• 수산경영론집
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• 제41권3호
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• pp.59-78
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• 2010

This paper tries to apply the asymmetrical price transmission(APT) behavior observed in the agricultural industry to supply chains of the domestic fishery industry by a statistical manner. The fore mentioned asymmetrical price transmission refers to when price movements in the later stage of the supply chain do not move in a normal or symmetrical manner corresponding to price movements in the earlier stage of the supply chain. Therefore, when the earlier stage price increase and the later stage price increases to a larger degree, it is called positive(+) asymmetry and the opposite behavior is called negative(-) asymmetry. The study examines the data from domestic producers of three fresh fish types, hairtail, mackerel, and cuttlefish, and tries to examine the price asymmetry between the producer or farm, wholesaler, and retail prices via an APT test utilizing unit root, cointegration, and error correction model. The study found, hairtail wholesale and retail pricing bas a negative asymmetric relationship while mackerel has a negative asymmetric pricing relationship at the producer and retail levels of the supply chain. In the case of cuttlefish, all levels of the supply chain showed negative asymmetrical behavior in the supply chain price transmission, meaning the earlier stage price changes are more rapidly and greatly inputted in the later stage of the supply chain pricing. We believe that the reason why the analysis results show negative price asymmetry is due to the uniqueness of fishery products having an important variable such as freshness. If price increases are greater and quicker than price decreases, then consumer demand, which is sensitive to price increases will decrease and subsequently result in the increase of inventory levels, reducing profits for retailers. Also, frozen hairtail, mackerel, and cuttlefish will act as substitute goods to fresh fishery products. Therefore, fresh fishery products have a high demand of price elasticity. When prices increase, demand quickly decreases. Therefore the profit of wholesalers and retailers to decrease, I think this is the main reason of APT in the supply chain of Korea' s fisheries industry.

• 산업경영시스템학회지
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• 제38권1호
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• pp.188-198
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• 2015

Both employee satisfaction and loyalty play an important role in increasing the business performances of organizations in the service industry. However, the influence of TQM practices on employee satisfaction and employee loyalty has not been examined in the ICT service supply chain. This study aimed to investigate the impact of five total quality management (TQM) practices on employee satisfaction and employee loyalty in Korean ICT customer service and retail distribution organizations. Based on an empirical study of 578 respondents in a Korean ICT service company, the study examined the hypothesized relationships among TQM practices, employee satisfaction, and employee loyalty. Using structural equations modeling, it is found that TQM practices are significantly related to employee satisfaction, whereas the latter in turn influences employee loyalty. The results of analysis suggest that the ICT customer service and retail distribution organizations should concentrate on enhancing employee satisfaction of their TQM practices and creating a people-satisfied job environment.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2007년도 추계학술대회 및 정기총회
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• pp.3-6
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• 2007

In the traditional inventory problem, market parameters such as demand and selling price are exogenous. But incorporating these factors into the model can provide an opportunity for increasing the total profit. So we investigate the joint price-inventory policy in a supply chain consisting of a single retailer and a single manufacturer. Demand at the retailer depends on the retail price. The retailer and the manufacturer cooperate closely each other to maximize overall profit of the supply chain. The mathematical model is presented and the solution procedure is developed in order to jointly determine the optimal policy including the retail price, the production lot sizes, and the delivery frequency from the manufacturer to the retailer.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2006년도 추계학술대회
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• pp.323-326
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• 2006

We investigate pricing and ordering policies in a supply chain consisting of a single manufacturer and a single retailer. Demand at the retailer depends on the retail price and is assumed to be constant over time for the fixed price. The retailer places orders according to an EOQ policy and the manufacturer produces the order quantity according to a lot-for-lot policy. The retailer and the manufacturer cooperates each other to maximize the average profit for the supply chain. A mathematical model is presented and a solution procedure is developed to determine the optimal retail price and order quantity.

• 한국경영과학회지
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• 제37권1호
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• pp.45-59
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• 2012

We analyze a transaction mechanism so-called the revenue sharing transaction model and its dynamics in a supply chain with two competing suppliers and a monopolistic retailer when the demand pattern is uncertain and the back-order is allowed in case. We assume that the products by the suppliers are substitutable each other with a certain degree even though their retail prices are different. It is proved that a supplier and the retailer in the supply chain have some room for enjoying the possibility of their increased profits comparing with the present ones by adopting the suggested revenue sharing scheme. Furthermore, such a transaction model is beneficial even to the customers by offering a lower retail price than before. On the contrary, we observe that another supplier which sticks to an existing transaction scheme is supposed to suffer some decrease in its profit as a result.

