• Journal of Fashion Business
• /
• v.6 no.5
• /
• pp.112-124
• /
• 2002

Japanese apparel industries have deployed the activities of plannings, production & sellings by brand marketings. Owing to it, they satisfied customers and accomplished the goal of corporation objective market advantage. All through this process it is very essential to establish the concept of product Through the analysis of the brand development in Japanese total apparel corporation; 1) it accesses synthetically to acquire sales and target benefit by active marketing based on the analysis of market environment; 2) on relation with customer, it comes close to customer in the process of buying and consuming product and provides a customer satisfaction in the process of those. All the way of the process above and the precedent, it is to complete the goal of corporation. The development of the brand in Japanese apparel corporation depends on the corporate's customeroriented marketing. Due to it, Japanese apparel corporation perceives the differentiation that the consuming pattern of customer is its life style so that Japanese apparel corporation provides the product that can satisfy customer needs.

• Asia Marketing Journal
• /
• v.15 no.1
• /
• pp.169-188
• /
• 2013

Established in 2006 as the forward integration effort by Taesung Industry, the major cosmetic packaging company, TONYMOLY has phenomenally grown to one of the major cosmetic brand companies in the submarket called, 'one brand-shop' of cosmetic market since 2008, after overcoming the crisis of 'going out of business' in a couple of early years. Within a relatively short period of time, TONYMOLY's performances have dramatically improved in terms of metrics such as growth in sales revenue, the number of stores, the average sales per store, transaction value per customer, the number of monthly transactions, the number of membership-based customers, and overseas sales. In this case study, we have examined TONYMOLY's recent marketing activities which may explain the plausible reasons behind the substantial growth of a small but smart cosmetic company. Above all, the first key success factor of TONYMOLY would be found in its adherence to the clear philosophy of the customer value proposition and/or the differentiated position of TONYMOLY as a brand of providing value. Second, this brand concept of value was first penetrated and welcomed among the foothold customer target group of mid and late teens with appropriate products, while the target groups were later expanded into the age group of twenties along with expansion of relevant products. Third, its differentiation efforts have been concrete and meaningful by utilizing unique ingredients in its product development and marketing efforts, unique fun packaging, and continuously introducing new hit-selling products as well as managing steady-selling products. Fourth, TONYMOLY has been smart enough to use its limited marketing money efficiently and effectively in its marketing communication activities. Viral marketing, PPL, and concentrated media planning and execution turned out to produce effective and efficient market-based performances such as awareness, word-of-mouth, and sales. Lastly, the marketing leadership of CEO and top management, emphasizing communications and interactions, was confirmed in the relationship quality with and trust level of its franchisees and internal employees. These key success factors may explain the recent phenomenal market performances of TONYMOLY. Despite recent successes, the major issues are presented for TONYMOLY to consider for maintaining its sustainable advantages and growth. The first issue concerns TONYMOLY's choice of growth philosophy between product/brand-centric marketing and customer-centric marketing. The second challenging issue relates to how TONYMOLY can cope with 'growing pains' plausibly accompanied with the rapid growth.

• The Journal of Fisheries Business Administration
• /
• v.34 no.2
• /
• pp.91-107
• /
• 2003

