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

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.4
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• pp.57-71
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• 2022

The purpose of this study was to analyze the perception and demand of local youth and to find ways to support universities in order to create an youth start-up ecosystem. To this end, 509 young people living in Seoul were analyzed to recognize and demand young people in the region for youth start-ups, and to support universities. The findings are as follows. First, as a result of analyzing young people's perception of youth start-ups in the region, the "Youth Start-up Program" was analyzed the highest in terms of the demand for regional programs by university. In addition, there was a high perception that the image of youth startups in the region was "challenging" and "good for changing times." Second, after analyzing the demand for support for youth start-ups in the region, it appeared in the order of mentoring, start-up education, and creation of start-up spaces. And it showed different needs for different ages. Third, the results were derived from analysis of the demand for university support for the creation of a regional youth start-up ecosystem, the criteria for selecting local youth start-up support organizations, and the period of participation in local youth start-up support. Based on the results of the above research, the implications and suggestions of university support for the creation of a community of youth start-up ecosystem are as follows. First of all, it is necessary to develop and operate sustainable symbiosis mentoring programs focusing on university's infrastructure and regional symbiosis. Second, it is necessary to develop and utilize step-by-step systematic microlearning content based on the needs analysis of prospective youth start-ups. Third, it is necessary to form an open youth start-up base space for local residents in universities and link it with the start-up process inside and outside universities. The results of this study are expected to be used as basic data for establishing policies for supporting youth start-ups and establishing and operating strategies for supporting youth start-ups at universities.

• Journal of the Korean Institute of Landscape Architecture
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• v.52 no.1
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• pp.46-58
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• 2024

Pollinators are organisms that carry out the pollination process of plants and include Hymenoptera, Lepidoptera, Diptera, and Coleoptera. Among them, bees not only pollinate plants but also improve urban green spaces damaged by land use changes, providing a habitat and food for birds and insects. Today, however, the number of pollinating plants is decreasing due to issues such as early flowering due to climate change, fragmentation of green spaces due to urbanization, and pesticide use, which in turn leads to a decline in bee populations. The decline of bee populations directly translates into problems, such as reduced biodiversity in cities and decreased food production. Urban beekeeping has been proposed as a strategy to address the decline of bee populations. However, there is a problem asurban beekeeping strategies are proposed without considering the complex structure of the socio-ecological system consisting of bees foraging and pollination activities and are therefore unsustainable. Therefore, this study aims to analyze the socio-ecological system of honeybees, which are pollinators, structurally using system thinking and propose a green space planning strategy to revitalize urban beekeeping. For this study, previous studies that centered on the social and ecological system of bees in cities were collected and reviewed to establish the system area and derive the main variables for creating a causal loop diagram. Second, the ecological structure of bees' foraging and pollination activities and the structure of bees' ecological system in the city were analyzed, as was the social-ecological system structure of urban beekeeping by creating an individual causal loop diagram. Finally, the socio-ecological system structure of honey bees was analyzed from a holistic perspective through the creation of an integrated causal loop diagram. Citizen participation programs, local government investment, and the creation of urban parks and green spaces in idle spaces were suggestedas green space planning strategies to revitalize urban beekeeping. The results of this study differ from previous studies in that the ecological structure of bees and the social structure of urban beekeeping were analyzed from a holistic perspective using systems thinking to propose strategies, policy recommendations, and implications for introducing sustainable urban beekeeping.

• The Sea:JOURNAL OF THE KOREAN SOCIETY OF OCEANOGRAPHY
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• v.10 no.4
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• pp.181-195
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• 2005

To study the effects of aquaculture activity of marine cage fish farms on marine environment, field researches including hydrography, sediment, benthos and trap experiment at the marine cage fish farms(Site A) around estuaries of Tongyeong city were carried out during June $26\~27$, 2003. A simulation using numerical model-DEPOMOD was conducted to predict the solid deposition from fish cage and to assess the probable solid deposition, and the efficiency of environmental management of marine cage fish farms was studied. The marine cage fish farms cultured mainly common sea bass (Lateolabrax japonicus), red seabream (Pagrus major), striped breakperch (Oplegnathus fasciatus) and black rockfish(Sebastes schlegeli), and total amount of cultured fish of the Site A were 23.1MT. The amount of husbandry fish by unit area(and volume) of the fish cage was $43.0kg\;m^{-2}(6.1kg\;m^{-3})$. The daily mean amounts of food fed by unit biomass and cage area were $30.8g\;kg^{-1}day^{-1},\;1.32kg\;m^{-2}day^{-1},$ respectively, at the Site A. The concentration of ORP of the sediment below the center at the Site A was -334.6 mV and the concentrations of AVS, COD, Carbon and Nitrogen were $0.43mg\;g^{-1}dry,\;17.75mg\;g^{-1}dry,\;10.19mg\;g^{-1}dry\;and\;3.49mg\;g^{-1}dry$, respectively. Capitella capitata was dominant benthic species which occupied $57.8\%$ of total species, and the Infaunal Trophical Index(ITI) was marked below 20 within 20 m distance from the edge of the Site A. The result of trap experiment, the solid deposition from the Site A was $34,485g\;m^{-2}yr^{-1}$ at 0 m from the center of the cage and $18,915g\;m^{-2}yr^{-1}$ at 42 m. From a model simulation, it was estimated that using a model simulation, the proportion of unfed food was $40\%$ at the Site A and the annual total amount of solid deposition was 63,401 accounting for $24.4\%$ of the annual total food fed at the Site A. The area solid deposition settled was estimated to be $8,450m^2$, which was about 16 times of the total area of fish cage at the Site A. And concerning ITI and abundance of benthos, the model predicted that sustainable solid flux at the Site A was below $10,000gm^{-2}yr^{-1}$. The percentage of food wasted was main element of solid deposition at the marine cage fish farms, and for minimizing solid deposition it is necessary to increase the efficiency of the food uptake. Based on the result of the model simulation, if the percentage of food wasted decreases to $10\%$ from the current $40\%$, then the solid deposition could decrease to a half. In addition, it was predicted that if farmers use EP pellets as food fed instead of MP and fish trash, solid deposition could decrease by $57\%$. Also this study proposes that the cage facility ratio of the licensed area be decreased to less than $5\%$ to minimize the sediment pollution.