• 유통과학연구
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• 제11권12호
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• 아태비즈니스연구
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• 제4권2호
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• pp.1-10
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• 2013

According to the Global Retail Development Index (GRDI) published by A.T. Kearney (2012), India is the $5^{th}$ most attractive retail destination in the world. The retail industry in India has been largely fragmented with small businesses dominating the retail landscape, with very few large players having multiple retail outlets. However, in the last few years, the industry has witnessed a significant growth in the number of large retailers having a chain of outlets across the country. This growth in the organised retail sector has driven primarily by large Indian retail organisations and conglomerates. With the government reducing the restrictions on foreign participation in Indian retail business by increasing the FDI cap on both single and multi-brand retail outlets, the industry is likely to see an explosive growth in the organised retail sector which accounts for only 8 percent of the total industry. With more foreign retailers poised to enter into the country, one of the key issues that the industry may face is finding the right quality of manpower. Literature suggests that in an industry which is characterised by players offering similar kinds of product assortments at similar price levels, success would be governed by the quality of service, which entails employees having the right skills and attitudes for offering quality service. Therefore, the two key issues that may be of importance for retailers are levels of skills and the motivation of the employees. However, according to the National Skill Development Corporation (NSDC, 2009), a significant skill gap exists in the industry, which may widen further in the years ahead, leading to greater challenges for organisations. This paper highlights some of the challenges and issues which characterise the industry in India, and suggests how companies could look at these challenges and seek ways to overcome these challenges.

• 대한지리학회지
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• 제30권1호
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• pp.68-92
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• 1995

소매업은 경제, 사회, 문화, 정치를 배경으로 소비자의 요구에 부응하며 발전해 가 기 때문에 지역구조의 이해라는 측면에서 증요한 연구 주제이다. 또한 소매업은 일상생활을 영위하기 위한 기본적인 기능이므로, 이에 대한 이해는 삶의 질 향상이라는 측면에서도 중 요하다. 최근, 우리나라는 주민소득의 향상과 그에 따른 수요의 다양화, 개성화, 그리고 정보 화 사회로의 이행, 대기업 및 외국유통업의 참여, 정부의 유통산업 근대화 작업 등 소매업 환경의 변화와 함께 소매업이 크게 변화하고 있다. 따라서 미래의 변화 예측과 바람직한 발 전 방향이 제시되어야 함에도 불구하고, 이에 대한 연구가 미흡하다. 이에 광주시를 연구대 상지역으로 선정하여, 소매업의 입지와 그에 대한 주민의 이용 행태, 그리고 주민의 바람직 한 이용방안을 분석하였다. 이는 입지행태라는 순수한 학문적기여 뿐 아니라, 지역의 효율성 과 평등성의 실현이라는 응용면에서도 중요한 의의를 지닌다.

• 한국전자거래학회:학술대회논문집
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• 한국전자거래학회 2001년도 International Conference CALS/EC KOREA
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• pp.259-276
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• 2001

The B2B e-Marketplace connected a number of suppliers and buyers offers the opportunity to form more flexible supply chain and requires to transform the business process of purchasing transactions between suppliers and buyers to new environment. So, firms in e-Marketplace will become increasingly aware of need to improve and extend their existing processes. In order to provide the reference model for these firms, we have developed a standardized model of business process for retail industry that incorporates several important features of purchasing process in e-Marketplace. The paper describes these features and discusses the use of the model in retail industry.

• The Journal of Asian Finance, Economics and Business
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• 제9권6호
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• pp.195-206
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• 2022

The purpose of this paper is to examine how loyalty programs designed by retail stores affect customer retention. The present study is one of the few empirical studies finding the role of different loyalty programs that help to build customer retention. The study also seeks to explore the moderation role of customer perceived value between intrinsic motivation - customer retention and extrinsic motivation - customer retention. The researchers employed a quantitative research design to collect data from the 350 respondents who purchased goods from the retail chain/departmental stores in Bangladesh. The collected data are then analyzed using structural equation modeling. The result of their findings indicated that the size of the organizational reward has a positive effect on intrinsic and extrinsic motivation; further extrinsic motivation has a significant relation to customer retention. Surprisingly, no support was found for the positive impact of intrinsic motivation on customer retention. Customer perceived value (CPV) is critical as a moderator in building client retention, which improves the positive association between extrinsic motivation and customer retention. CPV, on the other hand, was found to mitigate the negative link between intrinsic motivation and client retention.