• The Journal of Society for e-Business Studies
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• v.3 no.2
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• pp.203-217
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• 1998

Supply chain management is defined as "an integrative philosophy to manage the total flow of a distribution channel from the supplier to the ultimate user". There are many differences between traditional systems and supply chain management systems, There are so many advantages applying SCM concept in inventory management field from the viewpoint of information sharing. While each firm try to optimize the inventory individually in traditional systems, SCM focus on optimizing the channel-wide-inventory making effort to reduce the inventory interrelatedly, The more complex your network of suppliers, manufacturers, and distributors, the more you are likely to gain operational efficiencies by attending on inventory management. The inventory stockpiles at the various sites, including both incoming materials and finished products, have complex interrelationships. Efficient and effective management of inventory throughout the supply chain significantly improves the ultimate service provided to the customer. The purpose of this thesis is to develop the integrated inventory management system for the control of channel-wide inventory on the intranet by applying SCM concept.

• Journal of the Korean Society of Clothing and Textiles
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• v.30 no.1 s.149
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• pp.1-11
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• 2006

The purpose of this study was to analyze the current CRM situation in Korean apparel industry. Specifically, research purposes were 1) to examine the concepts and benefits of CRM, 2) to examine CRM strategies, 3) to analyze CRM system(i.e., customer relationship management service, customer segmentation criteria, DB management system), and 4) to analyze the potential problems and CRM adoption plan. The subjects for this research were thirty CRM managers in Korean apparel firms classified by the company type(woman's wear, man's wear, casual wear, children's wear, retailer) interviewed from December 2003 to March 1004. The results of this study were as follows: First, the concept of CRM represented the prime customer relationship, continuous consideration, and customer management system. The benefits of CRM reflected re-sales, improvement of profit share, and acquisition of customer's data base. Second, concerning the CRM strategies, most companies focused on persistent customer management through mileage program, membership cards and also implemented product strategies such as demand forecasting, customization based on customer data analysis. We also found that industry preferred to use pricing strategies, for example, segmentation of customer through discrepancies of price in which customers are provided by discount and gift voucher services. Regarding distribution strategy, channel diversification, localized service, and convenient delivery system were used. As promotion strategies, they chose celebrating customers' personal events and promoting cultural events and issuing coupons. Third, regarding CRM system, information service was the most frequently adopted, important and highly beneficial category. Also POS/web-POS, homepage were main sources of information. RFM is the mostly commonly used customer segmentation criteria. Fourth, potential problems in CRM adoption were lack of CRM knowledge and performance measurement of CRM. Future CRM adoption plan included CRM education and development of CRM performance measures.

• Journal of Distribution Science
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• v.20 no.2
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• pp.19-29
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• 2022

Purpose: Understanding the distribution channel is a foundational element of successful hotel revenue management. This study aims to assess hotel distribution network partnerships and develops a model that can be utilized to ensure hoteliers are not becoming increasingly reliant on a single channel, optimize their market exposure, and maximize their portion of the overall worth of the network. Research design, data and methodology: This study utilizes a grounded theory approach to form a theoretical model by analyzing and examining the current practice of hotel distribution management through interviews with 15 stakeholders in Indonesia, such as hoteliers, online travel agents, wholesalers, and connectivity managers. Results: Based on data analysis, we describe hotel distribution elements, revenue team, managed channels, and channel prioritization for a different type of hotel. Finally, we propose a distribution channel model that comprises hotel teams, customer types, indirect channels, and direct channels. Conclusions: The model contributes to the literature by exploring the options of distribution channels for various hotel types to support hotel revenue management practice. By utilizing our model, practitioners can have a complete picture regarding the strategic choice of the channel by considering their hotel capacity and market target.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.2
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• pp.3-14
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• 1992

The efficiency of marketing channel of distribution between a manufacturer with several customers can be increase by influencing the order quantity of customer. Manufacturer reduces average inventory holding cost by penalizing the large order quantity from the customer. Such a penalty is significant only if the manufacturer's unit inventory holding cost is relatively large. Conditions under which such penalizing can be beneficial to both parties are derived.

• Information Systems Review
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• v.20 no.4
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• pp.59-78
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• 2018

With the advent of the various device types and marketing communication, customer's search and purchase behavior have become more complex and segmented. However, extant research on multichannel marketing effects of the purchase funnel has not reflected the specific features of device User Interface (UI) and User Experience (UX). In this study, we analyzed the marketing channel effects of multi-device shoppers using a unique click stream dataset from global online retailers. We examined device types that activate online shopping and compared the differences between marketing channels that promote visits. In addition, we estimated the direct and indirect effects on visits and purchase revenue through customer's accumulated experience and channel conversions. The findings indicate that the same customer selects a different marketing channel according to the device selection. These results can help retailers gain a better understanding of customers' decision-making process in multi-marketing channel environment and devise the optimal strategy taking into account various device types. Our empirical analyses yield business implications based on the significant results from global big data analytics and contribute academically meaningful theoretical framework using an economic model. We also provide strategic insights attributed to the practical value of an online marketing manager.

