• Asia Marketing Journal
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• v.15 no.1
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• pp.107-128
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• 2013

When Korea's retail industry was liberalized, new store formats such as large discount stores and Super Supermarket(SSMs) have grown. New types of business have borne significant influence on traditional market. Traditional markets have been in gradual decline since they fail to meet to consumer's purchasing behavior. The South Korean government has been making sustained efforts to revitalize the modernization of traditional markets since 2004. This research is conducted to analyze how changes in the distribution of different types of distributors influence the consumer's purchasing behaviors depending on the changes in the market environment. The purpose of this research is to present a policy to invigorate consumer-oriented traditional markets by analyzing the consumption behavior among major retail channels at a point when competition among retail channels is becoming intensified. In order to examine the effect of the spatial competitive landscape among major retail channels on consumption behavior, an empirical analysis was conducted with 613 consumers in 6 cities nationwide, using the multiple regression model. This research identified three main areas of factors. The analysis result indicates that the physical factor (time required to go to the traditional market), socioeconomic factors (the number of vehicles owned and average monthly income), and competitive factors (intensity of competition in spatial locations and average monthly spending in supermarkets) have significant influence on consumption patterns of consumers. The findings present that the Korean government should go ahead with policies aimed to revitalize traditional markets, keeping in mind the factors that influence the consumption patterns of customers based on these results. We propose that the policy supporting traditional markets need to be a customized-strategy, considering traditional market's characteristic.

• The Research Journal of the Costume Culture
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• v.24 no.1
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• pp.114-117
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• 2016

It is recognized that the global apparel market of the twenty-first century is largely profit driven, and that the majority of producers and retailers have sourced products from the lowest cost locations. Purchase tickets of fashion goods available from 'fast' fashion retailers (at least within the UK) refrain from providing the consumer with details of the full circumstances of production. It seems that the majority of major retailers and producers are not willing to engage in levels of self-regulation which could ensure that the products offered to consumers are ethically produced and offer acceptable levels of sustainability. Meanwhile many fashion consumers have the desire to purchase sustainable products, produced ethically by workers paid fair wages in safe working environments. Consumer demand could be a powerful tool to adjust the behaviour of manufacturers and buyers. This paper proposes the introduction of international legislation demanding greater degrees of transparency than exist currently and that the full sourcing and production details of fashion products are stated clearly on the product's purchase ticket within its retail setting. With the introduction of such legislation, consumers could thus be given the opportunity of purchasing goods which they feel accommodate their own views on ethical manufacture and sustainable products. In turn, consumer pressure could ensure indirectly that retail buyers consider all ethical and sustainable aspects of production when negotiating with garment producers/suppliers. Further to this, such a negotiating stance could ensure the improvement of the terms and conditions of employment of the numerous garment workers worldwide.

• Journal of the Society of Disaster Information
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• v.20 no.2
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• pp.257-269
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• 2024

Purpose: The purpose of this study is to explain the pivotal role of the travel forecasting process in urban transportation planning. This study emphasizes the use of travel forecasting models to anticipate future traffic. Method: This study examines the methodology used in urban travel demand modeling within transportation planning, specifically focusing on the Urban Transportation Modeling System (UTMS). UTMS is designed to predict various aspects of urban transportation, including quantities, temporal patterns, origin-destination pairs, modal preferences, and optimal routes in metropolitan areas. By analyzing UTMS and its operational framework, this research aims to enhance an understanding of contemporary urban travel demand modeling practices and their implications for transportation planning and urban mobility management. Result: The result of this study provides a nuanced understanding of travel dynamics, emphasizing the influence of variables such as average income, household size, and vehicle ownership on travel patterns. Furthermore, the attraction model highlights specific areas of significance, elucidating the role of retail locations, non-retail areas, and other locales in shaping the observed dynamics of transportation. Conclusion: The study methodically addressed urban travel dynamics in a four-ward area, employing a comprehensive modeling approach involving trip generation, attraction, distribution, modal split, and assignment. The findings, such as the prevalence of motorbikes as the primary mode of transportation and the impact of adjusted traffic patterns on reduced travel times, offer valuable insights for urban planners and policymakers in optimizing transportation networks. These insights can inform strategic decisions to enhance efficiency and sustainability in urban mobility planning.

