• The Journal of the Korea Contents Association
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• v.22 no.9
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• pp.1-18
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• 2022

This study critically analyzed the user experience (UX) of mobile applications, focusing on the advertising platforms of mobile applications for culture and arts content. This study aims to examine the direction for growth of the related mobile applications and propose alternative approaches to improve usability. In this study, a mobile app named 'Moviepre' was selected, and a heuristic evaluation was performed for in-depth exploration. For the selected case, the UX Honeycomb model was reconstructed to analyze useful, usable, desirable, findable, accessible, and credible elements of the case. First, since the users' preference for the price factor did not show a significant correlation with the usefulness of the content and the interface, it is necessary to make sure that the mobile application has unique values to gain a competitive advantage in the market. Second, by adopting customer path stages for analysis, the result indicated that users continuously interact with the service from the first moment they are aware of the mobile application. Third, if the user feels uncomfortable, it is likely that these factors hinder the establishment of a long-term relationship between the users and the mobile application. Finally, brand identity should be clearly established, and brand image strategy needs to be developed to satisfy users' expectations that high-quality culture and arts content will be available through the mobile application.

• The Journal of Industrial Distribution & Business
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• v.11 no.7
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• pp.51-60
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• 2020

Purpose: Recently, Korean cosmetics distribution market has been reorganized with the H&B store. In the domestic cosmetics distribution market, existing brand road shops are decreasing, and multi-shops are leading the H & B stores, which have greatly improved their experience and content. In these environmental changes, the offline distribution channels are turning into the multi-editing shops that have introduced products of various brands and greatly enhanced experiences and contents. Nevertheless, most studies of factors and measurement items for measuring customer experience in the H&B store use Schmitt (1999)'s Strategic Experience Modules (SEMs). Therefore, the purpose of this study is to propose a measure that is practicable through consideration of the in-store customer experience components of the H&B store. Research design, data and methodology: Based on Schmitt's Strategic Experience Modules (SEMs), which are widely used in customer experience marketing, the metric pool was constructed through customer and literature research on H & B store managers. Since then, 101 preliminary surveys and 211 main surveys have been conducted in order to propose a dimension of customer experience and refine the metrics. Results: As a result of the research, H&B store's customer experience was derived from a measurement model consisting of 19 measurement items in total of five dimensions: environmental experience, intellectual experience, behavioral experience, tech experience, and relationship experience. This study analyzed that compared to the existing Schmitt's Strategic Experience Modules (SEMs), (1) emotional experience expanded to environmental experience, (2) Cognitive and relationship experiences are maintained (3) behavioral experience was subdivided into physical and technical experiences. In particular, the environmental experience has been proposed as a major component is an important point because the H&B store recently opened a large flagship store and is competitive in constructing a differentiated space. Conclusions: Related experience was seen as an important component of customer experience in the offline store, but in the process of refining the scale, interaction items with employees of the H&B store were removed, and rather, participation in the APP or SNS channel of the company, event Participation, interaction with other customers, etc. appear to be important, while suggesting the practical implications.

• Journal of Digital Contents Society
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• v.17 no.1
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• pp.33-41
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• 2016

This study aims to suggest practical ways to interact effectively with consumers based on current situation of 'media creative' and media use patterns. Cases of digital signage are reviewed in the perspective of cross media, and the strategic meanings of cross media are explored according to interactivity. Results are collected through 'Naver' search engine service, and can be possibly assorted into five media combined types: SNS-combined, QR codes or Augmented Reality(AR)-combined, Brand App(application)-combined, Online to Offline-combined, and Behavioral factors-combined ones. Some strategic suggestions on media creative are given for effective interaction with consumers.