• Knowledge Management Research
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• v.23 no.1
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• pp.69-88
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• 2022

Omni-channel enables businesses to provide a seamless customer experience by organically integrating data from multiple channels. Customers have increasingly used mobile applications to place orders and make payments in offline stores. In such context, this study investigated the effects of customer experiences on brand loyalty via offline and mobile channels. Additionally, it examined the role of habit in establishing brand loyalty in a daily service environment. This study confirmed the importance of functional, human, and mechanical cues on perceived value in the offline channel. Additionally, differences in the influence of customer experiences via offline and mobile channels on brand loyalty were examined at based on the age and gender. The research model was empirically validated using survey data collected from 365 customers who visit coffee chains via mobile applications. The analysis results found that both perceived value of offline stores and loyalty to mobile applications have a significant effect on brand loyalty. Habit plays another critical role in enhancing brand loyalty. The findings of this study help service providers better understanding of the formation mechanism of brand loyalty in the context of omni channel and will be able to develop more effective marketing and operations strategies.

• Journal of Distribution Science
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• v.15 no.1
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• pp.105-114
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• 2017

Purpose - Recently, domestic pharmaceutical market is growing steadily, but top-tier companies are concentrating on sales growth. In this market, SMEs, which account for more than 80% of the entire market, suffer from the problem of lower margins and increasing inventory costs. According to the government's policy changes related to pharmaceuticals, it is pointed out that the management of existing customers and the control of salespeople are important issues for pharmaceutical companies. This study investigates the effect of the control system on the salesperson in domestic pharmaceutical distribution channel on customer-oriented selling behaviors and sales performance. Research design, data, and methodology - To verify the proposed research model and test hypotheses, the authors selected 244 MR(medical representatives)'s responses which have currently relationship with doctors or pharmacists. This study carefully investigated the reliability, content validity, convergent validity, and discriminant validity of the proposed model. Results - The authors find out the following results: capacity control, activity control, and self control have positive effects on customer-oriented selling behaviors and customer-oriented selling behaviors have a positive effect on sales performance. In addition, we present alternative model to check the direct effect between the control systems and the sales performance, but control system factors except self control have no direct influence. Conclusions - First of all, competency control and activity control increases the customer-oriented selling behavior of the salesperson. This means that the salesperson's sales skill, negotiation skill, customer access skill, presentation ability, monitoring, direction and evaluation are important and it is also important to control activities to check the number of visits to customers, report preparation, and customer service etiquette. Second, the fact that self-control of salesperson affects the customer-oriented selling behavior suggests that self-control is not controlled by external factors but rather establishes short/long-term goals. Therefore, it is important for sales organization to create an environment in which members can induce persistent incentives for self-control. Finally, output control did not affect customer-oriented sales behavior, which is less likely to form confidence or motivation to MRs when output control is perceived as a means of monitoring, supervising, or controlling rather than providing information to salespeople.

• Journal of Korea Society of Industrial Information Systems
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• v.28 no.6
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• pp.151-171
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• 2023

For the efficient establishment of a channel strategy for banks, this study aims to propose a channel model by classifying channels into types, and carrying out a correspondence analysis per type. A survey of bankers was conducted to visualize categorical data and create a positioning map. As a result, first, 12 banking channels were classified into 4 types based on business processing subjects and places, which were then, further grouped into the categories of full-banking and self-banking. Second, a correspondence analysis according to the classified types was carried out, and it was found that the branch-type is suitable for product description and customer management, while the banking-type is suitable for efficient business processing without time and space constraints. Furthermore, the analysis also showed that the machine-type and banking-type are inappropriate for customer management, and the mobility-type demonstrates low operational effectiveness due to a lack of awareness. The aforementioned findings suggest the need for a hybrid convergence channel that reflects the characteristics of banking tasks and fills in the gaps between the different channels. Third, a channel model was derived by adding a common area to the 2×2 model consisting of the business processing subjects and places. Therefore, this study is meaningful in that it examines the diversification of channels and factors in the division of roles by channel type based on customers' banking channel selection factors, and presents basic research findings for future channel strategy establishment and efficient channel operation.

• CRM연구
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• v.1 no.1
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• pp.87-108
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• 2006

This study presents how the sharing of values and philosophies in Customer Relationship Management (CRM) links the customer with the enterprise, thereby enhancing its performance. Using channel integration, customer experience management, and partner relationship management, this i-focus case suggests a number of improvements for local corporations that have adopted CRM, but have not succeeded in enterprise-wide integration. Successful execution of CRM strategy is found to require the sharing of values and philosophies not only within the organization, but also with its customers. Furthermore, the study concludes that CRM is an ongoing process which requires continuous evolution through reflection of past activities and dynamic adjustment of objectives in order to reach customer cenricity.

• Journal of Navigation and Port Research
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• v.32 no.2
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• pp.141-148
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• 2008

This paper is structured into three main parts and a conclusion. The main section provide definitions of efficiency, effectiveness and performance in terms of the distribution channel, followed by a review of related performance measurement, before discussing difficulties of measurement. According to the theoretical approach, it appears that key theroretical issues are centered around customer service, logistics excellence, time compression, the use of IT, and a move towards integrated logistics. The empirical approach shows that in the past, various financial performance indicators were regarded as relevant management information. However, today, management needs additional performance indicators. Therefore, external assessments of effectiveness must be performed to measure customers' satisfaction with the physical flow of product through the distribution channel network. So, what is needed is to take previous normative and explorative research and progress through a framework by developing valid measures of distribution channel's effectiveness and efficiency, and identifying research methodologies suited to the data collection requirements.