• Journal of the Korea Safety Management & Science
• /
• v.4 no.4
• /
• pp.73-85
• /
• 2002

The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers themselves. Within each organization, such as manufacturer, the supply chain includes all functions involved in filling a customer request. these functions include, but are not limited to, new product development, marketing, operation, distribution, finance, and customer service. Lean Supply chain coordination improves if all supplier of chain take actions that together increase total supply chain profits. To design of Modularity by the grouping supplier, the proposed method is to develop the most appropriate production system models in the Supply Chain Management which is necessity of the times and its importance. The objects of this study is development of model and cost analysis to the modular production system in Lean SCM. Introduction of modular production system in Lean SCM is effective in reducing the cost in processing, manufacturing, inventory holding, ordering, etc.

• Journal of Technology Innovation
• /
• v.7 no.2
• /
• pp.101-118
• /
• 1999

Factory automation(FA) is a part of technological innovation to make production process more efficient and it also facilitates technological innovation by accumulating the internalization ability of newly imported technology Introduction of FA, however, does not guarantee the increase of production efficiency and high product quality, moreover, the competitiveness of firm. The purpose of this paper is to analyze the relationship between firm's behavioral characteristics during implementation process of FA and organizational performance, and to find out success factors of FA. Results of the case studies for 4 SME's show that financial stability and the fitness between corporate strategy and the purpose of FA are the necessary conditions for successful implementation of FA. But the organizational restructuring for new manufacturing system, openness of all communication channels, and common mind of employees are also needed to achieve the high degree of performance from FA, especially the benefits of qualitative or organizational level.

• Journal of architectural history
• /
• v.30 no.5
• /
• pp.17-28
• /
• 2021

The Sijeon (Licensed Markets) legally permitted by the government along the Jongno and the Namdaemunro Avenues played a central commercial role in Hanyang. However, after the opening of the port in the late Joseon era, the Licensed Markets suffered a blow and declined due to the introduction of a new product of civilization and the appearance of foreign merchants. Although the Licensed Markets, which have been maintained without major changes for a long time, have played a major role in the urban spatial structure, the exact location has not been still determined, and researches until now has remained limited for such that. In this study, based on the 1912 land survey records, the location of the Licensed Markets pre-and post- 1910 is identified, and the spatial change of the dismantling process is investigated.

• Journal of Information Processing Systems
• /
• v.19 no.4
• /
• pp.498-512
• /
• 2023

The traditional newspaper industry faces the opportunities and challenges of industry transformation and integration with new media. Consequently, the catalogs of newspapers and magazines are also updated. In this study, necessary information on catalogs was obtained and used to analyze the overall development trend of the newspaper industry. A word frequency analysis was then performed on the introduction and product categories of the catalogs, and the content and types of newspapers and magazines were examined. Furthermore, related factors such as price, number of pages, publishing frequency, and best-selling status were analyzed; the correlation among factors affecting best-selling status was also explored. Subsequently, each element and a combination of elements were used to generate a dataset, build three classification models, and analyze the accuracy of predictions of whether newspapers sold well under other circumstances. The experimental results showed that price is the most critical factor affecting the best-selling status of newspapers and magazines. Publishing frequency and the number of pages were also found to be significant indicators that impact people's subscription choices. Finally, a competitive strategy regarding content, price, quality, and positioning was developed.

• The KIPS Transactions:PartD
• /
• v.12D no.1 s.97
• /
• pp.165-178
• /
• 2005

A product classification scheme is the foundation on which product databases are designed, and plays a central role in almost all aspects of management and use of product information. It needs to meet diverse user views to support efficient and convenient use of product information. It needs to be changed and evolved very often without breaking consistency in the cases of introduction of new products, extinction of existing products, class reorganization, and class specialization. It also needs to be merged and mapped with other classification schemes without information loss when B2B transactions occur. For these requirements, a classification scheme should be so dynamic that it takes in them within right time and cost. The existing classification schemes widely used today such as UNSPSC and eCl@ss, however, have a lot of limitations to meet these requirements for dynamic features of classification. Product information implies a plenty of semantics such as class attributes like material, time, place, etc., and integrity constraints. In this Paper, we analyze the dynamic features of product databases and the limitation of existing code based classification schemes, and describe the semantic classification model proposed in [1], which satisfies the requirements for dynamic features of product databases. It provides a means to explicitly and formally express more semantics for product classes and organizes class relationships into a graph.

