• The Journal of Industrial Distribution & Business
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• v.1 no.1
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• pp.5-12
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• 2010

The retail business of drugstore was introduced to Korea for the first time 10 years ago. Since Olive Young introduced a retail store in the name of drugstore in 1999 for the first time in Korea, new distribution channel combining drugstore, cosmetic products and dairy products, etc has been made. At initial stage, the new distribution channel grew up slowly because of low specialty and economic stagnation. However, the three big distribution channels, that is to say, Olive Young (CJ), Watsons (GS) and W Store (Kolon Well Care), etc, were established to produce new distribution system following large-scaled discount stores as well as convenience stores. The purpose of the study is to investigate ways making Korean style drugstore be new retail business in addition to traditional markets, department stores, E-Mart and other general super markets and to examine problems preventing the drugstore from being promoted and to find out solutions. The speciality retailers that is called a category killer attacking department stores as well as marts is expanding market quickly. New consumption trend that gives priority to wellbeing is being expanded in accordance with high level of standards of living life: The drugstore is thought to be new alternative of distribution because it keeps special products. Young ladies who are main customers of drugstores respond to the trend sensitively to have more buying power that is thought to be promising. And, consumers' desire has become concrete and special. This is because consumers want not only convenient shopping but also special shopping system that is current trend. These days, so called Multi-shop and Total shop and other special shops have been recently opened. Special multi-shop has been concentrated on fashion product and miscellaneous goods so far: Health total wellbeing shop shall be popular in accordance with wellbeing trends. Drugstores can play an important role. Drugstores were opened for the first time ten years ago. In particular, Olive Young succeeded in going into the black after making efforts for a long time by many persons. Drugstores could succeed in the business owing to many persons in the past as well as customers who liked drugstores. However, drugstores once lost ways and recorded poor business results. The three drugstores, that is to say, Olive Young, Watsons making efforts to go into the black and W-Store pursuing traditional drugstore shall compete each other and make effort to satisfy customers' desire. In that way, the three drugstores can be assured of present business as well as future business. The consumers' demand trend has become special at sub-division so that drugstores that can satisfy the demand can succeed in the business. Large businesses may be more interested in the 4th generation retail business to produce good income and to have bright future. Drugstore business and market are likely to expand and develop owing to large business' participation in drugstore business. Drugstores expanded shop at Seoul and Gyeonggi-do until middle of 2000. Drugstore business at station sphere in Seoul and Gyeonggi-do that have high ratio of temporary population has low customer loyalty to have limitation on continuous growth. Since 2009, drugstores have opened new shops at local towns: From the year of 2010, drugstores need to establish multiple shop strategy by accelerating business speed and to allow customers to drop in the shop anywhere in the nation and to enter consumers' life deeply, so that they can strengthen business base definitely. Drugstores need to have price competitiveness to have multiple shop opening strategy and to satisfy consumers and to supply high quality services that is future subject to solve. And, Olive Young and Watsons that are Korean style drugstore need to keep system in order and to strengthen substance as Korean style drugstore and to expand marketing, so that they can get business outcome within 5 years that was done 10 years before and they become the 4th generation retail business. The study had difficulties at collecting material from the three drugstore because of poor cooperation. And, the author had great difficulty at collecting statistical material that was made in disorder. Further effort is needed considering such problems.

• Journal of Global Scholars of Marketing Science
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• v.20 no.3
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• pp.239-248
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• 2010

