchange ought to be. This study showed that this may not be the case; a partner may provide information of poor quality even when it is strongly dependent on the other. Mutual dependency showed significant effect on partnership quality. However, when the mutual dependency perceived by suppliers was divided into two parts, one being a supplier's dependency on its customer company and the other being a customer's dependency on the supplier, the latter showed a significant impact on the perceived SCM partnership quality. This result indicates that a customer company can hardly improve the partnership quality perceived by suppliers by making them more dependent. It improves only when the suppliers perceive that their partners, typically having more bargaining power, are more dependent on them. The overall effect of mutual dependency of any kind on SCM performance, however, was not significant. Although mutual dependency has been mentioned as an important static factor influencing almost every aspect of cooperation on a supply chain, its influences may not be as significant as it was initially perceived to be. Third, the correlation between information quality and partnership quality was 0.448 with a p-value of less than 0.001. Information quality had a path coefficient of 0.256 to partnership quality with a t-value of 2.940. The quality of information exchanged between partners may have an impact on their partnership quality. Fourth, information quality also had a significant impact on SCM performance with a path coefficient of 0.325 with a t-value of 3.611. In this study, SCM performance was divided into four categories: product quality, cost saving, service quality, and order fulfillment. Information quality has Significant impacts on product quality, cost saving and service quality, but not on order fulfillment. Fifth, partnership quality, as expected, had a significant impact on SCM performance. The path coefficient was 0.403 with a t-value of 3.539. Partnership quality, like information quality, had positive impacts on product quality, cost saving and service quality, but showed no impact on order fulfillment. It seemed that order fulfillment is the hardest category of performance that SCM can satisfy. One major limitation of this study is that it surveyed only the suppliers. To better understand the dual aspects of SCM, it is important to survey both suppliers and the assemblers, especially in pairs. This research, to our best knowledge, was the first attempt to study the level of dependency between the two groups by measuring the dual aspects of SCM and studying mutual dependency from the categories of suppliers and assemblers each.. In the future, a more comprehensive and precise measurement of SCM characteristics needs to be achieved by examining from both the supplier's and assembler's perspectives.

• Asia Marketing Journal
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• v.16 no.1
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• pp.71-100
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• 2014

While the role of emotional antecedents of effective selling behavior would be important, the issue has not been fully addressed in the sales literature. To fill this gap, we conceptualize and empirically examine the relationships among salesperson's emotional regulation processes such as emotional intelligence (EI) and emotional labor (EL), effective selling behavior, and sales performance on the basis of educational, occupational, social psychology literature and marketing literature (e.g., Henning-Thurau, Groth, Paul, and Gremler 2006; Kidwell et al. 2011; Liu et al. 2008; Mayer, Salovey, and Caruso 2008). First, salesperson's EI is defined as his or her capability that enables correct perceptions about emotional situations in sales interactions. The EI is expected to work as psychological resources for different types of EL (i.e., deep acting and surface acting) to be performed by salesperson as emotional expression strategies (e.g., Lie et al. 2008). It is, then, expected that the features of EL selected by the salesperson would lead to different levels of adaptive selling behavior (ASB) and thereby sales performance (Monaghan 2006). Further, given that salesperson's customer orientation (CO) is found to be an important correlate of ASB (Franke and Park 2006), it is expected that CO would moderate the relationship between EL and ASB (Rozell, Pettijohn, and Parker 2004). Hence, this research attempts to shed additional light on emotionally-driven (EL) as well as cognitively-driven (CO) antecedents of ASB (Frank and Park 2006). The findings of the survey research, done with 336 salespersons in insurance and financial companies, are summarized as follows. First, salespersons with a high level of EI are found to use both deep acting (regulating the emotions themselves) and surface acting (controlling only emotional expressions) in a versatile way, when implementing EL. Second, the more the salesperson performs deep acting, the more he or she shows ASB. It is, then, important for salespersons to use deep acting more frequently in the EL process in order to enhance the quality of interacting with customers through ASB. On the other hand, the salesperson's surface acting did not have a significant relationship with ASB. Moreover, CO was found to moderate the relationship between the salesperson's deep acting and ASB. That is, the context of high CO culture and individual salesperson's deep acting would synergistically make the selling efforts adaptive to customer preferences. Conceptualizing and empirically verifying the antecedent roles of important emotional constructs such as EI and EL in salesperson's effective selling behavior (ASB) and sales performance is a major theoretical contribution in the sales literature. Managerially, this research provides a deeper understanding on the nature of tasks performed by salespersons in service industries and a few guidelines for managing the sales force. First, sales organizations had better consciously assess EI capacity in the selection and nurturing processes of salespersons, given that EI can efficiently drive EL and the resulting effective selling behavior and performance. Further, the concept of EL could provide a framework to understand the salespersons' emotional experiences in depth. Especially, sales organizations may well think over how to develop deep acting capabilities of their sales representatives. In this direction, the training on deep acting strategies would be an essential task for improving effective selling behavior and performance of salespersons. This kind of training had better incorporate the perspectives of customers such that many customers can actually discern whether salespersons are doing either surface acting or deep acting. Finally, based on the synergistic effects of deep acting and CO culture, how to build and sustain CO is always an ever-important task in sales organizations. While the prior sales literature has emphasized the process and structure of highly customer-oriented sales organization, our research not only corroborates the important aspects of customer-oriented sales organization, but also adds the important dimension of competent sales representatives who can resonate with customers by deep acting for sales excellence.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.5
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• pp.35-46
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• 2017

