• Journal of Fashion Business
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• v.5 no.4
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• pp.37-55
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• 2001

This study put its major concern in consumer behavior during a purchase of fashion products through the Internet marketing channels. Therefore, it investigated the Internet shopping and tried to find the reasons why clothes shopping through the Internet marketing channels is not popular enough. Then, alternative marketing strategies would be suggested which is accessible from the relationship marketing approach. The study adopted a qualitative research method to implement those purposes. In-depth interviews were conducted with the interviewees who had an experience of buying a fashion merchandise through the Internet or who had such an intention. And the information on stages of decision-making process and actual purchase was obtained by participating in and observing the process. The results revealed stages of decision-making in purchasing a fashion product through the Internet channels, the process of relationship development, and the elements of relationship marketing which affect purchase intention. The elements of relationship marketing to promote a purchase of a clothing product via the Internet marketing channels included convenience; communication and socal experience; sensual information; risk acknowledgement and pursuit for safety; and usage of complexed marketing channels. Based on these, a few strategic points such as remote reality, database of communication basis, strengthening individualized services, and development of complex marketing channels were suggested.

• The Journal of Fisheries Business Administration
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• v.23 no.2
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• pp.101-128
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• 1992

How to distribute fisheries catches from producer to consumer is very important for everybody joined fisheries marketing channels (FMC), because most people are influenced their revenue and expenditure through marketing channels. Many institutions in Korea after 1960's have tried to develop the rationalization of FMC, but they have not gotten the satisfactory results in general in spite of a lot fruits. Comparing with general manufacturing industry, the fisheries industry has some specializations in the marketing channels. It makes them unique structure included wholesale market system similiar to fresh (perishable) food market with expertised technology. Wholesale market collects, distributes the fisheries catches and evaluates in by auction or bidding without consideration of producer's opinion. It is very necessary institution to make a decision to equatible price for fresh food and to play an important role for marketing effectiveness with minimum total transation and with massed reserve among institutions. But it has two weak points to increase the marketing cost and to make products bad fresh (perishable). Therefore, both Producer and consumer want to find the direct channels not to pass through wholesale market and to get more profit. I wanted to explain what problems of traditional FMC are and why the direct channel is necessary as follows in this paper. Chapter II : The types and specialization of FMC Chapter III : The structure and problem of fisheries wholesale market channel Chapter IV Marketing cost of FMC and direct channel I suggested when the direct channel in FMC is designed, new planner must carry out marketing functions which are performanced by wholesaler, middle man and the joined members of auction at wholesale market. In view of consumption area, these functions are : (1) the finding of production partner to make a business ; (2) communication of information ; (3) collecting ; (4) distribution ; (5) selecting and grading ; (6) evaluating ; (7) financing and payment ; (8) organization, in view of consumption area. The government must support also the group or individual of new direct channels to succeed it with (1) furnishing of market information (2) supplying of land and facility (3) financing (4) feed-back of dierct channels totally (5) making an opportunity of communication between producer and consumer. I want to emphasize again wholesale market is necessary and important institution for equatible price of fresh food in spite of the its weak points. At the same time. the direct channels are necessary to reduce the marketing cost and to keep better fresh food.

• Journal of Distribution Science
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• v.22 no.8
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• pp.1-15
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• 2024

Purpose: This study explored how Indonesian banks utilize digital marketing communication strategies to optimize their distribution channels, leading to enhanced customer trust and brand loyalty. It examined specific methods such as sponsorships, social media, institutional partnerships, and mobile banking application features as key components of this digital distribution strategy. Research Design, Data, and Methodology: This study employed mixed methods design to assess digital distribution impacts. It involved 385 Jakarta bank customers. The sample size was determined using the Lemeshow formula. Results: The findings indicate that effective digital distribution strategies, including sponsorships, social media engagement, and user-friendly mobile banking applications, significantly enhance customer trust and loyalty. However, overly complex features may negatively impact loyalty. Conclusion: Thisstudy demonstrates a clear connection between the strategic use of digital marketing channels, such as sponsorships, social media, institutional partnerships, and mobile banking features, and the development of customer trust and loyalty. The results provide valuable insights to Indonesian banks in designing digital distribution strategies that prioritize building trust and fostering integrated customer interactions. Tailored digital marketing approachesthat optimize distribution can significantly enhance both trust and loyalty among Indonesian bank customers.