• Health Policy and Management
• /
• v.21 no.1
• /
• pp.132-157
• /
• 2011

The purpose of this article is to examine the cause of policy non-compliance in the case of pharmaceutical rebates from the perspective of rational choice institutionalism. In Korea, there have been rebates practices between pharmaceutical companies and hospitals since the introduction of the Actual Remuneration System for insured medicine in 1999. The government has chosen the policy means of punishment to eliminate pharmaceutical rebates but the illegal practices are still widespread. Institution in rational choice institutionalism usually reflects the incentives and preferences of actors, and the Actual Remuneration System has resulted in a the lack of procedures to ensure savings on drug expenditures. Pharmaceutical rebates are the product of the institutions which reflect their incentives: the Actual Remuneration System, the current pricing policy for generic drugs, the drug distribution system, and so on. In the end, the problem of the rebates is the consequence of policy non-compliance as actors' rational choice because their incentives lead to opportunistic behaviors. We should therefore understand the incentive structure of policy stakeholders, which is derived from the view of new institutionalism; also, the newly designed Korean drug pricing policy reform must be compatible with the incentive structure.

• Asia Marketing Journal
• /
• v.15 no.1
• /
• pp.1-22
• /
• 2013

This case focuses on Shanghai Tang, the first truly Chinese luxury brand that appeals to both Westerners and, more recently, to Chinese consumers worldwide. A visionary and wealthy businessman Sir David Tang created this company from scratch in 1994 in Hong Kong. Its story, spanned over almost two decades, has been fascinating. It went from what best a Chinese brand could be in the eyes of Westerners who love the Chinese culture, to a nearly-bankrupted company in 1998, before being acquired by Richemont, the second largest luxury group in the world. Since then, its turnaround has been spectacular with a growing appeal among Chinese luxury consumers who represent the core segment of the luxury industry today. The main objective of this case study is to formally examine how Shanghai Tang overcame its downfall and re-emerged as one the very few well- known Chinese luxury brands. More specifically, this case highlights the ways with which Shanghai Tang made a transitional change from a brand for Westerners who love the Chinese culture, to a brand for both, Westerners who love the Chinese culture and Chinese who love luxury. A close examination reveals that Shanghai Tang has followed the brand identity concept that consists of two major components: functional and emotional. The functional component for developing a luxury brand concerns all product characteristics that will make a product 'luxurious' in the eyes of the consumer, such as premium quality of cachemire from Mongolia, Chinese silk, lacquer, finest leather, porcelain, and jade in the case of Shanghai Tang. The emotional component consists of non-functional symbolic meanings of a brand. The symbolic meaning marks the major difference between a premium and a luxury brand. In the case of Shanghai Tang, its symbolic meaning refers to the Chinese culture and the brand aims to represent the best of Chinese traditions and establish itself as "the ambassador of modern Chinese style". It touches the Chinese heritage and emotions. Shanghai Tang has reinvented the modern Chinese chic by drawing back to the stylish decadence of Shanghai in the 1930s, which was then called the "Paris of the East", and this is where the brand finds inspiration to create its own myth. Once the functional and emotional components assured, Shanghai Tang has gone through a four-stage development to become the first global Chinese luxury brand: introduction, deepening, expansion, and revitalization. Introduction: David Tang discovered a market gap and had a vision to launch the first Chinese luxury brand to the world. The key success drivers for the introduction and management of a Chinese luxury brand are a solid brand identity and, above all, a creative mind, an inspired person. This was David Tang then, and this is now Raphael Le Masne de Chermont, the current Executive Chairman. Shanghai Tang combines Chinese and Western elements, which it finds to be the most sustainable platform for drawing consumers. Deepening: A major objective of the next phase is to become recognized as a luxury brand and a fashion or design authority. For this purpose, Shanghai Tang has cooperated with other well-regarded luxury and lifestyle brands such as Puma and Swarovski. It also expanded its product lines from high-end custom-made garments to music CDs and restaurant. Expansion: After the opening of his first store in Hong Kong in 1994, David Tang went on to open his second store in New York City three years later. However this New York retail operation was a financial disaster. Barely nineteen months after the opening, the store was shut down and quietly relocated to a cheaper location of Madison Avenue. Despite this failure, Shanghai Tang products found numerous followers especially among Western tourists and became "souvenir-like" must-haves. However, despite its strong brand DNA, the brand did not generate enough repeated sales and over the years the company cumulated heavy debts and became unprofitable. Revitalizing: After its purchase by Richemont in 1998, Le Masne de Chermont was appointed to lead the company, reposition the brand and undertake some major strategic changes such as revising the "Shanghai Tang" designs to appeal not only to Westerners but also to Chinese consumers, and to open new stores around the world. Since then, Shanghai Tang has become synonymous to a modern Chinese luxury lifestyle brand.

