• Journal of the Korean association of regional geographers
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• v.14 no.5
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• pp.492-506
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• 2008

This paper aims to explore the characteristics of regional network of Korean firms in Dalian City, China, which is focused on social, cultural and institutional characteristics. To achieve this goal, the paper attempts to analyze the supply of raw material and parts, sales and cooperative relations of the firms. Among Korean firms in Dalian City, the characteristic of non-local network can be seen in supply enterprise of raw material, parts and semi products. On the other hand, a tighter local network relationship can be seen in sales. Large companies appear stronger in non-local network than small businesses and small businesses are stronger in local network. In terms of cooperation among enterprises, many firms have networks of joint marketing, joint use of equipments, exchange of techniques and information with the supply enterprise. With the customer enterprise, there is a network in joint marketing and manpower training. Especially, most of the customer enterprises are Chinese ones, which have extensive networks in big cities, such as in Beijing, Shanghai, Guangzhou, Tianjin and Dalian. In local network, the Korean firms in Dalian cooperate in product development, finance and manpower training with local firms. And in non-local cooperation, Korean firms are active in tech support, information exchange and R&D.

• Journal of Food Hygiene and Safety
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• v.30 no.4
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• pp.343-349
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• 2015

A study survey about the rice cake producers completing the food hygiene education in Korea was investigated by characteristics of the rice cake business. The difference between their online and offline awareness of food hygiene education were compared. The average age of rice cake producers is 50 (40.1%), with a high school education (52.6%), 10-20 years of service (34.3%) showed the highest percentage. In relation to sales and work area, workshop personnel are engaged in two (79.5%), An area of less than $99.17m^2$ (92.0%), rent (60.2%) with most paying a monthly rental amount of less than 1 million won (54.8%). There were 228 accident cases in three years (an annual average of 2.4%), manufacturing, Processing the item number was less than 20 types of analysis (86.7%). Case of food hygiene education graduates are women, the lower the age, the higher the education level, was preferred online. Online education was chosen because of 'time, economic, convenience'(73.7%). Online graduates have recognized that health education is more conducive to business. There was no significant difference between the sales online and offline graduates. For hygienic management response was that online graduates are well above the 7.4% offline graduates. Online and offline graduates 60.7% appeared to be more satisfied than the previous training institutions.

• Journal of Distribution Science
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• v.12 no.12
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• pp.101-106
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• 2014

Purpose - This study reviews the achievements of a pilot project for the revitalization of a commercial district performed for three years after its establishment in 2011. The project for the revitalization of the commercial district was performed to create a new local community space in connection with the traditional market and nearby districts. Although it was a pilot project, the project for the revitalization of the commercial district has been performed for almost three years. Therefore, this seems a proper time to conduct an interim evaluation of the project. This study aims to review and evaluate how the government support policy is influential for the revitalization of the commercial district. In other words, this research aims to identify what projects positively affected consumers' intention to revisit the downtown commercial area among the commercial district revitalization projects-promotion events, promotion activities, education, merchants cooperation system, IT projects, cultural events, and residents' communication. Research design, data, and methodology - This study designated seven management improvement projects affecting commercial district revitalization based on preceding studies. The survey of the degree of satisfaction on seven management improvement projects was executed targeting consumers who visited the commercial areas. Additionally, visitors' revisit intentions regarding currently visited commercial areas were also investigated. Therefore, revisit intention was set as a dependent variable and the satisfaction degrees of the respective management improvement projects were set as the independent variables. A total of 1,209 consumers were examined in six districts in the country. Result - Multiple regression analysis results showed that cultural events, education, the merchants' cooperation system, and IT projects brought statistically significant effects to the revisit intentions of consumers. In contrast, promotion events, resident communication projects, and promotion activities did not affect the revisit intentions of consumers. Particularly, the residents' communication project did not show significant influence because of consumers' recognition that it is similar to a cultural event. Conclusion - The following implications for the revitalization of business districts in the urban central area are drawn. From a general perspective, the businesses of culture, education, and cooperative system among seven businesses play positive roles regarding the intention to revisit so that the project is required to be promoted periodically through unique performances differentiated for each district, the merchant training reinforced for professionalism, and the expansion of joint events of merchants. Moreover, the sales promotion project and public relations activity are shown to be not influential to the intention to revisit. Therefore, while short-term sales promotion such as one-time gift events are required, sales promotion and public relation activities to induce revisits by mileage savings and accumulated gift presentation to attract long-term customers are required. The IT business is positively influential to the intention of revisit. Therefore, detailed information on the revitalized commercial district should be provided and additional functions such as discount coupons for continuous utilization should be included in the mobile app and the website.

