• 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 the Korean Association of Geographic Information Studies
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• v.19 no.4
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• pp.52-62
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• 2016

Smart City is urban development for complex problem solving that provides convenience and safety for citizens, and it is a blueprint for future cities. In 2008, the Korean government defined the construction, management, and government support of U-Cities in the legislation, Act on the Construction, Etc. of Ubiquitous Cities (Ubiquitous City Act), which included definitions of terms used in the act. In addition, the Minister of Land, Infrastructure and Transport has established a "ubiquitous city master plan" considering this legislation. The concept of U-Cities is complex, due to the mix of informatization and urban planning. Because of this complexity, the foundation of relevant regulations is inadequate, which is impeding the establishment and implementation of practical plans. Smart City intelligent service facilities are not easy to define and classify, because technology is rapidly changing and includes various devices for gathering and expressing information. The purpose of this study is to complement the legal definition of the intelligent service facility, which is necessary for integrated management and operation. The related laws and regulations on U-City were analyzed using text-mining techniques to identify insufficient legal definitions of intelligent service facilities. Using data gathered from interviews with officials responsible for constructing U-Cities, this study identified problems generated by implementing intelligent service facilities at the field level. This strategy should contribute to improved efficiency management, the foundation for building integrated utilization between departments. Efficiencies include providing a clear concept for establishing five-year renewable plans for U-Cities.

• Management & Information Systems Review
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• v.16
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• pp.59-76
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• 2005

The inner and outer environment surrounding companies becomes more insecure and unpredictable due to sudden changes. Because the change of environment surrounding companies can deeply affect the existence of companies, continuous innovation of organization is required to develope management ability. Also, to conquer insecure present and future of companies effectively, organizations of companies have voluntarily coped with insecurities and intense competitions through endless organization innovation. Externally, globalization, openness, and relaxed regulation intensify competitions; consumers' requests get varied; consciousness of members of organizations have changed. Due to those factors, companies are placed in a situation that they should practice endless inner innovation. Internally, competitive power has weakened due to decline in productivity and inefficiency of indirect parts of company has increased. From those factors, managers increasingly request inner innovation and pursue organization innovation for the purpose of effective usage of extra resources and being prepared for the future. The managers who operate organization innovation think that systematized approach to organization innovation is the most practical, and actually operate the thought. However, the negative side of the thought is not neglectable. To minimize inner and outer resistance and to operate organization innovation successfully, some innovation strategies that properly reflect several issues related to organization innovation should be prepared. Another words, organization innovation should be operated differently by cases that if it focuses on personal perspective or on organization's. For many cases of our country, several techniques of organization innovation have been adopted in a short time and operated without making its original use. Therefore, this study looks into major Issues that should be considered for more successful operation of organization innovation, from both personal aspect and organizational aspect. When considering such aspects and operate organization innovation, there is more possibility to succeed on organization innovation. Now, Korean companies have overcame trial period and reborn as global companies. Take warnings by the ordeal under IMF administration, this is time to secure international competitive power by using developed innovation techniques and transform to superior company. Managers need to recognize that to try successful organization innovation is the shortcut to reborn as competitive company, and should take a continuous and profound search for decisive factors to succeed on organization innovation. To operate successful organization innovation, first, at the step of planning organization. innovation, the company should understand the company's capability, position in market and relationship with competitors. Then, the company should establish a distinguished innovation strategy which is of the whole company's aspect, so that the company can freely choose various technique of organization innovation that suits for the company's capability and needs, and unfold the organization innovation movement. Establishing strategy in the aspect of the total company is very important because it offers clear focus of the purpose of adopt, priority and distribution of resources. Second, at the step of operating organization innovation, the company should define concrete purpose and method to evaluate the results that are expected to obtain by adopting organization innovation in advance. While pushing forward, the company should set proper time of examination(milestone) and inspect if expected results are shown. Third, at the step of afterward management of operating organization innovation, the company requires a thorough afterwards verification if targeted results are obtained and of confirmation of successful or failure factors. Also, the company should cultivate specialists in the company who can accumulate and continuously spread the know-how learned during organization innovation promotion, so the know-how don't remain only in certain departments or to a few people in charge. The company should also give effort to maintain the accumulated innovation techniques to be continued.

