• KIEE International Transactions on Power Engineering
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• v.5A no.1
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• pp.79-84
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• 2005

In many countries, the electric power industry is undergoing significant changes known as deregulation and restructuring. These alterations introduce competition in generation and retail and require open access to the transmission network. The competition of the electric power industry causes many issues to surface. Among them, unbundling of the transmission service is probably the most complicated as it is a single and integrated sector and the transmission revenue requirement must be allocated to market participants in a fair way. In these situations, it is valuable to research the methodologies to allocate transmission usage. The power tracing method offers useful information such as which generators supply a particular load or how much each generator (load) uses a particular transmission line. With this information, we can allocate required transmission revenue to market participants. Recently, several algorithms were proposed for tracing power flow but there is no dominant power tracing method. This paper proposes a power tracing method based on graph theory and complex-current distribution. For practicability, the proposed method for transmission usage allocation is applied to IEEE 30 buses and compared with the method proposed by Felix F.Wu.

• Journal of the Korean Geographical Society
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• v.45 no.5
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• pp.609-627
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• 2010

Finding the ideal location for your business is one of the most critical and important steps you will have to undertake. Otherwise, done in the wrong way you will only end up paying an expensive cost for an unsuitable location. Therefore to select the perfect location for your business, this study makes a reasonable and simple model for retail shops by calculating occupation population for each store applying Huffs "Probability Theory" to Hypermarket in Seoul. Then this study, based on occupation population, has divided every unit section (dong scale) into 4 market types which represent the state of the competitive markets, including monopoly, oligopoly, competitive, and noncompetitive markets. Consequently, the most reasonable place to locate a new store is where it can take most of the customers, that is, a place which can take non-competitive market as much as possible and is distant far enough from competitive market where competition is severe.

• Journal of Global Scholars of Marketing Science
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• v.18 no.3
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• pp.1-25
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• 2008

Ⅰ. Introduction Retailers in the 21st century are being told that future retailers are those who can execute seamless multi-channel access. The reason is that retailers should be where shoppers want them, when they want them anytime, anywhere and in multiple formats. Multi-channel access is considered one of the top 10 trends of all business in the next decade (Patricia T. Warrington, et al., 2007) And most firms use both direct and indirect channels in their markets. Given this trend, we need to evaluate a channel equity more systematically than before as this issue is expected to get more attention to consumers as well as to brand managers. Consumers are becoming very much confused concerning the choice of place where they shop for durable goods as there are at least 6-7 retail options. On the other hand, manufacturers have to deal with category killers, their dealers network, Internet shopping malls, and other avenue of distribution channels and they hope their retail channel behave like extensions of their own companies. They would like their products to be foremost in the retailer's mind-the first to be proposed and effectively communicated to potential customers. To enable this hope to come reality, they should know each channel's advantages and disadvantages from consumer perspectives. In addition, customer satisfaction is the key determinant of retail customer loyalty. However, there are only a few researches regarding the effects of shopping satisfaction and perceptions on consumers' channel choices and channels. The purpose of this study was to assess Korean consumers' channel choice and satisfaction towards channels they prefer to use in the case of electronic goods shopping. Korean electronic goods retail market is one of good example of multi-channel shopping environments. As the Korea retail market has been undergoing significant structural changes since it had opened to global retailers in 1996, new formats such as hypermarkets, Internet shopping malls and category killers have arrived for the last decade. Korean electronic goods shoppers have seven major channels : (1)category killers (2) hypermarket (3) manufacturer dealer shop (4) Internet shopping malls (5) department store (6) TV home-shopping (7) speciality shopping arcade. Korean retail sector has been modernized with amazing speed for the last decade. Overall summary of major retail channels is as follows: Hypermarket has been number 1 retailer type in sales volume from 2003 ; non-store retailing has been number 2 from 2007 ; department store is now number 3 ; small scale category killers are growing rapidly in the area of electronics and office products in particular. We try to evaluate each channel's equity using a consumer survey. The survey was done by telephone interview with 1000 housewife who lives nationwide. Sampling was done according to 2005 national census and average interview time was 10 to 15 minutes. Ⅱ. Research Summary We have found that seven major retail channels compete with each other within Korean consumers' minds in terms of price and service. Each channel seem to have its unique selling points. Department stores were perceived as the best electronic goods shopping destinations due to after service. Internet shopping malls were perceived as the convenient channel owing to price checking. Category killers and hypermarkets were more attractive in both price merits and location conveniences. On the other hand, manufacturers dealer networks were pulling customers mainly by location and after service. Category killers and hypermarkets were most beloved retail channel for Korean consumers. However category killers compete mainly with department stores and shopping arcades while hypermarkets tend to compete with Internet and TV home shopping channels. Regarding channel satisfaction, the top 3 channels were service-driven retailers: department stores (4.27); dealer shop (4.21); and Internet shopping malls (4.21). Speciality shopping arcade(3.98) were the least satisfied channels among Korean consumers. Ⅲ. Implications We try to identify the whole picture of multi-channel retail shopping environments and its implications in the context of Korean electronic goods. From manufacturers' perspectives, multi-channel may cause channel conflicts. Furthermore, inter-channel competition draws much more attention as hypermarkets and category killers have grown rapidly in recent years. At the same time, from consumers' perspectives, 'buy where' is becoming an important buying decision as it would decide the level of shopping satisfaction. We need to develop the concept of 'channel equity' to manage multi-channel distribution effectively. Firms should measure and monitor their prime channel equity in regular basis to maximize their channel potentials. Prototype channel equity positioning map has been developed as follows. We expect more studies to develop the concept of 'channel equity' in the future.