This paper describes a collaborative project between academia and industry which focused on improving the marketing and product development strategies for two private label apparel brands of a large regional department store chain in the southeastern United States. The goal of the project was to revitalize product lines of the two brands by incorporating student ideas for new solutions, thereby giving the students practical experience with a real-life industry situation. There were a number of key players involved in the project. A privately-owned department store chain based in the southeastern United States which was seeking an academic partner had recognized a need to update two existing private label brands. They targeted middle-aged consumers looking for casual, moderately priced merchandise. The company was seeking to change direction with both packaging and presentation, and possibly product design. The branding and product development divisions of the company contacted professors in an academic department of a large southeastern state university. Two of the professors agreed that the task would be a good fit for their classes - one was a junior-level Intermediate Brand Management class; the other was a senior-level Fashion Product Development class. The professors felt that by working collaboratively on the project, students would be exposed to a real world scenario, within the security of an academic learning environment. Collaboration within an interdisciplinary team has the advantage of providing experiences and resources beyond the capabilities of a single student and adds "brainpower" to problem-solving processes (Lowman 2000). This goal of improving the capabilities of students directed the instructors in each class to form interdisciplinary teams between the Branding and Product Development classes. In addition, many universities are employing industry partnerships in research and teaching, where collaboration within temporal (semester) and physical (classroom/lab) constraints help to increase students' knowledge and experience of a real-world situation. At the University of Tennessee, the Center of Industrial Services and UT-Knoxville's College of Engineering worked with a company to develop design improvements in its U.S. operations. In this study, Because should be lower case b with a private label retail brand, Wickett, Gaskill and Damhorst's (1999) revised Retail Apparel Product Development Model was used by the product development and brand management teams. This framework was chosen because it addresses apparel product development from the concept to the retail stage. Two classes were involved in this project: a junior level Brand Management class and a senior level Fashion Product Development class. Seven teams were formed which included four students from Brand Management and two students from Product Development. The classes were taught the same semester, but not at the same time. At the beginning of the semester, each class was introduced to the industry partner and given the problem. Half the teams were assigned to the men's brand and half to the women's brand. The teams were responsible for devising approaches to the problem, formulating a timeline for their work, staying in touch with industry representatives and making sure that each member of the team contributed in a positive way. The objective for the teams was to plan, develop, and present a product line using merchandising processes (following the Wickett, Gaskill and Damhorst model) and develop new branding strategies for the proposed lines. The teams performed trend, color, fabrication and target market research; developed sketches for a line; edited the sketches and presented their line plans; wrote specifications; fitted prototypes on fit models, and developed final production samples for presentation to industry. The branding students developed a SWOT analysis, a Brand Measurement report, a mind-map for the brands and a fully integrated Marketing Report which was presented alongside the ideas for the new lines. In future if the opportunity arises to work in this collaborative way with an existing company who wishes to look both at branding and product development strategies, classes will be scheduled at the same time so that students have more time to meet and discuss timelines and assigned tasks. As it was, student groups had to meet outside of each class time and this proved to be a challenging though not uncommon part of teamwork (Pfaff and Huddleston, 2003). Although the logistics of this exercise were time-consuming to set up and administer, professors felt that the benefits to students were multiple. The most important benefit, according to student feedback from both classes, was the opportunity to work with industry professionals, follow their process, and see the results of their work evaluated by the people who made the decisions at the company level. Faculty members were grateful to have a "real-world" case to work with in the classroom to provide focus. Creative ideas and strategies were traded as plans were made, extending and strengthening the departmental links be tween the branding and product development areas. By working not only with students coming from a different knowledge base, but also having to keep in contact with the industry partner and follow the framework and timeline of industry practice, student teams were challenged to produce excellent and innovative work under new circumstances. Working on the product development and branding for "real-life" brands that are struggling gave students an opportunity to see how closely their coursework ties in with the real-world and how creativity, collaboration and flexibility are necessary components of both the design and business aspects of company operations. Industry personnel were impressed by (a) the level and depth of knowledge and execution in the student projects, and (b) the creativity of new ideas for the brands.

• Journal of Global Scholars of Marketing Science
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• v.16 no.1
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• pp.117-141
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• 2006

Daily sales volume in retailers seems to be changed because of five-days-work in a week resulting in growth of leisure time in Korea recently. The day of the week effect of sales volume that can not be theoretically explained, which sales pattern varies depending on days systematically and consistently, is so important. Especially the day of the week effect of sales volume exists in which retail branch and the extents of the day of the week effect from the perspective of marketing in retailing is very important. Thus, the purpose of this study was to investigate whether the day of the week effect of sales volume exists in men's clothing retailers and if so, there is difference in daily sales volume. There was insufficient researches in the field of anomaly such as the day of the week effect of sales volume in marketing. For this reason, this study has drawn upon research findings of finance, general demand theory, and previous studies of the day of the week effect in stock markets. In doing so, these works are referenced in theoretical background and applicability in retailing market of this study. This study empirically investigated the day of the week effect of sales volume through the revenues of a men's clothing retailers (P company) in past five years. As the result of this study, the day of the week effect of sales volume existed in men's clothing retailers and the day of the week effect showed positive from Monday to Sunday, which means Sunday, the biggest. Also, the day of the week effect by season was different. The result of this study is expected to provide some helpful evidence that offers effective operational strategies to retailers.