• Journal of Distribution Science
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• v.10 no.11
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• pp.61-70
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• 2012

Purpose - The entry of Super Supermarkets (SSM), operated by large corporations, into the retail distribution market weakens the competitive power of local supermarkets (SM) and their families leading to a rapid collapse of the local-SM market. Accordingly, this is a very sensitive and urgent issue in Korean society and politics. Therefore, the government is required to take steps to activate a local-SM market and regain the loyalty of their customers. However, in spite of the urgent need of a comparative study on the advantages and competitive power of local-SM in relation to the SSM, little research has been done on this issue to date. One purpose of this study is to analyze the differences in store characteristics of the local SM and SSM, and to explore the relationships amongst various store characteristics, such as consumption emotion, relation quality, and store loyalty between store types to provide an efficient solution to activate a local-SM market. Research design, data, methodology - To analyze the differences in the evaluation of store characteristics between store types, and to test the moderator and mediator effects, data were collected from 488 customers in Seoul, Incheon,and Gyeonggi Province. The theoretical model consists of four hypotheses, and data was processed to test these using factor analysis, t-test, regression analysis, hierarchical regression, and the three step regression proposed by Baron and Kenny. Results - First, the analysis shows that local-SM customers evaluate location characteristic factors significantly higher compared to SSM customers. However, SSM customers evaluate quality of merchandise, sales promotion activities, and store environment significantly higher. Yet, there are no significant differences in the evaluation of consumption emotion, relation quality,and store loyalty between the store types. Second, the analysis of moderator effects of the store type show that sales promotion and store atmosphere factors have a significantly negative moderating effecton positive consumption emotion, while positive consumption emotion has a significantly positive moderating effect on absorption of relation quality, while there are no significant moderating effects between consumption emotion and store loyalty. Third, while both trust and absorption of relation quality are partially mediated between consumption emotion and store loyalty, only absorption is partially mediated between positive consumption emotion and store loyalty. There are no significant mediating effects of absorption between negative consumption emotion and store loyalty. Conclusions - We strongly recommend that location restrictions on entrance of SSM into local-SM market should either be further strengthened or sustained for the activation of the local store market. Government should strengthen financial support to improve the quality of merchandise, sales promotion, employee education, store environment of the local-SM by providing appropriate business consulting. Moreover, the result implies that the owners of alocal-SM should take measures to increase customers' absorption and store loyalty, such as store cleanliness, maintaining a delightful atmosphere at the store, and training employees on attitudes towards customers. As this study is restricted within Seoul, Incheon, and Gyeonggi Province, care needs to be taken in generalizing the interpretation and application to the national level.

• Journal of Distribution Science
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• v.13 no.12
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• pp.65-71
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• 2015

Purpose - Domestic cooperatives tend to increase during the establishment of cooperatives and gradually through the basic law of social needs. However, only cooperatives' qualitative grow this secured without blessings, and their quantitative growth through government support is questionable. The purpose of this study is to analyze the agricultural cooperatives established through the Distribution System Cooperatives Basic Law, which was enacted in January 2012. Subsequently, establishing agricultural cooperatives was done briskly. However, cooperatives established rapidly after the founding of the Basic Law encountered problems. Research design, data, and methodology - To assess the performance of selected agricultural cooperatives, data were analyzed using the methodological Analytic Hierarchy Process (AHP) approach. The AHP is a set of systematic procedures to hierarchically analyze the elements of any problem. Using a survey on expertise, a series of comparative determinations of each pair is performed to evaluate the relative strengths and the strengths of the impact between elements within the hierarchy. A survey was conducted on 10 small agricultural cooperatives using AHP analysis for the examination. The purpose of such research and analysis is to recommend a direction for future policies aimed at small agricultural cooperatives. Result - This study applied three types of policy evaluation criterion, including market expansions, organizations, and cooperative projects, and 12 types of small agricultural cooperative policy measures. Market expansion policies for agricultural cooperatives are classified into four categories: school meals, direct transactions, shopping malls, and wholesale markets. Organizational policies for agricultural cooperatives are classified into four types: existing sales channel management, education, preventing free riding, and enlarging members. Cooperative project policies in agricultural cooperatives are classified into four policy areas: cooperation between cooperatives, community contribution, joint businesses, and government links. In this paper, the growth priority in agricultural cooperative policies is analyzed by applying policy evaluation criteria on the basis of a survey on expertise. The priorities of the policy program are also analyzed using a decision analytic hierarchy process. The results indicate that market expansion is the most important policy evaluation criterion therefore, improving direct transactions, school meals, management of existing sales channels, and shopping malls are crucial policy measures. In contrast, the cooperation of cooperatives, expansion of union members, and cooperation with the government were found to have low priority. Conclusions - Agricultural cooperatives should develop plans as follows. Small agricultural cooperatives need to secure school meals and direct transactions for market expansion, restructure marketing strategies to manage existing sales channels, and, finally, increase education and training for sustainable organizational development. This study has the following limitations. Because the subject of the investigation is a new cooperative, determining its sustainable growth is difficult. Therefore, through analysis and a continuous study of cooperatives, future research is expected to show that modifying the direction of agriculture cooperatives is necessary.