• Information Systems Review
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• v.15 no.3
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• pp.39-69
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• 2013

Business value of information technology has been the biggest interest of all such as practitioners and scholars for decades. Information technology is considered as the driving force or success factor of firm agility. The general assumption is that organizations making considerable efforts in IT investment are more agile than the organizations that are not. However, IT that should help the strategies of the firm that can hinder business or impede agility of the firm occasionally. In other words, it is still unknown if IT helps the agility of the firm or bothers it. Therefore, we note that contrary aspects of IT such as promotion and hindrance of firm agility have been observed frequently and theorize the relationships between them. In other words, we propose a rationale that firms should need to develop superior firm-wide IT capability to manage IT resources successfully in order to realize agility. Thus, this paper theorizes two IT capabilities, including technical IT capability and managerial IT capability as key factors impacting firm agility and firm performance. Further, we operationalize firm agility into two sub-types, including operational adjustment agility and market capitalizing agility. The data from 171 firms was analyzed using PLS approach. The results showed that technical IT capability has positive impact on firm agility and managerial IT capability had positive moderating effects between technical IT capability and firm agility. In addition, it was identified that top management championship positively moderates between agility and firm performance. Finally, it was indicated that firm agility was a very important causal variable of firm performance. Our study provides more exquisite and practical empirical evidences in the relationship between IT capability and firm agility by proposing applicable solution although IT has some contradicting effects on firm agility. Our findings suggest many useful implications to agility related researches in relatively primitive stage and working level officers in organizations.

• CRM연구
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• v.3 no.2
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• pp.43-68
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• 2010

One of the recent research trends that universities are increasingly adopting the concept of 'customer' and the customer-oriented strategy has urged us to research enterprise-wide CRM strategy adaptable to university administration. As the first step of CRM strategy for university management, we try to validate the difference of CRM strategic factors among university types. Drawing upon both CRM process and customer equity drivers, which have been recognized as core frameworks for CRM strategy, we developed those survey instruments adoptable into university industry, and validated statistically-significant difference among 12 types of university group constructed by the levels of university evaluation and the location of the universities. We collected 261 responses from 177 universities from all over the country and analyzed the data to see the levels of CRM processes consisting of customer acquisition, retention, and expansion, and customer equity drivers consisting of value equity, brand equity, and relationship equity by using multivariate ANOVA(MANOVA). The result confirms the explicit differences of the levels of CRM processes and customer equity drivers between the groups by university evaluation levels(high/middle/low). However, the analysis failed to show the significant differences of those between the group by university locations(the capital/the suburbs/the six megalopolises/other countries). More specifically, the level of activities for customer acquisition and retention of the universities in the higher-graded group are significantly different from those in the lower-graded group from the perspective of CRM process. In terms of customer equity drivers, the levels of both brand equity and relationship equity of the higher-graded group are significantly higher than those of both middle and lower-graded group. In addition, we found that the value equity between the higher and lower-graded groups, and the brand equity between the middle and lower-graded groups are different each other. This study provides an important meaning in that we tried to consider CRM strategy which has been mainly addressed in profit-making industries in terms of non-profit organization context. Our endeavors to develop and validate empirical measurements adoptable to university context could be an academic contribution. In terms of practical meaning, the processes and results of this study might be a guideline to many universities to build their own CRM strategies. According to the research results, those insights could be expressed in several messages. First, we propose to universities that they should plan their own differentiated CRM strategies according to their positions in terms of university evaluation. For example, although it is acceptable that a university in lower-level group might follow the CRM process strategy of the middle-level group universities, it is not a good idea to imitate the customer acquisition and retention activities of the higher-level group universities. Moreover, since this study reported that the level of universities' brand equity is just correlated with the level of university evaluation, it might be pointless for the middle or lower-leveled universities if they just copy their brand equity strategies from those of higher-leveled ones even though such activities are seemingly attractive. Meanwhile, the difference of CRM strategy by university position might provide universities with the direction where they should go for their CRM strategies. For instance, our study implies that the lower-positioned universities should improve all of the customer equity drivers with concerted efforts because their value, brand, and relationship equities are inferior compared with the higher and middle-positioned universities' ones. This also means that they should focus on customer acquisition and expansion initiatives rather than those for customer retention because all of the customer equity drivers could be influenced by the two kinds of CRM processes (KIm and Lee, 2010). Surely specific and detailed action plans for enhancing customer equity drivers should be developed after grasping their customer migration patterns illustrated by the rates of acquisition, retention, upgrade, downgrade, and defection for each customer segment.