• The Journal of the Korea Contents Association
• /
• v.15 no.5
• /
• pp.537-549
• /
• 2015

The purpose of this study is to analyze the characteristics of two local festivals, already recognized as a successful regional cultural festival, over a period of time to apply the product life cycle theory. As a result of the analysis of the two festivals, in introduction stage, the festival organizers have focused mainly on settling down the festival's core programs and raising awareness on the subject of the festival for the stimulation for basic demands. Second, for maintaining increasing demands, the qualitative improvement of the core program, the development of new programs and the expansion of the programs for the visitors' convenience and safety were focused on. In addition, strategies for promoting awareness of the festival had modified the strategy to promote on the contents and programs of the festival, as well as public relations strategy, not only domestic but also the foreign countries, was established and fulfilled. Lastly, in maturity stage, to overcome declining the number of visitors and economic effect both festivals have showed providing sophisticated programs for the visitors' convenience and safety, improving service quality through the development of the existing programs, providing economic benefits such as admission cuts or giving gift certificates and expanding number of foreign visitors with strengthening the promotion that was implemented in growth stage and enhancing the better image of the festival through the social contribution. Therefore, strategies for the each stage mentioned above present the significant policy implications for festival organizers who were planning to establish a new festival or implementing a festival with experiencing the tepid growth.

• Korea Trade Review
• /
• v.46 no.6
• /
• pp.55-71
• /
• 2021

The purpose of this study was to establish the causal structural model among brand image and country image associated with consumers' purchase decision of products. The specific objectives were 1) to analyze the effects of brand image on consumers' purchase decision of products, 2) to analyze the effects of country image on consumers' purchase decision of products, 3) to analyze the effects of brand image on country image, 4) to analyze the mediating effects of country image between brand image and consumers' purchase decision of products. The conclusions of this study are as follows: First, companies must have an advantage strategy for brand image along with country image. To this end, a strategy to promote the brand image through various media is effective. Second, it is necessary to find new transformation through the establishment of brand identity at the corporate level so that consumers can have a good impression on the brand image. Third, it is important for companies to make efforts at the level of brand image and country image to provide consumers with information that can increase expectations and actual satisfaction and to build product reputation. In addition, it is necessary to embody brand images and country images into global marketing mix strategies. Fourth, if companies build a brand image that symbolizes a differentiated culture, the brand image can have a positive effect on consumer purchase decisions. Along with this, companies can further increase their positive effects by developing representative brand image contents. Fifth, this study confirmed that the higher the image level of the manufacturing country in a situation where consumers' preferences are diversifying, the more the brand image leads to consumers' purchasing decisions. Therefore, brand managers are required to build a country image suitable for the existing brand image when advertising at the time of product introduction.

• Journal of Global Scholars of Marketing Science
• /
• v.19 no.1
• /
• pp.37-46
• /
• 2009