This study analyzed the role of innovation intermediaries on the performance of technology-based firms in Korea. Technology-based firms are important to the economy because they contribute to regional economic development and national competitiveness. In Korea, various types of intermediaries, such as Techno-parks and incubators have been established to foster technology-based firms. Researchers analyzed various factors influencing the performance of technology-based firms. On the other hand, there have been few studies on the relationship between the innovation intermediaries and the performance of technology-based firms in Korea. This study identified the firms' capabilities, institutional and environmental factors in the light of the literature. A total of 2,313 technology-based firms in Techno-parks, business incubator of public institutes and universities were surveyed. Of these, 110 respondents were used for empirical analysis. OLS techniques were applied to analyze the data. The empirical results showed that the marketing competence, R&D capacity, which is a firms' innovation capacity, have a positive effect on the performance. The support of intermediaries positively affects the performance of technology-based firms. The economic aspects of regional innovation infrastructure, and cooperation with the customer has a positive effect on the performance of technology-based firms.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.12
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• pp.6133-6145
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• 2013

With the increasing number of online wine stores, customers are increasingly seeking to purchase wine online. On the other hand, purchasing wine online is prohibited by law or regulation in Korea. Therefore, customers mainly search for wine information, inquire about wine products, and make a pre-purchase at an online wine store. Online wine stores play important roles in customer's purchase decision-making, and are likely to be a useful wine distribution channel in the near future. Therefore, the aim of this study was to identify the determinants of the online wine purchase intention, and examine the structural relationships between the determinants and online wine purchase intention. The site quality of online wine stores (information quality, system quality, service quality), and perceived value (quality value, price value, emotional value, social value) were selected as the determinants of online wine purchase intention based on literature review. The data was collected from those who had experience using an online wine store to purchase wine, and the data was used to test the proposed research model. The findings showed that the information quality was not related to the perceived value (quality value, price value, emotional value, social value). The system quality was proven to be positively and significantly related to the quality value, price value, and emotional value, whereas it had no impact on the social value. In addition, the service quality was found to affect the perceived value (quality value, price value, emotional and social value). Finally, the results showed that the quality value, emotional value, and social value have a positive impact on the online wine purchase intention, whereas the price quality is not related to the online wine purchase intention. These results are expected to make a contribution to a better understanding of how the quality of online wine stores and the customer's perceived value affect the online wine purchasing intention.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.1
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• pp.301-311
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• 2013

This study aims to analyze characteristics, health behaviors and health management level related to private health examination recipients in one general hospital. To achieve this, we analyzed 150,501 cases of private health examination data for 11 years from 2001 to 2011 for 20,696 participants in 2011 in a Dae-Jeon general hospital health examination center. The cluster analysis for classify private health examination group is used z-score standardization of K-means clustering method. The logistic regression analysis, decision tree and neural network analysis are used to periodic/non-periodic private health examination classification model. 1,000 people were selected as a customer management business group that has high probability to be non-periodic private health examination patients in new private health examination. According to results of this study, private health examination group was categorized by new, periodic and non-periodic group. New participants in private health examination were more 30~39 years old person than other age groups and more patients suspected of having renal disease. Periodic participants in private health examination were more male participants and more patients suspected of having hyperlipidemia. Non-periodic participants in private health examination were more smoking and sitting person and more patients suspected of having anemia and diabetes mellitus. As a result of decision tree, variables related to non-periodic participants in private health examination were sex, age, residence, exercise, anemia, hyperlipidemia, diabetes mellitus, obesity and liver disease. In particular, 71.4% of non-periodic participants were female, non-anemic, non-exercise, and suspicious obesity person. To operation of customized customer management business for private health examination will contribute to efficiency in health examination center.