• Korean Journal of Occupational Health Nursing
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• v.7 no.2
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• pp.143-154
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• 1998

The purpose of this research is to suggest basic materials for the practical infection precaution program to protect health care workers from hospital infection by grasping their compliance level of Universal Precautions and examining the factors affecting them. The number of the health care workers we studied were 486, including the doctors, the nurses, and the lab technicians who were working in a university hospital. The period of this research was from Aug. 18th, 1997 to Aug. 30th, 1997. The method of the study was to measure the compliance level of Universal Precautions with the item of "Universal Precautions" established by CDC in 1987, and examine the questionnaire of 52 questions dividing related factors into socio-populational, individual, socio-psychological and organizational management ones. The data was analyzed by t-test. ANOVA, and chi-square test. The results were as follows : 1. An the compliance level of Universal Precautions, hand washing had the highest score(85.4%), and doctors(18.9%), nurses(44.0%), and lab technicians(7.6%), had a low compliance level in the safe handling of an injection syringe, and item not to handle patients and their samples when the subject suffered from dermatitis or injury had the lowest score of 17.1%. 23.3% of them said that they wear protection gown, goggles and mask. 2. Female's Compliance level of Universal Precautions Was higher than male. 3. The health care workers who had high recognition on Universal Precautions got significantly higher compliance level of Universal Precautions than those have low recognition on Universal Precautions(P<0.001). 4. The health care workers experienced a needle stick injury had a significantly higher compliance level of Universal Precautions than those who had not(P<0.000). 5. The health care workers who had infection protection education got a significantly higher compliance level of Universal Precautions than those who didn't(P<0.000). 6. The health care workers who had a firm belief in the effect of Universal Precautions got a higher compliance level of Universal Precautions than those who didn't. 7. The health care workers who had less conflicts between treating patient arid protecting them-selves got a higher compliance level of Universal Precautions than others with many conflicts. 8. The health care workers who had a high score in organizational management factors got a significantly higher compliance level of Universal Precautions than those with a low score(P<0.000). 9. Only 16.9 percent of the all respondents(82 in number) answered that they knew well or a little about the Universal Precautions, which is very low rate of recognition. 10. The variables which affected the score in organizational management factors were age, sex, education period, work experience, the kind of work, recognition on Universal Precautions, the experience of needle stick injury, revealing dangerous circumstance related to infection, and training on precaution again infection. According to the result above, compliance level of Universal Precautions showed high correlation with sex, the recognition on Universal Precautions, the experience of needle stick injury, training on precaution against infection, the belief in the effect of Universal Precautions, the recognition degree of conflicts and organizatinal management factors. These results could be used as the basic materials for the developing infection protection programs. Also, There should have a systematic training course to elevate a effective compliance level of Universal Precautions as well as the manageeent of infection protection programs.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.5
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• pp.2215-2224
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• 2013