The Census Bureau of the Department of Commerce announced in May 2008 that U.S. retail e-commerce sales for 2006 reached $ 107 billion, up from $ 87 billion in 2005 - an increase of 22 percent. From 2001 to 2006, retail e-sales increased at an average annual growth rate of 25.4 percent. The explosive growth of E-Commerce has caused profound changes in marketing channel relationships and structures in many industries. Despite the great potential implications for both academicians and practitioners, there still exists a great deal of uncertainty about the impact of the Internet channel introduction on distribution channel management. The purpose of this study is to investigate how the ownership of the new Internet channel affects the existing channel members and consumers. To explore the above research questions, this study conducts well-controlled mathematical experiments to isolate the impact of the Internet channel by comparing before and after the Internet channel entry. The model consists of a monopolist manufacturer selling its product through a channel system including one independent physical store before the entry of an Internet store. The addition of the Internet store to this channel system results in a mixed channel comprised of two different types of channels. The new Internet store can be launched by the independent physical store such as Bestbuy. In this case, the physical retailer coordinates the two types of stores to maximize the joint profits from the two stores. The Internet store also can be introduced by an independent Internet retailer such as Amazon. In this case, a retail level competition occurs between the two types of stores. Although the manufacturer sells only one product, consumers view each product-outlet pair as a unique offering. Thus, the introduction of the Internet channel provides two product offerings for consumers. The channel structures analyzed in this study are illustrated in Fig.1. It is assumed that the manufacturer plays as a Stackelberg leader maximizing its own profits with the foresight of the independent retailer's optimal responses as typically assumed in previous analytical channel studies. As a Stackelberg follower, the independent physical retailer or independent Internet retailer maximizes its own profits, conditional on the manufacturer's wholesale price. The price competition between two the independent retailers is assumed to be a Bertrand Nash game. For simplicity, the marginal cost is set at zero, as typically assumed in this type of study. In order to explore the research questions above, this study develops a game theoretic model that possesses the following three key characteristics. First, the model explicitly captures the fact that an Internet channel and a physical store exist in two independent dimensions (one in physical space and the other in cyber space). This enables this model to demonstrate that the effect of adding an Internet store is different from that of adding another physical store. Second, the model reflects the fact that consumers are heterogeneous in their preferences for using a physical store and for using an Internet channel. Third, the model captures the vertical strategic interactions between an upstream manufacturer and a downstream retailer, making it possible to analyze the channel structure issues discussed in this paper. Although numerous previous models capture this vertical dimension of marketing channels, none simultaneously incorporates the three characteristics reflected in this model. The analysis results are summarized in Table 1. When the new Internet channel is introduced by the existing physical retailer and the retailer coordinates both types of stores to maximize the joint profits from the both stores, retail prices increase due to a combination of the coordination of the retail prices and the wider market coverage. The quantity sold does not significantly increase despite the wider market coverage, because the excessively high retail prices alleviate the market coverage effect to a degree. Interestingly, the coordinated total retail profits are lower than the combined retail profits of two competing independent retailers. This implies that when a physical retailer opens an Internet channel, the retailers could be better off managing the two channels separately rather than coordinating them, unless they have the foresight of the manufacturer's pricing behavior. It is also found that the introduction of an Internet channel affects the power balance of the channel. The retail competition is strong when an independent Internet store joins a channel with an independent physical retailer. This implies that each retailer in this structure has weak channel power. Due to intense retail competition, the manufacturer uses its channel power to increase its wholesale price to extract more profits from the total channel profit. However, the retailers cannot increase retail prices accordingly because of the intense retail level competition, leading to lower channel power. In this case, consumer welfare increases due to the wider market coverage and lower retail prices caused by the retail competition. The model employed for this study is not designed to capture all the characteristics of the Internet channel. The theoretical model in this study can also be applied for any stores that are not geographically constrained such as TV home shopping or catalog sales via mail. The reasons the model in this study is names as "Internet" are as follows: first, the most representative example of the stores that are not geographically constrained is the Internet. Second, catalog sales usually determine the target markets using the pre-specified mailing lists. In this aspect, the model used in this study is closer to the Internet than catalog sales. However, it would be a desirable future research direction to mathematically and theoretically distinguish the core differences among the stores that are not geographically constrained. The model is simplified by a set of assumptions to obtain mathematical traceability. First, this study assumes the price is the only strategic tool for competition. In the real world, however, various marketing variables can be used for competition. Therefore, a more realistic model can be designed if a model incorporates other various marketing variables such as service levels or operation costs. Second, this study assumes the market with one monopoly manufacturer. Therefore, the results from this study should be carefully interpreted considering this limitation. Future research could extend this limitation by introducing manufacturer level competition. Finally, some of the results are drawn from the assumption that the monopoly manufacturer is the Stackelberg leader. Although this is a standard assumption among game theoretic studies of this kind, we could gain deeper understanding and generalize our findings beyond this assumption if the model is analyzed by different game rules.