• Journal of Distribution Science
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• v.9 no.3
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• pp.83-94
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• 2011

Most domestic companies, with the exclusion of major firms, are reluctant to implement a supply chain management (SCM) network into their operations. Most small- and medium-sized enterprises are not even aware of SCM. Due to the inherent total-systems efficiency of SCM, it coordinates domestic manufacturers, subcontractors, distributors, and physical distributors and cuts down on cost of inventory control, as well as demand management. Furthermore, a lack of SCM causes a decrease in competitiveness for domestic companies. The reason lies in the fundamentality of SCM, which is the characteristic of information sharing, process innovation throughout SCM, and the vast range of problems the SCM management tool is able to address. This study suggests the contemplation and reformation of the current SCM situation by analyzing the SCM strategic plan, discourses and logical discussions on the topic, and a successful case for adapting SCM; hence, the study plans to productively "process" SCM. First, it is necessary to contemplate the theoretical background of SCM before discussing how to successfully process SCM. I will describe the concept and background of SCM in Chapter 2, with a definition of SCM, types of SCM promotional activities, fields of SCM, necessity of applying SCM, and the effects of SCM. All of the defects in currently processing SCM will be introduced in Chapter 3. Discussion items include the following: the Bullwhip Effect; the breakdown in supply chain and sales networks due to e-business; the issue that even though the key to a successful SCM is cooperation between the production and distribution company, during the process of SCM, the companies, many times, put their profits first, resulting in a possible defect in demands estimation. Furthermore, the problems of processing SCM in a domestic distribution-production company concern Information Technology; for example, the new system introduced to the company is not compatible with the pre-existing document architecture. Second, for effective management, distribution and production companies should cooperate and enhance their partnership in the aspect of the corporation; however, in reality, this seldom occurs. Third, in the aspect of the work process, introducing SCM could provoke corporations during the integration of the distribution-production process. Fourth, to increase the achievement of the SCM strategy process, they need to set up a cross-functional team; however, many times, business partners lack the cooperation and business-information sharing tools necessary to effect the transition to SCM. Chapter 4 will address an SCM strategic plan and a case study of LG Electronics. The purpose of the strategic plan, strategic plans for types of business, adopting SCM in a distribution company, and the global supply chain process of LG Electronics will be introduced. The conclusion of the study is located in Chapter 5, which addresses the issue of the fierce competition that companies currently face in the global market environment and their increased investment in SCM, in order to better cope with short product life cycle and high customer expectations. The SCM management system has evolved through the adaptation of improved information, communication, and transportation technologies; now, it demands the utilization of various strategic resources. The introduction of SCM provides benefits to the management of a network of interconnected businesses by securing customer loyalty with cost and time savings, derived through the consolidation of many distribution systems; additionally, SCM helps enterprises form a wide range of marketing strategies. Thus, we could conclude that not only the distributors but all types of businesses should adopt the systems approach to supply chain strategies. SCM deals with the basic stream of distribution and increases the value of a company by replacing physical distribution with information. By the company obtaining and sharing ready information, it is able to create customer satisfaction at the end point of delivery to the consumer.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.4
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• pp.19-38
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• 2019

This study is a study on the effect of patent management on the performance of new business development, focusing on fusion expert collaboration. In the past, most studies on patent management have been influenced by the quantitative patent index on the business performance. Therefore, research on the effect of patent management on the performance of new business development through the cooperation of fusion experts was very insufficient. Therefore, this study examined the influence of existing patent management on the performance of new business development and the causal relationship between the influence of patent management on new business development performance, focusing on fusion expert collaboration. The results of the hypothesis empirical analysis are as follows. First, patent management showed positive (+) influence on convergence expert cooperation. Patents management has a positive effect on fostering convergence specialists and utilizing convergence experts. Second, patent management has a positive effect on new business development performance. Patent management has a positive effect on the success of the business, the achievement of target sales, the development of new markets, the development of new technologies, and the degree of reflection of customer requirements. Third, patent management mediated by convergence expert cooperation has a negative effect on financial aptitude among new business development outcomes. The results of this study are as follows. First, it is concluded that patent management through mediation of convergence expert cooperation has a positive effect on non - financial performance of new business development performance. Financial performance includes business success and achievement of target sales. Non-financial performance includes new technology development and new market development. Therefore, in order to continuously generate business performance of domestic convergence new business development companies, it suggests that we should make efforts to be linked with new business development performance through revitalization of patent management centered on convergence expert cooperation that has positive (+) influence.

• Information Systems Review
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• v.7 no.2
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• pp.257-276
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• 2005

The most distinctive characteristic in Maeil's outsourcing strategy was the rapid decision process done by CEO. At first, Maeil made a contract with a outsourcing vendor based on 50% investment for 5 years. However, 3 years later Maeil changed their outsourcing strategy from 10% share to 100% outsourcing. This is for the efficiency improvement and cost reduction. Also, Maeil organized separate TFT which could control IS quality. This TFT reviewed the feasibility of requirement analysis and IS planning process. Through this cooperation between TFT and the outsourcing vendor, Maeil could get the stable IT development and operation. During last 5 years, Maeil achieved great performance in the area of IT development and operation from the outsourcing. The present issue related to outsourcing strategy is whether Maeil will continue the current contract or change the vendor due to the anxiety of becoming a captive customer.