This study performed empirical analysis to estimate SMEs needs in terms of business support policy by growth stages(start-up growth expansion). The subject is the SMEs in Cheonan and Asan, ChungNam and the results are as follows. First, In the initial start-up stage, management plays a key role in dealing with money, labor force, markets and technology while running the organization is a key role of the management in the expansion stage. Major policies to help SMEs grow includes money provision needed in the start-up stage, domestic marketing assistance and the provision of human resources in the growth stage, and assistance in foreign marketing and R&D in the expansion stage. Second, To achieve markets businesses aim at entering the existing and niche markets in the initial phase, and creating new markets in the growth phase. Third, Labor force for technology, sales and management planning in the start-up stage, marketing in the growth stage, and labor force for production in the expansion stage are core man- power needed. Fourth, Money for technology development, securing land for factories, organizing man power, securing markets and running the company is needed in the initial and growth stages while fund for facility investment is needed to grow in the expansion stage. Five, Regarding technology, the initial stage needs technology related to new product development, renewing existing products, improving the existing manufacturing process or developing new manufacturing process, while the growth stage needs processing techniques, and the expansion stage needs technology for developing new manufacturing process. Sixth, Making supply contracts with conglomerates, SMEs and public institutions, and sales to foreign markets are ways for SMEs to grow sales. Seventh, What SMEs wish to get includes business incubating support, R&D assistance, information exchanges, practical use of the R&D results, merchandising support, help with the land to build factories and custom-made support for management in the foundation stage while the support they want to get in the growth stage and in the expansion stage is training assistance and trial production respectively.

• Journal of the Korean Institute of Landscape Architecture
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• v.46 no.5
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• pp.1-9
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• 2018

The purpose of this study was to identify differences of perceptions for gardens and parks between experts and the general public concerning several aspects including scope, scale, publicity, artistic and scientific nature, main materials, practicality and aesthetics, executive and management systems as well as legal understanding of garden and park. The properties of garden and park were derived through literature research, and the concept, similarity, and difference of gardens and the parks were recognized by the experts and the public viewpoint was clarified by questionnaire. As for the difference in the scope of the gardens and the parks, the expert group recognized it more widely than the general public. In general, the space recognized as a garden was the rooftop green space, and urban forests were recognized as a park. In addition, the general public recognized urban forests as gardens the same as they recognized parks, and the distinction was unclear. In the expert group, the perception that gardens were small and the parks were large was more prevalent. It was generally recognized that gardens were private spaces and the parks were public spaces. In the expert group, the gardens were more personal and the parks were more apparent to the public. In the general population, functional and scientific aspects rather than artistic creativity in both gardens and parks. In addition, both the general public and experts found that parks are more complex than gardens. The garden was centered on plant material, and the park was recognized as a center where the sculptural facilities were centered, or the plant material and the sculptural facilities were properly balanced. To the experts the view of the gardens was positive. Expert groups emphasized the aesthetics of the garden, and the parks were more practical, and the general population showed similar perceptions of utility and aesthetics when comparing gardens and parks. In addition, the utility of gardens in the general publics is more emphasized than the aesthetics of the park. Regarding the executive system the park was recognized as the public sector, and the difference was larger in the expert group. As for the management system, both experts and the general public perceive the management of the park or the garden to be carried out by the supporting organization, and it is necessary to discuss the diversification of the management subject. It is found that there is a certain difference in recognition with the mixture of concepts, and there is still a big difference in legal system and perception.

• Asia pacific journal of information systems
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• v.18 no.1
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• pp.1-23
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• 2008