• Journal of the Korean Society of Floral Art and Design
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• no.43
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• pp.57-79
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• 2020

The purpose of this study was to investigate the effects of emotion and EEG of people with mental illness by vocational rehabilitation program based on horticultural therapy. The subjects of the study were three people with mental illness who were training in a vocational rehabilitation team at a health center located in G city, Gyeongsangbuk-do. The result of this study, positive affect increased and negative affect decreased. The result of EEG inspection was increased 17.27% on pre test to 21.39% on post test for Theta wave and 39.66% on pre test to 49.02% on post test for Alpha wave in case of subject A. Also Beta wave was decreased 27.53% on pre test to 17.54% on post test. Subject B increased Alpha wave 29.70% on pre to 31.82% on post. Subject C increased Alpha wave 26.30% on pre to 49.42% on post. Beta wave decreased 29.85% on pre to 16.13% on post. Theta wave, when creatively idea or thought occurs, alpha wave when safety and focusing was increased and beta wave when stress, tension and anxiety was decreased. As a result of profits analysis, subject A spent cost a total of 101,700 won for material and achieve profits of 203,400 won by setting a sales price. Therefore, gain the 101,700 won of net revenue. Subject B spent cost a total of 81,000 won for material and achieve profits of 162,000 won by setting a sales price. Therefore, gain the 81,000 won of net revenue. Subject C spent cost a total of 56,200 won for material and achieve profits of 112,400 won by setting a sales price. Therefore, gain the 56,200 won of net revenue.

• Journal of the East Asian Society of Dietary Life
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• v.21 no.5
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• pp.771-778
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• 2011

This study surveyed the performance of food styling and recognition and utility properties of menu development for cooks in a super deluxe hotel. The questionnaires developed for this study were distributed to 400 males and females aged 20 and over. A total of 375 questionnaires were used for analysis (93.8%), and statistical analysis was completed using SPSS (version 14.0) for descriptive analysis and ${\chi}^2$-test. The most important item in food styling was 'harmony of food shape' (40.2%), and second ranked was 'harmony of food color' (23.4%). The most difficult item in food styling was 'lack of professional knowledge' (38.3%) followed by 'lack of creativity' (27.7%). In recognition of menu development, the importance of menu development and promotion was 3.82, and personal satisfaction after menu development was 3.29. Important items in menu development were 'taste' (41.8%) and 'use of new ingredient' (28.5%). When using newly developed menu, the ratio of selling new menu was '30~50%' at 42.7%, and the average selling period of new menu was '3~6 months' at 40.5%. For the effect of new menu on sales, 94.1% were aware of this effect, and to actively promote menu development, 'providing incentive' (35.7%), 'training in/out of country' (20.8%), 'self motivation' (17.3%), 'financial support' (14.7%), and 'motive' (11.5%) were all necessary requirements. In order to improve cooking performance, continued education on food styling and menu development along with the company's full support are required. Further, thorough training of employees is needed along with a high quality incentive policy needs to be done. In addition, to make the new menu profitable, an active marketing strategy must be employed, which will require further study.

• Culinary science and hospitality research
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• v.16 no.3
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• pp.161-173
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• 2010

The foodservice industry should be customer-oriented and service-oriented because production and consumption occur simultaneously and sales depend on customers' participation in the foodservice industry. In this respect, it is faced with maintaining minimum human resources with efficient management systems and policies which employees can offer quality services. This study, therefore, aims to find out how internal marketing strategies affect conflict perception. The result of the study is as follows. Communication, service training, employee benefits and a reward system are generally important in the internal marketing. In particular, it is considered that employee benefits and a reward system based on finance are more important to employees than any other factor. Accordingly, companies should consider facilities offered to the employees, vacation and employee benefits. Also, it is shown that communication-obstacles take high proportion in the cause of conflicts and employee benefits in the internal marketing. This study showed the possibility of internal marketing used as a management method of human resources and a solution for resolving conflicts.