Distribution of fish products from Tongyoung Marine ranching can be classified by three routes such as street-stall, live fish transportation vehicles, and wholesale markets neighboring unloading ports. These methods of distribution, however, have been restricted by limited distribution right, difficulties to differentiate fish prices from other surfaces, simple marketing channels. The ratio of cultured live fish circulated in market is increasing while naturally caught live fish is decreasing and the fresh fish shows a little of increasing rate. Consumers purchasing routes mainly depend on the live fish transportation merchants. For fresh fish traditional market plays an important role in trade. Convenience for consumers and quality of products are main factors in making decision of purchases. Bargaining power, however, belongs to the live fish transportation merchants. The demand of special markets for live fish was very strong, and the convenience and quality are relatively important required factors. Catch from Tongyoung Marine ranching has very good reputation as the possibility of being a good brand. Expecting possibility of quality differentiation was higher than price differentiation specially. The possible conclusion of a contract of a supply was suspicious however. Preliminary quality evaluation revealed that the catch is better than the cultured but worse than naturally grown fish. A merchandising is to be in a better position in the formation of prices by giving $\ulcorner$brand image$\lrcorner$ to potential consumers. The target markets are retail stores such as restaurants for raw fish and final consumers. The staple markets are retail stores. Possible items of products are live fish, fresh fish for cook, and fresh fish for raw fish. It is necessary for the catch to be informed as new functional products that have been improved in safety and quality, since the product positioning is similar but not well known to consumers. To secure a brand it is required to register a trademark, eco-label product design or packing, use real name in tranction, introduce recall system, and put label. Price higher than naturally grown live fish should be targeted. Establishing broad distribution channel, wholesale market, franchise are required. To secure enough catch and control shipment of products facilities of containing live fish are necessary. Instead of dealing with live fish only, it would be better to. sell fresh fish and live fish simultaneous. Strategically promotion focuses on advertisement of Marin ranching at first and then focuses on the catch from the marine ranching.

• Asian Journal of Business Environment
• /
• v.4 no.3
• /
• pp.27-37
• /
• 2014

Purpose - In the past, designs for traditional products have usually focused on historic techniques. However, this tradition of using historic techniques has now been replaced by the trend of using the innovative design concept. Research design, data, and methodology - To measure future market trends and quality requirements, we apply the results of the questionnaires and analyze them with various experimental processes and a design methodology. In this way, we gauge the impact of the innovative product value chain on the promotion of new products. Results - Accompanied with an innovative product value chain, the product can stimulate the development of enterprise management, which has become the main issue in social and economic development in every developed country, and can facilitate the progress of enterprise management throughout the enterprise. Conclusions - Customer demand should be emphasized as the primary means to solve design problems, to design optimal solutions, to create differentiation with competitors, and to pursue optimal marketing strategies.

• Journal of the Korean Society of Costume
• /
• v.38
• /
• pp.193-211
• /
• 1998

Without a solid marketing system in placed, the fashion industry cannot flourish on out-standing design or technology alone. Even though the significance of collecting and analyzing information, merchandising, and retail distribution is recognized, these functions are not firmly rooted or prevalent in our industry. In contrast, Italy which possesses similar demographic traits such as the lack of natural resources and other physical factors has succeed-ed in globalizing its fashion market by responding swiftly and exercising flexiblity to its constantly changing consumer demand. This in turn has earned Italy the competitive edge in the global fashion arena. Italy's unique management skills and operation know-how, along with successful market strategies come into play in bringing competitiveness to Italy's fashion market. Firstly, smaller companies with ability to adopt swiftly to the ever changing market. Secondly, fashion friendly social environment. Thirdly, niche marketing through highly specialized system and differentiation. Fourthly, timeless innovation through intense corporate competition. Lastly, establishment of foundations to support the industry through diverse networking. The alone building blocks have formed a basis for erecting an unparalleled market with a reputation for excellence in design and quality in the global fashion world. This study has examined how Italy's fashion industry has evolved from an underdeveloped textile business into a cutting edge fashion in-dustry. Italy's unique business processes and practices were studied to come up with a collection and merchandising ideas in a niche market. By selecting this venue we are able to continuously grow and develop in a market with diverse consumer needs. To analyze the Italian fashion market, data from 3 institutions were utilized, namely, CIT-ER which has provided consumer trends and sales analysis, SITA,a data service provided statistics from the textile and apparel businesses, and NBI has also furnished valuable data. Italian consumer preference, buying behavior, consumer profile, retail channels and other related data from the above institutions has formed a backbone for market segmentation and target markets, and as a result, we were able to zero in on the type of consumer, produce, pricing and retail channels for our womenswear. Going forward the direction is to elevate product image and pretige, and create syn-ergy between related industries, and at the same note, in order to develop internationally recognized brands such as Max Mara and Benetton. Certain elements such as the specialization of the fashion industry, alon-g with fashion-related data base and systems support, and most importantly experts with acute fashion sense and capacity to analyze pertinent data are in need. I firmly believe that we can achieve Italy's level in the fashion market with support from the government and unrelenting effort within the industry itself, and hope that this report can prove to be useful.