• International Journal of Costume and Fashion
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• v.14 no.2
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• pp.51-65
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• 2014

With growing competition and increasing consumer demands, companies pay more attention than ever to market mavens who play a central role in diffusing marketplace information and influencing others' decisions. To enhance our understanding of the market maven, this paper examines the role of market mavenism in shaping consumers' shopping values (utilitarian value, hedonic value) and their post-purchase satisfaction or dissatisfaction. Regression analyses revealed that market mavenism had a positive impact on hedonic shopping values, and post-purchase satisfaction. The findings showed that hedonic shopping values had a significant impact on post-purchase satisfaction while utilitarian shopping value did not have any significant relationship. Findings of the study also suggest that market mavens pursue hedonic shopping values and exhibit greater post-purchase dissatisfaction than others. Practitioners are recommended to create entertaining retail environments for market mavens who seek hedonic values when they shop. The results also suggest that practitioners need to pay close attention to market mavens at the post-purchase stage since they can be extremely dissatisfied.

• Journal of Distribution Research
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• v.5 no.2
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• pp.91-105
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• 2001

Wholesale club is one of the fastest expanding retailer formats. Given its key features such as limited assortment and no promotion policy, the current paper provides a theory on why the wholesale clubs charge their members fixed annual fees. In a competitive setting with supermarkets, the proposed model demonstrates that the membership fee is the optimal reaction of wholesale clubs to supermarkets" sales promotion. More specifically, the positive amount of annual fee is only justified under the condition that there exists consumer heterogeneity in consumption rate and when the supermarket exercises price promotion on the product that the wholesale club carries. This paper describes the competition in a stylized fashion and derives the optimal membership fee under a scenario where retail promotion is present. This study is valuable in that it offers a different explanation on wholesale club membership fee than conventional wisdoms such as cost sharing and that it provides insights to the managers who consider no-fee format.

• Journal of Information Technology Applications and Management
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• v.22 no.4
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• pp.59-76
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• 2015

The study on Wholesale pricing of MVNO using two way interconnection charge system is rare. This paper considers MVNO possessing its own facilities and subscribers. While previous studies focus on wholesale provision by MNO, this paper employs another approach from existing MVNO model. This paper introduces two way interconnection charge system by recognizing that mobile network interconnection is important to complete the call from MNO to MVNO as well as the call from MVNO to MNO. Also it is interesting to analyze wholesale pricing when there is brand loyalty between MNO and MVNO. This paper analyzes retail pricing and wholesale pricing under duopoly competition and drives social optimal solutions using linear city model.