• Journal of Convergence for Information Technology
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• v.9 no.12
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• pp.271-278
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• 2019

Working in the beauty industry accompanies high emotional stress because of the need to provide face-to-face customer service. Therefore, beauty industry employees should be recognized as internal customers and job satisfaction should be enhanced through appropriate internal marketing (education and training, compensation system, delegation, management support). With this preceded, it could lead to employees providing various satisfactory services to external customers, ultimately resulting in maximized sales and lower turnover rate. Four hypotheses were established to support this proposition, and 320 copies of questionnaires were collected from Nov. 1 to Dec. 30, 2018 targeting the beauty industry franchise workers which were analyzed through frequency analysis, reliability analysis, confirmatory factor analysis, correlation analysis, route Analysis and the like, using programs AMOS 21.0 and SPSS 22.0. As a result, education and training did not affect employees' job satisfaction, but the compensation system, delegation, and management support had a positive(+) effect.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.173-178
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• 2010

A privately held, third generation family owned company, Boom Technologies, Inc. (BTI), a provider of products and services to the electric utility, telecommunications and contractor markets, continues to make progress in exporting. Although export sales only equaled 5% of total revenue in 2008, BTI has an entire export division. Their export division's Managing Director reveals the trial and errors of a privately held company and their quest for success overseas. From its inception, BTI has always believed its greatest asset is its employees. When export sales struggled due to lack of strategy and direction, BTI hired a Managing Director for its export division. With leadership and guidance from BTI's president and from the Managing Director, they utilized the department's skills and knowledge. Structural changes were made to expand their market presence abroad and increase export sales. As a result, export sales increased four-fold, area managers in new countries were added and distribution networks were successfully cultivated. At times, revenue generation was difficult to determine due to the structure of the company. Therefore, in 1996, the export division was restructured as a limited liability company. This allowed the company to improve the tracking of revenue and expenses. Originally, 80% of BTI's export sales came from two countries; therefore, the initial approach to selling overseas was not reaching their anticipated goals of expanding their foreign market presence. However, changes were made and now the company manages the details of selling to over 80 countries. There were three major export expansion challenges noted by the Managing Director: 1. Product and Shipping - The major obstacle for BTI was product assembly. Originally, the majority of the product was assembled in the United States, which increased shipping and packaging costs. With so many parts specified in the order, many times the order would arrive with parts missing. The missing parts could equate to tens of thousands of dollars. Shipping these missing parts separately in another shipment also cost tens of thousands of dollar, plus a delivery delay time of six to eight weeks; all of which came out of the BTI's pockets. 2. Product Adaptation - Safety and product standards varied widely for each of the 80 countries to which BTI exported. Weights, special licenses, product specification requirements, measurement systems, and truck stability can all differ from country to country and can serve as a type of barrier to entry, making it difficult to adapt products accordingly. Technical and safety standards are barriers that serve as a type of protection for the local industry and can stand in the way of successfully pursuing foreign markets. 3. Marketing Challenges - The importance of distribution creates many challenges for BTI as they attempt to determine how each country prefers to operate with regard to their distribution systems. Some countries have competition from a small competitor that only produces one competing product; whereas BTI manufactures over 100 products. Marketing material is another concern for BTI as they attempt to push marketing costs to the distributors. Adapting the marketing material can be costly in terms of translation and cultural differences. In addition, the size of paper in the United States differs from those in some countries, causing many problems when attempting to copy the same layout and With distribution being one of several challenges for BTI, the company claims their distribution network is one of their competitive advantages, as the location and names of their distributors are not revealed. In addition, BTI rotates two offerings yearly: training to their distributors one year and then the next is a distributor's meeting. With a focus on product and shipping, product adaptation, and marketing challenges, the intricacies of selling overseas takes time and patience. Another competitive advantage noted is BTI's cradle to grave strategy, where they follow the product from sale to its final resting place, whether the truck is leased or purchased new or used. They also offer service and maintenance plans with a detailed cost analysis provided to the company prior to purchasing or leasing the product. Expanding abroad will always create challenges for a company. As the Managing Director stated, "If you don't have patience (in the export business), you better do something else." Knowing how to adapt quickly provides BTI with the skills necessary to adjust to the changing needs of each country and its own unique challenges, allowing them to remain competitive.