• Information Systems Review
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• v.19 no.2
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• pp.71-94
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• 2017

Recommender systems reduce information overload and enhance choice quality. This technology is used in many services and industry. Previous studies did not consider recommendation quantity and the repetitive recommendations of an item. This study is the first to examine recommender systems by considering recommendation quantity and repetitive recommendations. Only a limited number of items are displayed in offline stores because of their physical limitations. Determining the type and number of items that will be displayed is an important consideration. In this study, I suggest the use of a user-based recommender system that can recommend the most appropriate items for each store. This model is evaluated by MAE, Precision, Recall, and F1 measure, and shows higher performance than the baseline model. I also suggest a new performance evaluation measure that includes Quantity Precision, Quantity Recall, and Quantity F1 measure. This measure considers the penalty for short or excess recommendation quantity. Novelty is defined as the proportion of items in a recommendation list that consumers may not experience. I evaluate the new revenue creation effect of the suggested model using this novelty measure. Previous research focused on recommendations for customer online, but I expand the recommender system to cover stores offline.

• 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.

• Journal of Distribution Science
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• v.10 no.11
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• pp.39-53
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• 2012

Purpose - This study identifies relationships amongst repurchase intentions, brand equity, and preference by applying VMD of fashion retail stores. The results would help coffee shop owners and coffee makers in devising an appropriate strategy for successfully managing coffee shops. Research design, data, methodology - The VMD model of a coffee shop includes harmony, trend, and attractiveness, while brand equity encompasses brand awareness, perceived quality, and brand image. In this study, the VMD factors of coffee shops, brand equity, and brand preference, are shown as independent variables, while repurchase intention is shown as the dependent variable. The study aims to ascertain the extent of the influence configuration factors of a coffee shop have on brand equity, brand preference, and repurchase intention. Regression analysis was used to verify the mediating effects of brand preference on brand equity and repurchase intention. The measurement items were already deemed as reliable and valid in the previous study, but some modifications were made for the purposes of this study. Questionnaires were distributed to 550 consumers on a national scale, and 517 consumers amongst these were finally used as a sample for analysis using the SPSS 17.0 statistical program. Results - First, amongst the VMD configuration factors of a coffee shop, trend, and attractiveness have a positive impact on brand equity (brand awareness, perceived quality, and brand image). Second, brand equity has a positive effect on brand preference. Third, brand preference has a positive effect on repurchase intention. Fourth, brand preference plays the role of a mediator in measuring the impact of brand awareness and brand image on customers' repurchase intentions. Conclusions - The theoretical implications can be summarized as follows. First, this study proposes a theoretical basis that can be adapted to the VMD configuration factors of a coffee shop by identifying the relationship between brand equity and coffee shops. This study applies the VMD factors to the coffee shops and presents a new research model by examining the relationships amongst VMD components of coffee shops: brand equity, brand preference, and repurchase intention. Second, it clearly establishes the relationship between brand equity and brand preference by identifying the mediating effects of brand preference, given that brand equity has a positive impact on repurchase intention. The practical implications are as follows. First, development of brand equity and management can be important components for coffee shops in determining that the VMD configuration factors of coffee shops have an impact on brand equity. Second, amongst the VMD configuration factors, attractiveness and trend have a positive influence on choosing coffee shops, therefore store atmosphere should be attractively designed, while the menu and interiors should complement each other and be reviewed periodically to conform to the latest trend. Third, VMD configuration factors that are confirmed are not easily changed. Fourth, large franchises and foreign companies have strengths in scale, locations, and brand. Fifth, the different ways of campaigning should be compared to those of large franchises and foreign companies in order to increase brand equity using VMD configuration factors.