• Journal of agriculture & life science
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• v.44 no.1
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• pp.69-80
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• 2010

The purpose of this study is to analyse current marketing practices and marketing efficiency using operational efficiency. Through field survey on marketing situations and channels, we found that major marketing channels of paprika were classified into six types : channels in exporting market included (1) producer's organization leading channel (type I), (2) regional cooperative leading channel (type II), (3) individual producer leading channel (type III), and channels in domestic market included (4) wholesale markets targeting channel (type IV), (5) distribution agents targeting channel (type V), (6) cooperative system selling channel (type VI). According to the estimated result of operational efficiency of marketing channels, marketing efficiency of type III and IV was relatively higher than type I,II and type V, VI respectively.

• Journal of Distribution Science
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• v.15 no.3
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• pp.39-47
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• 2017

Purpose - The purpose of this study is to measure the effect of brand awareness by color marketing to purchase and revisit intentions in Traditional Markets. Research design, data, and methodology - For this study, 5 point Likert-scale was used based on previous research. Used SPSS ver.22, factor analysis and Cronbach's alpha, regression and correlation were tested. 254 samples were used for the analysis. Results - The three attributes of color marketing(symbolism, identifiability, association) exerted significant effects on brand awareness of traditional marketing explained 38.7% of the variance. Thus, , , and were supported. However, was not supported. Conclusions - Colors play important roles in establishing new images in consumers' minds. The visual sense affects emotions and attitudes and most of the visual sense is affected by colors. Colors that we see move people's heart and induce atmospheres thereby greatly affecting humans' physical and mental activities. To increase traditional market brand awareness, it is necessary for traditional markets to display a level of attractiveness through the use of colors and visuals. So to use color marketing in traditional market is very important for brand awareness which can cause purchase and traditional market revisit intension.

• Journal of Distribution Research
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• v.1 no.1
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• pp.65-81
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• 1996

Despite the impressive economic growth over the past several decades, Korea's distribution sector has remained quite underdeveloped. Until recently, management of the marketing channels also has been staying at an unsophisticated level. The Korean marketing channel system is largely characterized by 1) undifferentiated channel types among the competing manufacturers, 2) dominance by the manufacturers over the other channel members, 3) high level of conflicts among the channel members, 4) inefficient marketing information system, and 5) lack of managers properly trained in channel operation and management. Currently, major change factors emerged and has begun to directly affect the Korean marketing channel system. The most salient changes surrounding the Korean marketing channel system are 1) complete opening of the marketing channels for the foreigners, 2) emergence and spread of new types of channels 3) adoption of advanced information technology by the various channel members, 4) increase in flexibility in production and supply systems, 5) shift of power toward the retailers away from the manufacturers, 6) growing trend for cooperation and alliance among the traditional marketing institutions. To these changes the manufacturers have been reacting, rather than proacting, mostly using defensive measures. The proactive measures that are recommended on behalf of the manufacturers include 1) installation of the strategic channel management system, 2) development of the skills for efficient interorganization management, 3) investing in efficient system for marketing information and logistics management, 4) more efficient management of brands, and 5) maintenance of price-competitiveness.

• Asia Marketing Journal
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• v.15 no.2
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• pp.29-47
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• 2013

