• Management & Information Systems Review
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• v.18
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• pp.115-132
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• 2006

The main findings of this study are summarized as follows; 1) For medium-small size Family Restaurant(FR) in the FR market, nowadays, survival is the key issue. If the medium-small size FR is to survive and continue to grow under this competitive environment, it must pursued the efficiency of management with niche marketing strategy. 2) This study is to describe the niche marketing strategy for medium-small size FR. Strategic niche marketing must be based on the target market, market positioning and strategic marketing mix. 3) Medium-small size FR needs to develop the marketing mix factors for the niche marketing strategy. It needs to make customers understand what the FR differs from current and potential competitors. Essentially the medium-small size FR must take a competitive advantage. Hence it will appeal to a substantial number of the segments customers. 4) In using niche marketing strategy, a medium-small size FR must establish the objectives, select the tools, develop the decisions on product differentiation, market segmentation and positioning under various strategic niche marketing factors 5) By carrying out the niche marketing strategy on the target market, customer's desire can be further fulfilled. When management efficiency is improved, we can better cope with changing environment.

• Asia Marketing Journal
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• v.7 no.3
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• pp.29-51
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• 2005

The present study extends Alden et al.'s (Alden, Steenkamp, and Batra 1999) study of cultural brand positioning through advertising, in which global cultural positioning is distinguished from foreign cultural positioning and local cultural positioning. The present study explores differences in the brand personality between global cultural positioning ads and local cultural positioning ads and investigates the effect of each type of cultural positioning strategy on the brand attitude. A content analysis was conducted for the Chinese print advertisements of Korean brands in order to examine the brand personalities developed by each type of cultural positioning strategy. Substantial differences in the brand personality were not found between the cultural positioning strategies. An experiment was conducted using Chinese consumers in order to test the effect of the cultural positioning strategy on the brand attitude. The global cultural positioning was found to be more effective than the local cultural positioning in general, and the Korean cultural positioning was found to be more effective than the local cultural positioning only for the younger consumers.

• Culinary science and hospitality research
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• v.22 no.5
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• pp.37-51
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• 2016

The purposes of this study were (1) to investigate the important selection attributes of coffee brands and the relative positions of major coffee brands on the positioning map through similarities and preferences of coffee brands that customers perceive and (2) to provide Korean coffee brands with strategic information about how to differentiate themselves from existing competitors in the Chinese market. A total of 268 samples were used for data analysis that comprised frequency analysis, descriptive statistics, ALSCAL, and regression analysis. The results showed that among 8 coffee brand selection attributes the most important was atmosphere, followed by cleanness and sanitary condition, and convenient location and transportation. Friendly service, taste of coffee, price and variety of menu were next and brand was the least important among 8 selection attributes. The results of positioning map showed that Maan Coffee was evaluated the highest iin atmosphere, cleanness and sanitary condition, and convenient location and transportation compared to other coffee brands. Marketing strategies for Korean coffee franchisers (Angel-in-us Coffee and Caffe Bene) were provided for successful repositioning in the Beijing coffee market.

• Journal of Positioning, Navigation, and Timing
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• v.10 no.2
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• pp.75-82
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• 2021

Fields of high-precision positioning applications are growing fast across the mass market worldwide. Accordingly, the industry is focusing on developing methods of applying State-Space Representation (SSR) corrections on low-cost GNSS receivers. Among SSR correction types, this paper analyzes Safe Position Augmentation for Real Time Navigation (SPARTN) messages being offered by the SAfe and Precise CORrection DAta (SAPCORDA) company and validates positioning algorithms based on them. The first part of this paper introduces the SPARTN format in detail. Then, procedures on how to apply Basic-Precision Atmosphere Correction (BPAC) and High-Precision Atmosphere Correction (HPAC) messages are described. BPAC and HPAC messages are used for correcting satellite clock errors, satellite orbit errors, satellite signal biases and also ionospheric and tropospheric delays. Accuracies of positioning algorithms utilizing SPARTN messages were validated with two types of positioning strategies: Code-PPP using GPS pseudorange measurements and PPP-RTK including carrier phase measurements. In these performance checkups, only single-frequency measurements have been used and integer ambiguities were estimated as float numbers instead of fixed integers. The result shows that, with BPAC and HPAC corrections, the horizontal accuracy is 46% and 63% higher, respectively, compared to that obtained without application of SPARTN corrections. Also, the average horizontal and vertical RMSE values with HPAC are 17 cm and 27 cm, respectively.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.549-554
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• 2002

As the rate of housing supply is increased and consummer's diversified demand is changed. the direction of management of construction company is changed into marketing-based and the development of distinguished product. Therefore, this study purpose to establish the marketing strategy of apartment by the method of market segmentation. This study purpose to (1) analyze general methodology of apartment market-segmentation and positioning, (2) propose an alternative plan of apartment positioning for the effective marketing strategy. The method which was proposed in this study will be applied in strengthening the popularity of construction companies and the development of distinguished products.