• Proceedings of the Korea Committee for Ocean Resources and Engineering Conference
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• 2004.11a
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• pp.108-113
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• 2004

Marinas are often located in prime port side locations. hi Korea these locations are already developed and reclamation of the existing properties poses many difficulties and financial overhead. Also, to develop a standard marina in Korea with tide ranges up to 6 meters would require considerable dredging and reclamation works needing long lead times and large SOC costs. The Ocean Space's floating marina system is an independent offshore floating static level system that does not require fixed location breakwaters. The entire marina floats with the tide giving a calm consistent berthing condition for vessels irrespective of the surrounding tide and weather conditions. The floating marina system provides also for all of functions needed to marina comprising a breakwater to protect the vessels, the pontoon system to house the vessels, a dub house and retail tourism precinct, fuel reservoir and associated support facilities in a turn key self contained unit. The modular nature of the system will mean that initial demand can be met with simple units and then further modules can be added quite easily without the related expansion difficulties or infrastructure. This paper contains the main characteristics of the floating marina system and tire design process of the structure. The mooring, motion & stability analysis, the overall & local structural design and the mooring & anchor system design are introduced in this paper.

• Korean Institute of Interior Design Journal
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• v.24 no.6
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• pp.22-29
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• 2015

The purpose of this study is to investigate the details of the overall interior design of the department store supermarket retail space, interior design and development, seeks to help change. In this study, a range of research the department store supermarket located in the major department store. Since 2012, new construction or renewal has been done in a department store, was investigated by selecting a total of five locations of two places in the premium supermarket. Conclusions are as followings ; First, In-store merchandising strategies, store configuration strategy, product mix strategies, and the layout plan considering the advanced strategies. Secondly, the interior guidelines are, (1)VP should be planned as an expression of a company or brand management strategies to visualize a concept image of product planning stages of merchandising to entering the store to induce curiosity to customers. (2)PP is by planning purposes, the use of lighting, directing structure, color harmony, by utilizing such as props and small parts must be able to attract attention. (3)IP is the customer to organize display, depending on the type of the display items to facilitate fraud, and the fixture plan in association with it, the customer selects a product must induced to purchase.

• The Journal of the Korea Contents Association
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• v.15 no.9
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• pp.445-453
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• 2015

We empirically investigated how differentials in gasoline prices influenced consumers' shopping behaviors at the gas pump. Among dimensions of many gas shopping behaviors, we focused on consumer decisions of purchase quantity and locations and found that price differentials across regions had statistically significant and negative effects on two consumers' decisions. Our findings provide important implications for the future research on gasoline demand and make a substantial contribution to empirical knowledge about how consumers make purchases in the gasoline retail industry.

• Knowledge Management Research
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• v.17 no.3
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• pp.45-64
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• 2016

As the digital retail environement becomes prevalent, consumers are given greater opportunities to make purchases across physical and digital boundaries. Prior research emphasizes that the attractiveness of the digital or online channel is relatively determined by spatial specifics of physical locations. The overall market trend combined with prior research suggests that understanding spatial specifics becomes a key to managing both offline and online sales performance together. In this study, we focus on geographic variation in sales performance through offline and online channels and aim to investigate the channel-level sales difference between central and subsidiary areas. To this end, we obtain sales data of skincare and makeup products from a leading cosmetic company. Next, we examine spatial autocorrelations in data and then employ the spatial error models to study the effects of spatial specifics. The empirical findings are as follows. First, there are significant differences in category-specific and channel-level sales between central and subsidiary areas. Second, Moran's I statistics demonstrate the spatial autocorrelations of each variable. Third, spatial error models outperform simple regression models with lower AIC values. Finally, spatial specifics play a greater role in understanding online sales in subsidiary areas whereas they exert greater influence on offline sales in central areas. We believe our study advances the related theory and knowledge of multi-channel retailing and also contributes practically to location-dependent multi-channel strategies and sales data analytics.