• The Research Journal of the Costume Culture
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• v.30 no.5
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• pp.656-674
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• 2022

The purpose of this study is to reveal and compare the differences in the types and characteristics of purchase channel journeys of MZ generation consumers. In this study a survey was conducted on the purchase channel journey of 20 women in the MZ generation using the ethnographic method of in-depth interviews and observations. As a result, three purchase channel journeys were identified: mobile, multi-channel, and offline. These were variously subdivided according to the characteristics of the MZ generations. Gen Z's journey was categorized into types: fashion platform app, Youtube, multi-channel supplement, multi-channel non-planned store visit, offline loyalty store, and impulsive offline store. Gen M's journey was categorized as: an online community bond, portal site, online loyalty store, multi-channel brand involvement, multi-channel efficiency, a multi-channel conversion, offline efficiency and offline task. The difference in mobile journey between generations was found in the time and length of the purchase. Gen M recognized both online and offline search processes to be tiring, while Gen Z enjoyed the search process using the online path. In the offline journey Gen Z began with their own intention to purchase, while Gen M sometimes recognized that purchasing fashion products necessary for work was a cumbersome task.

• International Journal of Knowledge Content Development & Technology
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• v.14 no.2
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• pp.29-46
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• 2024

Academic libraries are at the forefront of supporting their parent institutions in teaching and learning, research activities, and community services for the students and faculty members, but, the researchers observed that some of the research emanating from faculty members in academic institutions particularly universities remains largely unknown, unrecognized and invisible on the global scene. This present paper is therefore a modest attempt towards addressing the issue of enhancing the faculty research visibility in the institutions of higher learning by the academic libraries. It also examines the extent academic libraries in public universities in Nigeria use research visibility channels to increase the global visibility of their faculty members. Difficulties encountered by librarians and ways of tackling the visibility of the faculty were also examined. A descriptive survey research design was adopted and the population consisted of all the 162 librarians in public universities in South-East (S.E), Nigeria. Telephone calls and Online Questionnaire were used for data collection. The number of librarians was obtained through phone calls from the Heads of each of the Libraries. The Online Questionnaire was submitted to the WhatsApp platforms of librarians in Nigeria- Academic and Research Libraries (ARL) and Chartered Librarians in Nigeria Connect (CLN-Connect). The questionnaire was structured in such a way that only the Librarians in Public universities in the S.E. Nigeria will respond to it. At the end of the day only 120 librarians responded, at a response rate of 74%. The study was analysed using tables, percentages and charts. The study recommended that librarians who are unaware of RVCs and its utilization should go for training to acquire the knowledge that will enable them enhance the global visibility of faculty staff, Management of Public universities in S.E, Nigeria should in addition to addressing copyright issues by the use of disclaimer notices and creative common licensing and provision of infrastructural facilities e.g. steady power supply, High power brand Internet connectivity, establishment of an Institutional Repository, etc, also should mandate the faculty staff to release their productive work to the library for onward submission to the RVCs platforms for enhancement of their global visibility.

• Knowledge Management Research
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• v.21 no.3
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• pp.249-269
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• 2020

Recently, as the online market has matured, it is facing many problems to prevent the growth. The most common problem is the homogenization of online products, which fails to increase the number of customers any more. Moreover, although the portion of the online market has increased significantly, it now becomes essential to expand offline for further development. In response, many online firms have recently sought to expand their businesses and marketing channels by securing offline spaces that can complement the limitations of online platforms, on top of their existing advantages of online channels. Based on their competitive advantage in terms of analyzing large volumes of customer data utilizing information technologies (e.g., big data and artificial intelligence), they are reinforcing their offline influence as well through this online for offline (O4O) business model. On the other hand, most of the existing research has primarily focused on online to offline (O2O) business model, and there is still a lack of research on O4O business models, which have been actively attempted in various industrial fields in recent years. Since a few of O4O-related studies have been conducted only in an experience marketing setting following a case study method, it is critical to conduct an empirical study on O4O selection attributes and their impact on customer satisfaction and loyalty. Therefore, focusing on China's representative O4O business model, 'Fresh Hema,' this study attempts to identify some key selection attributes specialized for O4O services from the customers' viewpoint and examine the impact of these attributes on customer satisfaction and loyalty. The results of the structural equation modeling (SEM) with 300 O4O (Fresh Hema) experienced customers, reveal that, out of seven O4O selection attributes, four (mobile app quality, mobile payment, product quality, and store facilities) have an impact on customer satisfaction, which also leads to customer loyalty (reuse intention, recommendation intention, and brand attachment). This study would help managers in an O4O area well adapt to rapidly changing customer needs and provide them with some guidelines for enhancing both customer satisfaction and loyalty by allocating more resources to more significant selection attributes, rather than less significant ones.