• The Journal of Economics, Marketing and Management
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• v.9 no.6
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• pp.25-38
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• 2021

Purpose: This study is aiming at providing researchers and practitioners with new insights to analyse how retailers have made a contribution to the growth of HMR market in Japan and UK. Research design: The second section will look at the definition of HMR, and then, introduce each county's case, while analysing how retailers have developed the HMR market and illustrating some implications. Finally, the authors will draw a conclusion. Results: Retailers have established the retailer brand development department with the sophisticated retail information system which has made a considerable contribution to the growth of the HMR market. Also, it enables retailers to accumulate retail knowledge associated with ready-to-eat meals and train top-level experts, whilst helping them to build the trustworthy supply chain relationships by sharing the POS data with food manufacturers. Consequently, the cooperation with food manufacturers has enhanced in the HMR market in both Japan and UK, on the basis of sophisticated delivery system as well as the concept of innovation into the HMR sector. Conclusions: Retailers have to benchmark Japanese and British retailers' Knowledge to grow ready meal market in Korea and invest their marketing resources in developing various HMR foods, on the basis of innovative thinking.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.3
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• pp.1157-1164
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• 2011

In this study, association of small business is divided into four groups: Franchise, Joint Brand, Industry Association and Registered Retailer. Cluster analysis is taken to find what kind of strategic considerations associated small businesses choose when they set up new strategies. The results show that there are some differences in the perception of association, effects of association and final performance of management by gender, academic background, and age. The data also find three clusters: price competitive, marketing competitive and neither group. Implications of this study is that government should focus more on not only improving infrastructures of self-businesses but also associating small businesses, modernizing managerial systems in the future.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.79-90
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• 2008

With the corporate environment nowadays being surrounded by plenty of information, the sharing of information among businesses through mutual cooperation tops the list of hot issues. Predictions of demands from the customer, business, or consumer by sharing information can affect the inventory and order production system. However, notwithstanding the importance of sharing information, empirical studies on quantitative use of information still remain insufficient in spite of many a discussion now being made on the sharing of information. This paper proposes to examine the ways meteorological information may affect the rises in the achievements of supply chains in distributive businesses, the kind of information that noticeably affects the consumer behavioral patterns in the distributive businesses but rarely perceived as a form of information shared by businesses. This study is based on a model in which meteorological information has been added as the one used to predict demands, after the beer distribution game has been modified to fit the current status, and simulations under an assumptive situation, where decisions are made on a daily basis, were conducted 50 times for a period of 1000 days for the generalization of the results, while at the same time a Duncan Test was conducted to determine the threshold to use the meteorological information that will be most profitable to the retailer, wholesaler, supplier and the supply chain as a whole. Our findings indicate that corporations have thresholds that vary from business to business depending upon the ratio of backlog costs to inventory costs. At the same time, our findings also show that there existed effective thresholds depending upon the ratio of backlog costs to inventory costs for the performance of the overall supply chain.

• Asian-Australasian Journal of Animal Sciences
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• v.30 no.11
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• pp.1540-1549
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• 2017

Objective: Increasing food safety demands in the animal product market have created a need for a system to trace the food distribution process, from the manufacturer to the retailer, and genetic traceability is an effective method to trace the origin of animal products. In this study, we successfully achieved the farm tracing of 6,018 multi-breed pigs, using single nucleotide polymorphism (SNP) markers strictly selected through least absolute shrinkage and selection operator (LASSO) feature selection. Methods: We performed farm tracing of domesticated pig (Sus scrofa) from SNP markers and selected the most relevant features for accurate prediction. Considering multi-breed composition of our data, we performed feature selection using LASSO penalization on 4,002 SNPs that are shared between breeds, which also includes 179 SNPs with small between-breed difference. The 100 highest-scored features were extracted from iterative simulations and then evaluated using machine-leaning based classifiers. Results: We selected 1,341 SNPs from over 45,000 SNPs through iterative LASSO feature selection, to minimize between-breed differences. We subsequently selected 100 highest-scored SNPs from iterative scoring, and observed high statistical measures in classification of breeding farms by cross-validation only using these SNPs. Conclusion: The study represents a successful application of LASSO feature selection on multi-breed pig SNP data to trace the farm information, which provides a valuable method and possibility for further researches on genetic traceability.

• Journal of Distribution Science
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• v.4 no.1
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• pp.121-140
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• 2006

This study has explored a number of problems arising from distribution restrictions and the ways to improve efficiency. As matters stand, since the cooperation between larger stores and local retailers is limited due to the nature of the market, the current situations call for bottom up restrictions such as the active promotion of smaller merchants and traditional marketplaces, the enhancement of the competitiveness of smaller merchants and manufacturers through the establishment of a customized consulting support program for individual shops, and the continual support for traditional marketplaces with facilities and management modernization. The government should maintain the optimal balance between the efficiency and effectiveness of the distribution industry through such bottom up restrictions as shown above, rather than the top down restrictions primarily relying on the hurdles to the establishment of stores. The problems raised in this study include: (i) the decline of traditional marketplaces and the alleged over saturation of stores; (ii) the possible abuse of indiscreet restrictive measures; (iii) the harmful effects of the monopoly or oligopoly by larger distributors; and (iv) the lack of systematic programs to promote development. The ways to improve efficiency are: (i) the establishment of the policies to specialize and nurture traditional marketplaces; (ii) the effort to prevent the injury arising from monopoly; (iii) the two tire strategies for the coexistence of larger and smaller businesses; and (iv) the administration of joint sales promotion and training.

• 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.