Distribution channel decisions involve long-term commitments with other firms that are very difficult to change or replace. In particular, marketing channel decisions in emerging markets are much more complicated due to unfamiliar conditions and problems such as lack of market data and distribution systems. Therefore, when a company considers changing or introducing a marketing channel in an area, it is much more difficult to judge its effectiveness in an emerging market than in a developed market. In this study, we investigate the development process of a new direct marketing channel of Hongfu Fertilizer Company (hereafter Hongfu), a medium-sized Chinese fertilizer manufacturer, and propose an approach to test the feasibility of this new marketing channel in the Chinese rural market. We measure the effectiveness of Hongfu's new marketing channel from two perspectives: i) from customers' perspective through direct responses of farmers, which showed that a new channel can increase the convenience and lower the purchasing costs for the farmers, and ii) from the company's perspective, by calculating the incremental profit of the company using the expansion factor (T/Q) method, which suggested that the execution of Hongfu's strategy to expand a new marketing channel will result in an increase in profits. The results of this study contribute to the development of a methodology to test the feasibility of a new direct marketing channel in the emerging markets such as the Chinese rural market. Traditional and indirect distribution channels in emerging markets are generally not very efficient and difficult to change. Especially, in emerging markets, like the Chinese rural market, the methods of testing channel feasibility must be different from that of developed markets. Considering market situations, market experiments can be more effective then systematic market surveys in testing channel feasibility in emerging markets. This study implies that managers must learn to cope with a transition from the traditional marketing channels in emerging markets. With the development in farmers' understanding of marketing concept, the transition from traditional marketing channel is unavoidable for all firms. Farmers in China are generally very conservative, however, their buying behaviors are changing. Therefore, fertilizer companies should try to adjust in accordance with farmers' demand characteristics that the efforts to meet the economic needs of farmers with new marketing channels as well as trust building are critical in the near future.

• Management & Information Systems Review
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• v.39 no.3
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• pp.127-140
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• 2020

This study conducted analysis of YouTube channels by domestic companies as the marketing strategies of domestic companies vary due to the rapid growth of the Internet and YouTube channels. The YouTube channel analysis analyzed the number of subscribers, plays, videos and classifications of domestic companies on YouTube channels, the top 100 domestic companies in the YouTube ranking site "Company/Official. The analysis showed that 4.53 million companies had the largest number of subscribers, Samsung mobile, 544.69 million circuit Samsung mobile, and 11,416 League of Legends-Korea channels had the largest number of videos. The most product classification showed that food/dining companies were engaged in a lot of YouTube activities. The use of YouTube, which is rapidly growing in companies through analyzing YouTube channels from the perspective of a company's new marketing strategy, is a new tool for integrated marketing communications. It is expected that the YouTube channel, which enables two-way communication of companies' marketing strategies, will be used as basic data when producing YouTube content in the future.

• Food Science and Preservation
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• v.3 no.1
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• pp.61-75
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• 1996

Apple is most favorable fruit in Korea, and apple farmland has been increased before and after the agreements of Uruguay Round and apple is considered as one of strategic agricultural products. Especially expansion of apple farmland is concentrated in Kyungpook region because of the suitable climate and its market share is about 70 percents in 1992. The marketing channels of apples of Kyungpook region are widely classified by merchant, agricultural or horticultural co-op and large scale farmer's. Among them market share of merchant's occupy over 65 percent. In marketing margins, commercial profit is higher than cost in total marketing margins and, assembler and retailer's margin is not less than wholesaler's. The fluctuation of the price of apple is high in year. The marketing problems of apples are several, first, complex marketing channels, secondly, the high percentage of market share by growing district assembler, thirdly, low rate of package and quality standardization, finally, concentration of shipment of apple because of the shortage of apple processing, storage and marketing facilities, of newly produced apples. In conclusion, to increase apple grower's income with the stabilization of supply and quality upgrade, the improvement measures of marketing system are as follows, first, government level's support in marketing facilities and mechanism, secondly, the increment of supply by grower's cooperatives, thirdly, the establishment of a serious of marketing system to increase the efficiency, fourthly, the establishment of cold-chain system and quality standardization of apple, finally, production of various kinds of apple processing goods.

• Journal of Distribution Research
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• v.4 no.1
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• pp.123-140
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• 1999

For more than a decade, trust and commitment have received much attention in marketing channels literature. This study investigates the effects of these two core relational dimensions on the performance of EDI-supported marketing channels. A survey of the 92 suppliers of large department stores in Korea indicates that commitment to EDI increases significantly the organizational and economic performance of EDI-supported marketing channels. Trust was found to increase EDI performance indirectly by enhancing commitment to EDI. Based on the Social Information Processing(SIP) theory the present study also explored the effects of time on trust and commitment to EDI and their impacts on EDI performance. Analyses supported the hypothesized time effects that trust and commitment to EDI develop positively as EDI moves from initial stage to application stage. However, the impacts of these two dimensions on EDI performance did not change significantly over time.