• 한국벤처창업학회:학술대회논문집
• /
• 2021.04a
• /
• pp.33-42
• /
• 2021

Based on the findings of Lee et al.(2020) and Lee & Oh(2021), this paper aims to fill the gap in our knowledge regarding the relationship between strategic choices and corporate growth by utilizing a novel dataset of 'Unicorn' and 'Hyper-growing' companies. Two previous studies provide coherent findings that the relationship between firms' strategies and their performance should be explored under a more comprehensive framework with consideration of both internal and external factors. Therefore, in this study, we apply a single conceptual framework to two different datasets, which considers the strategy factors as independent variables, and the industry(market) and the firm age as moderating variables. For our dependent variables, valuations for unicorn companies and revenue CAGR for hyper-growing companies are used after categorizing them into three uniform groups. The strategy variables include 'Generic (Cost-leadership, Differentiation, focus) strategies', 'Growth(Organic, M&A) strategies', 'Leading(Pioneer, Fast-follower) strategies', 'Target market(B2B, B2C, B2G, C2C) strategies', 'Global(Global, Local) strategies', 'Digital(Online, Offline) strategies.' For industry(market) factors, it consists of historical growth rate for industries and economic, demographic, and regulatory aspects of states and countries. To overcome the differences in their units, they are also uniformly categorized into multiple groups. Before we conduct a regression analysis, we analyze the industry distribution of the 'Unicorn' and the 'Hyper-growing' companies with descriptive statistics at the integrated and individual levels. Next, we employ hierarchical regression models on Study A('Unicorn' companies in 2019) and Study B('Hyper-growing' companies in 2019) under the same comprehensive framework. We then analyze the relationship between the 'strategy' and the 'performance' factors with two different approaches: 1) an integrated regression model with both the sample of Study A and B and 2) respective regression models on Study A and B. This empirical study aims to provide a complete understanding and a reference to which strategy factors should be considered to promote firms' scale-up and growth.

• Journal of the Korean Society of Costume
• /
• v.64 no.2
• /
• pp.84-97
• /
• 2014

This research aimed to explore strategies to develop the cashmere industry in Mongolia. Questionnaire consisted of questions regarding the necessity of development in different sectors in the cashmere industry, and areas of necessary competition for the development of Mongolian cashmere industry. In addition, characteristics of respondents and their companies were questioned. Surveys were distributed to people working in cashmere manufacturing companies in Ulaanbaator, Mongolia between July 25th, 2012 to September 3rd, 2012, and a total of 79 questionnaires were included in the final analysis using descriptive analysis, t-test, one-way ANOVA, and Duncan test. Results showed that respondents perceived design as the sector that needed the most improvement, and product related strategies such as product quality, product differentiation, and design were more important than distribution or promotion related strategies. The perceptions on the development strategies differed according to company size and their target markets (domestic vs. export). Overall, respondents working in smaller companies showed greater concern for most sectors, and also felt technology, product quality and design were more important than those in working in larger companies. Companies that targeted the domestic market showed greater concern for herding and scouring sector than companies that exported, while the latter evaluated government policy, network, distribution/export channels more importantly than the former in developing the Mongolian cashmere industry.