• Proceedings of the KSR Conference
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• 2009.05a
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• pp.813-821
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• 2009

In general, the analysis of travelers' mode choice behavior is accomplished by developing the utility functions which reflect individual's preference of mode choice according to their demographic and travel characteristics. In this paper, we propose a methodology that takes the spatial effects of individuals' departure locations into account in the mode choice model. The proposed methodology allows us to estimate mode shares by departure places even though the survey does not cover all areas. This will help transportation agencies to evaluate how the difference of individuals' departure places such as residential, retail, and commercial area affects on mode choice behaviors.

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

• The Journal of Industrial Distribution & Business
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• v.3 no.1
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• pp.7-16
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• 2012

Despite the enforcement of SSM control laws such as 'the Law of Developing the Distribution Industry (LDDI)' and 'the Law of Promoting Mutual Cooperation between Large and Small/medium Enterprises (LPMC)' stipulating the business adjustment system, the number of super-supermarkets (SSMs) has ever been expanding in Korea. In France, however, Super Centers are being regulated most strongly and directly in the whole Europe viewing that there is not a single SSM in Paris, which is emphasized to be the outcome from French government's regulation exerted on the opening of large scale retail stores. In France, the authority to approve store opening is deeply centralized and the store opening regulation is a socio-economic regulation driven by economic laws whereas EU strongly regulates the distribution industry. To control the French distribution industry, such seven laws and regulations as Commission départementale d'urbanisme commercial guidelines (CDLIC) (1969), the Royer Law (1973), the Doubin Law (1990), the Sapin Law (1993), the Raffarin Law (1996), solidarite et renouvellement urbains (SRU) (2000), and Loi de modernisation de l'économie (LME) (2009) have been promulgated one by one since the amendment of the Fontanet guidelines, through which commercial adjustment laws and regulations have been complemented and reinforced while regulatory measures have been taken. Even in the course of forming such strong regulatory laws, InterMarche, the largest supermarket chain in France, has been in existence as a global enterprise specialized in retail distribution with over 4,000 stores in Europe. InterMarche's business can be divided largely into two segments of food and non-food. As a supermarket chain, InterMarche's food segment has 2,300 stores in Europe and as a hard-discounter store chain in France, Netto has 420 stores. Restaumarch is a chain of traditional family restaurants and the steak house restaurant chain of Poivre Rouge has 4 restaurants currently. In addition, there are others like Ecomarche which is a supermarket chain for small and medium cities. In the non-food segment, the DIY and gardening chain of Bricomarche has a total of 620 stores in Europe. And the car-related chain of Roady has a total of 158 stores in Europe. There is the clothing chain of Veti as well. In view of InterMarche's management strategies, since its distribution strategy is to sell goods at cheap prices, buying goods cheap only is not enough. In other words, in order to sell goods cheap, it is all important to buy goods cheap, manage them cheap, systemize them cheap, and transport them cheap. In quality assurance, InterMarche has guaranteed the purchase safety for consumers by providing its own private brand products. InterMarche has 90 private brands of its own, thus being the retailer with the largest number of distributor brands in France. In view of its IT service strategy, InterMarche is utilizing a high performance IT system so as to obtainas much of the market information as possible and also to find out the best locations for opening stores. In its global expansion strategy of international alliance, InterMarche has established the ALDIS group together with the distribution enterprises of both Spain and Germany in order to expand its food purchase, whereas in the non-food segment, it has established the ARENA group in alliance with 11 international distribution enterprises. Such strategies of InterMarche have been intended to find out the consumer needs for both price and quality of goods and to secure the purchase and supply networks which are closely localized. It is necessary to cope promptly with the constantly changing circumstances through being unified with relevant regions and by providing diversified customer services as well. In view of the InterMarche's positive policy for promoting local partnerships as well as the assistance for enhancing the local economic structure, implications are existing for those retail distributors of our country.