As managing customer relationship gets more important, companies are strengthening information service using multi-channels to their customers as a part of their customer relationship management (CRM) initiatives. It means companies are now accepting such information services not as simple information -delivering tools, but as strategic initiatives for acquiring and maintaining customer loyalty. In this paper, we attempt to validate whether or not such various information services would impact on organizational performance in terms of CRM strategy. More specifically, our research objective is to answer the next three questions: first, how to construct the instruments to measure not information quality but information service quality?; second, which attributes of information service quality can influence corporate image and customer loyalty?; finally, does each information service type have unique characteristics compared with others in terms of influencing corporate image and customer loyalty? With respect to providing answers to those questions, the previous studies had been limited in that those studies failed to consider the variety of types of information service or restricted the quality of information service to information quality. An appropriate research model answering the above questions should consider the fact that most companies are utilizing multi channels for their information services, and include the recent strategic information service such as customer online community. Moreover, since corporate information service could be regarded as a type of products or services delivered to customer, it is necessary to adopt the criteria for assessing customer's perceived value when to measure the quality of information service. Therefore, considering both multi-channels and multi-traits may enable us to tell the detailed causal routes showing which quality attributes of which information service would affect corporate image and customer loyalty. As information service channels, we include not only homepage and DM (direct mail), which are the most frequently applied information service channels, but also online community, which is getting more strategic importance in recent years. With respect to information service quality, we abstract information quality, convenience of information service, and timeliness of information service through a wide range of relevant literature reviews. As our dependant variables, we consider corporate image and customer loyalty that both of them are the critical determinants of organizational performance, and also attempt to grasp the relationship between the two constructs. We conducted a huge online survey at the homepage of one of representative dairy companies in Korea, and gathered 367 valid samples from 407 customers. The reliability and validity of our measurements were tested by using Cronbach's alpha coefficient and principal factor analysis respectively, and seven hypotheses were tested through performing correlation test and multiple regression analysis. The results from data analysis demonstrated that timeliness and convenience of homepage have positive effects on both corporate image and customer loyalty. In terms of DM, its' information quality was represented to influence both corporate image and customer loyalty, but we found its' convenience have a positive effect only on corporate image. With respect to online community, we found its timeliness contribute significantly both to corporate image and customer loyalty. Finally, as we expected, corporate image was revealed to provide a great influence to customer loyalty. This paper provides several academic and practical implications. Firstly, we think our research reinforces CRM literatures by developing the instruments for measuring information service quality. The previous relevant studies have mainly depended on the measurements of information quality or service quality which were developed independently. Secondly, the fact that we conducted our research in a real situation may enable academics and practitioners to understand the effects of information services more clearly. Finally, since our study involved three different types of information service which are most frequently applied in recent years, the results from our study might provide operational guidelines to the companies that are delivering their customers information by multi-channel. In other words, since we found that, in terms of customer loyalty, the key areas would be different from each other according to the types of information services, our analysis would help to make decisions such as selecting strengthening points or allocating resources by information service channels.

• Korean Journal of Weed Science
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• v.31 no.3
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• pp.279-288
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• 2011

To suggest the weed management technique for environment friendly rice cultivation, we investigated occurrence patterns of weeds, the actual condition of weed management, and rice yield at the environment friendly agricultural complex located in Honam and Chungnam regions. The practical performance of weed management was relatively satisfactory in decreasing order of agricultural technique with golden-apple-snail (GAS) > agricultural technique with duck (Duck) > agricultural technique with rice bran (RB) > agricultural technique with soft-shelled turtle (ST). In the rice fields employed by agricultural technique with GAS, the dominant weeds were Echinochloa crus-galli, Ludwigia prostrata, Monochoria vaginalis, Sagittaria trifolia, and Aneilema keisak. However, E. crus-galli, M. vaginalis, L. prostrata, Aeschynomene indica and Bidens frondosa were found as dominant weeds at the fields using the Duck and E. crus-galli, M. vaginalis, L. prostrata, Polyganum hydropiper and Eleocharis kuroguwai at the fields using RB. In comparison of rice yield ($5.2\;MT\;ha^{-1}$) obtained from the conventional cultivation using herbicides, about 93% was reached by Duck, about 91% by GAS, about 92% by RB, and about 78% by ST. When rice qualities obtained from environment friendly rice cultivation were compared with those from the conventional cultivation, the producing rates of perfect kernel, immature kernel, immature opaque kernel, cracked rice, and damaged kernel were lower in the former cultivation, whereas contents of protein, amylose, and fatty acid were similar in the two cultivation methods. The problems found in the environment friendly agriculture were poor plowing and harrowing, carless irrigation management, and geological poor condition as cultivation area with cold water. These have caused severe infestation of weeds, frequent incident of disease and insect pest, and rice lodging. This resulted in reduction of rice yield as high as about 32 to 79% as compared with the conventional cultivation using herbicides.