• Journal of the Korean Society of Costume
• /
• v.12
• /
• pp.55-67
• /
• 1988

The purpose of this study lies in giving a help to the rational life of clothing of consumer and presenting some measures for solving problems of the marketing policy of knitwear and the searching of feasibility of the women's knitwear market. The results of this study are as follows; 1. The characteristics of each brand is not clearly introduced to the consumer. This is owing to the lack of the establishment of the policy that emphasize the special feature of each brand. 2. The target of brand almost coincides real consumer, but fashion mood and age group are declined to specific area. So, the scarcity of casual and young age brand is prominent. 3. All brand ought to treat design as the supreme priority other than anything else on the product differentiation strategy dispite the characteristics of the brand. 4. The distribution centered department store is observed very desirable in this study. 5. According to the result of the consmer's behaviors, it has been clarified that display is the most effective sale promotion. 6. Consumer is used to make improvised decision making in the purchasing activities. Thus, it is required to improve consumer's ability of appraisal for quality and material and to establish the calculable, rational consumption pattern.

• Asia Marketing Journal
• /
• v.16 no.1
• /
• pp.215-228
• /
• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• Journal of Fashion Business
• /
• v.9 no.6
• /
• pp.160-174
• /
• 2005

Despite the decrease in the number of children due to low birth rate, the domestic children's apparel market has been achieving steady growth as family income is rising thanks to more opportunities for working women, parents spend more on their children, and they prefer brand products that make their children look special. In addition, the market is suffering from hard competition as large enterprises have joined the race. The present study purposed to survey the children's apparel market in Korea, which is in a transitional period, and to contribute to the development of the market with Korean brands. For this purpose, we analyzed the characteristics of children's apparel brands in the 21st century based on the current state of the domestic children's apparel market and, based on the findings, forecasted the future trend of children's apparel brands, suggested improvements for expected problems, proposed standards for coping with changes such as diversification, high quality and differentiation in the children's apparel market, and provided consumers with information on how to purchase products. According to the result of analyzing the characteristics of children's apparel brands in the 21st century, brands are categorized largely into four types - life cultural brands, functional product brands, character brands and brands advancing to China. Life cultural brands equipped with all necessities for children are expanding, and with the deepening social problems of environmental pollution and the reduction of the child population, functional products made of environment-friendly materials are spreading widely, targeting infants and children. Furthermore, for extending age targets and diversifying products, children's apparel is using characters. The use of characters is expected to have a considerable effect on the growth of brands because children are more subjective as consumers than before and they are more easily persuaded with characters. Domestic children's apparel brands advancing to China have a high expectation of success in overcoming the limitation of the local market that has reached its peak and growing into global brands. Korean apparel makers are struggling to overcome the depressed domestic market, to recover consumers' consumption, to cope with market opening, to pursue high value of sensibility and to expand the seniors' market, etc. In this situation, future trends of children's apparel brands will be the expansion of family brands, brand totalization, quality price, niche market (pre-teen market), etc. In response to these trends, we made the following suggestions for improvement. 1. Children's apparel brands are evolving into family brands as well as into total brands through voluming. Today, however, apparel makers are advancing to the children's apparel market with the concept of adults' apparel and, as a result, children's apparel is merely adults' apparel of reduced size, having problems in design, color and materials. Thus, apparel makers must develop design considering the wide range of size and the characteristics of children's apparel, strengthen sourcing abilities to create revenues, and make thorough survey of customers to find common denominators between adults' apparel and children's apparel considering that characteristic that the target class is different from the buyer class. Furthermore, they must make active investments in human resources, develop outstanding products through advanced planning and design, and support marketing techniques and management systems to stores. 2. As the declining birth rate will continue to have a negative effect on the market, it may be difficult to expand the market size but there is still a margin for growth through high-sensibility and high-quality products. The competitiveness of brands is determined by their market shares. Accordingly, concepts should be specialized according to lifestyle, customers' diverse needs should be satisfied, and cross-coordination should be achieved within a brand. 3. Considering Korean parents who do not spare investment in their children despite shrinking consumption, functional products must be high value-added goods that can enhance efficiency. However, in the current situation of the infants' apparel industry where a textile manufacturer supply its products to multiple brands, it is difficult to develop unique products only based on materials. Thus, it is considered urgent to appeal to consumers not by relying on materials only but by finding methods of applying their own characters to children's dress.