• Culinary science and hospitality research
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• v.16 no.3
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• pp.66-75
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• 2010

The purpose of this study is to examine the competitive positions of five coffee shop brands(i.e., Starbucks, Coffee Bean & Tea Leaf, Hollys, Angelinus, and Tom N Toms) in Korea. For this study, data were gathered from the residents of Seoul, Busan and Daegu from September 22 to October 11, 2009. In order to accomplish the purpose of the study, MDS was utilized to investigate differences in customer's perception of the position of five coffee shop brands. The results of positioning analysis showed that there was competitive relationship between Hollys and Angelinus. Also, the positioning of Tom N Toms was close to Hollys and Angelinus. However, Starbucks, the market leader, and Coffee Bean & Tea Leaf, the market follower, were their own identity in their brands. According to the result of the study, it will be helpful for the marketers who need to establish a marketing strategy. Future studies could include other various variables and more thorough investigation into them.

• The Korean Journal of Franchise Management
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• v.4 no.1
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• pp.25-53
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• 2013

The coffee shop market in Korea has been rapidly increased in quantitative terms over 10 years since the time when Starbucks opened their first shop in 1999. In recent years, the mature market characteristics that the serious competition of the coffee shop brands make the difference in taste or service reduce has been shown in that market. It's important to build the differentiated brand image for the differentiation of products and services and obtaining a price premium in serious competitive mature market. This study presented practical implications based on the results of empirical analysis of current positioning using 'Store Personality Scale.

• Asia Marketing Journal
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• v.14 no.4
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• pp.1-22
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• 2013

A growing gap between market needs and the capabilities of the enterprise prompts repositioning (Corstjens and Dolye 1989). This article examines the strategic repositioning of 'Korando Sports' undertaken by SYMC throughout the period from Jan. 2012 to Jun. 2012, to boost sales volume and market share by entering market of active-lifestyle consumers currently occupied by SUVs. SYMC's experience indicates that it is essential to close the gap between the market needs and the ability of the enterprise to make a shift to new consumer segment with a new positioning. The successful repositioning framework(Ryan et al. 2007) were employed in this paper. This framework is comprised of six elements: core strategic values, strategic flexibility/learning capabilities, customer awareness and sensitivity, external orientation, management commitment, and belief in the product and brand. The evaluation based on the successful framework also confirms that 'Korando Sports' case meets all the requirements of the successful strategic repositioning. This paper provides some of the managerial implications with aim of assisting executives in identifying strategic repositioning opportunities. Primarily, the 'Korando Sports' case affirms the repositioning as a viable strategy and indicates that repositioning is a feasible means for strategic change. Second, this case shows the influence of a target consumer and SYMC's repositioning to follow consumer preference for a particular attribute. Moreover, we can understand how a product formerly considered weak in attributes can enjoy benefits in other segments with the same attributes.

• Asia Marketing Journal
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• v.14 no.3
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• pp.7-26
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• 2012

The success story of E-mart fascinated many academics and practitioners alike. Though E-mart began as a nameless discount store in Chang-dong, Seoul in 1993, it has transformed itself into a leading distribution company and one of the most powerful brands in Korea. Surprisingly, it achieved the great success against the two crises it met: the national economic crisis and the invasion of the global giant Walmart. The main objective of this case study is to formally examine how E-mart overcame the two crises. More specifically, this case study highlights the ways with which E-mart turned those difficulties into opportunities for growth. In our examination of the E-mart case, we could clearly see E-mart's competence and spirit that allowed it to turn crises into advantageous opportunities. E-mart attracted the customers who wanted value-oriented consumption by its positioning as the "Lowest price discount store", when consumer sentiment was frozen under the economic crisis. Furthermore, when a large-scale foreign discount store like Walmart entered the Korea market, E-mart built its core competencies as the 'Korean style discount store'. These ingenious positioning and efforts resulted in E-mart taking over their archrival, Walmart, and forced the global Goliath to exit the Korean market. The case of E-mart's effective crisis management teaches many important lessons and a few core lessons that apply to many companies. One such lesson is the importance of positioning which enabled E-mart to turn crises into opportunities. Granted, the strategy of positioning as the 'Korean style discount store', or 'Lowest price discount store' was possible due to overall support with cost reduction, development and management of their own system, an apprentice educate system, etc. based on an excellent selection of location of the store and efficient distribution systems. Still, the positioning strategy of E-mart was truly ground breaking in distancing itself from its competitors. The lessons from E-mart will help those companies currently in a stagnant situation or a crisis to turn their obstacles into great success.

• Journal of Korean Society for Quality Management
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• v.33 no.4
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• pp.55-74
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• 2005

This study tries to examine the competitive strategy of service quality in Korean financial market. the purpose of this study is to find out the strategic implication of Korean commercial banks throughout the service level of experienced customers and the services positioning map. Especially, taking the advantage of a customer's service perception and request attributes make the service positioning map The findings from this research are as follows; the characteristic of each customer is derived from income and investment. and the service positioning map is derived from the characteristic of each customer.