• Proceedings of the Korean DIstribution Association Conference
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• 2007.08a
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• pp.159-186
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• 2007

In today's world, the ability to adapt to the rapidly changing environment is fundamental to the survival and success of any organizations. This is particularly true for the Korean retailing industry which is in the throe of sweeping developments. Against the backdrop of an increasing importance of the environmental factors, it is imperative to look into what efforts are required of corporate enterprises in order to achieve successful long-term partnerships between and among the parties involved in the retail value chain. In spite of the critical importance of the need to understand the environmental factors and their influences on the retail value chain, a serious theoretical and empirical study into this subject has never been conducted. Moreover, previous research has overlooked the various mechanisms influencing the value chain in terms of ,control strategy' and 'control structure'. The purpose of this study is to investigate the direct and indirect modes of influences environmental dynamism exerts on opportunism, one of important relationship factors. This study particularly delves into the indirect modes of influence in terms of control strategy (control mechanism) and control structure (bureaucratic structuring). To this end, a survey research has been conducted of 200 suppliers in business relationships with Korean hypermarket retailers. The survey results show that environmental dynamism has a positive correlation with the opportunism of suppliers. In addition, the control mechanisms such as monitoring and incentives employed by retailers, in turn, have an indirect influence on the opportunism of suppliers. In other words, the monitoring of retailers has a positive correlation with the opportunism of suppliers, while the use of bureaucratic structuring has a negative correlation with opportunism. This study discusses how both retailers and their suppliers should respond to the domestic retail business environment with highly dynamic characteristics, in order to achieve a long-term win-win partnership with one another. It also presents ideas to retailers with regard to what kinds of management strategies and management efforts required to effectively control the opportunism of suppliers.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• Culinary science and hospitality research
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• v.18 no.3
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• pp.108-120
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• 2012

The study sought ways to promote the global recognition of Korean food items. The Korean cuisine is one of the healthiest and well-balanced foods in the world. There are world-wide sauces in the United States, China, Japan, Thailand, Vietnam and Cambodia, Singapore, Indonesia, India, Australia, British, France and Italy. The above mentioned countries have good sauces and marketing strategies. In contrast to those countries, the internalization of Korean-style sauce has not yet been carried out. In this study, globalization plans for Korean cuisine through Korean-style sauces are divided as follows: promotion of the existing Korean-style sauces such as soybean sauce, Gochujang, Doenjang and Ssamjang, to chefs in foreign countries; development of derivative sauces, based on Gochujang, Doenjang, and Ssamjang; overseas promotion of Korean-style sauces through foreign chefs in Korea; and overseas promotion of the existing Korean-style sauces. Development of indigenous sauces by Korean food manufacturers and processors is one route in the promotion of Korean cuisine. Korean franchising restaurants could also aid in export of Korean food items. The food manufacturing/processing sectors must work in concert with the Korean government to globalize the Korean cuisine. The government should play a leading role in fostering star chefs, holding Korean cuisine seminars along with promotional efforts in foreign countries and foreign cooking schools (such as the 'Taste Korea' campaign).

• Journal of Korea Game Society
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• v.4 no.1
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• pp.41-49
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• 2004

Domestic On-line game market becomes keen competition gradually. So, work which advance into the new market is very important work which it takes future of Korean on-line industry. Recently, Chinese on-line game population is soaring by development of on-line infrastructure and elevation of the Intern et speed. Also, growth of China economy improved purchasing power. So, international market is desiring China market. Because China on-line game market has High potential energy, no one is opposed to truth that China market's advance gives opportunity of great success. So, this China market's charm advanced many domestic companies to China market. Also, many domestic companies are preparing for China advance. However, we did not understand perfectly circumstance of China market, and advanced impatiently without thorough preparation. So, occasion that the latest domestic companies fail greatly is increasing. Finally, we can know that China market's advance is difficulty. Therefore, we must analyze circumstance of China game market systematically, and do thoroughpreparation and preparatory audit that is enough with wider visual field. So, we must think investment about the future more than that think in a short time profit.

• Journal of Distribution Research
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• v.5 no.2
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• pp.106-129
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• 2001

In order to improve the agricultural products distribution, many devices have been suggested. Recently, direct marketing channel of agricultural product is one of the best solution for the problems of agricultural product distribution. The largest farmers cooperative association in Korea, Agricultural Cooperative(AC) have tried to promote direct marketing channel of agricultural product. Especially, the Agricultural product outlet store owned by Agricultural Cooperative(AC) is developed as an attractive alternative. Agricultural product outlet store owned by AC classify two types; small ＆ medium sized supermarket style and large discount store style. In this study, direct marketing through the agricultural product outlet store owned by AC was examined because it leads direct agricultural distribution and shares over 70% of direct agricultural distribution in Korea. Though a survey about consumer perception ＆ evaluation on establishing agricultural product outlet store owned by AC in Busan, the success factor of the store were identified. The results indicate that price, kindness of sales people, quality of products are main factor of the agricultural products outlet store. Theorefore Agricultural Cooperative should develop the retailing ＆ marketing strategies focusing these findings.