• Journal of Applied Reliability
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• v.16 no.1
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• pp.15-25
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• 2016

Purpose: The purpose of this study is to identify the success factor of local food markets compared to other types of markets such as large discount stores. Methods: SWOT analysis was conducted. In addition to the analysis, we also have interviewed the local farmers and retailers to elaborate the analysis results. Results: The study shows the success factors to the local markets are minimizing the stages of distribution channels, shortening the travel distance from producers to consumers, providing fresh foods, maintaining small amount of production system, and supporting customers. Conclusion: Customer satisfaction is one of the key factors for the successful growth of local food markets. It is strongly recommend to find strategic ways of meeting customer needs since the local food markets are facing tough competition form the large retail stores armed with huge amount of capitals and infrastructures.

• Journal of Industrial Convergence
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• v.3 no.1
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• pp.55-77
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• 2005

Recently the environment which besieges distribution system is changing suddenly. With opening the distribution market together the advanced various nations new multinational discount stores are introduced and the competition from this market is growing in intensity. Like this change is raising the recognition of the enterprises against the strategy importance of the distribution channel. Consequently, from under competing which is deepened from the hazard where the discount point industry exists what, it will not be able to do the customer-oriented management which it sees. To lead a customer satisfaction finally and it is important to put out. As only low price standing sale it will not be able to create a competitive advantage and raising the quality also it is demanded with the diversification of product assortment together. It does a customer loyalty degree further firmly and compared to the long-range strategy is necessary.

• International Commerce and Information Review
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• v.8 no.2
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• pp.187-210
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• 2006

China continues to experience an expansion of its e-Commerce industry. This is true both for B2C and for B2B sectors. B2C websites are created by various players. B2C E-commerce is divided into three categories in China: online direct sale, online retail, and online booking services. Online retail remains the major form of B2C business, and online booking services and online direct sale also maintained rapid growth. The rapid growth of B2C E-commerce in China was due to three factors. Firstly, the number of Internet users is increasing, which expands E-commerce user base. Secondly, users' acceptance and recognition of E-commerce are gradually increasing. Lastly, improvement on payment, logistics and credit also provides a better and better industrial environment for B2C e-commerce. The B2C sector has seen a low transaction volume in spite of its large number of websites. The B2B sectors has seen a higher transaction volume and more stable growth than the B2C sector. There is a wide range of the total market size estimated by different sources. China's C2C market witnessed rapid growth in 2005, the market growth may slow down in 2006 and 2007, due to heavy market competition, challenges to the business model and slow corporate user growth. But there is the bottlenecks in E-commerce in China. The purpose of this paper is contribute to development E-commerce in China by finding the solutions of the bottlenecks in E-commerce in China.

• Fashion & Textile Research Journal
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• v.7 no.5
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• pp.509-518
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• 2005

In recent years retail competition has intensified, generally as a consequence of technologies, more sophisticated management practices and industry consolidation. An understanding of current customers' loyalty intentions and their determinants is an important basis for the identification of optimal retailer actions. The focus of this study is to examine the links between patronage intention and the effects of various antecedents of current customers' store loyalty intentions in fashion store. 340 female universities students living in Seoul were analyzed by utilizing multiple regressions to investigate the predictability of each of the 4 different sets of variables(consumer value, source of information, clothing benefits, importance of store attributes) on four patronage intentions of apparel shopping(discount store, speciality store, conventional market, Fashion shopping mall). Four factors were significant in predicting conventional market patronage intention. Brand had a negative coefficient, while price, social affiliation, store fashion service/promotion had positive coefficients. Fashion shopping mall were predicted by five factors:brand had a negative coefficient, while media, social affiliation, price, uniqueness had positive coefficients. For specialty store, four factors were significant: brand had a negative coefficient, while store fashion service/promotion, personal sources, uniqueness had positive coefficients. Four factors were significant in predicting discount store patronage intention :price, store fashion service/promotion, social affiliation, variety of price & product had positive coefficients. Despite the relatively low $r^2s$, all four variables appeared to have, to some degree, predictability of choosing among four different types of store for apparel shopping. Based on the results, patronage intention profiles for four retail stores were developed. Marketing implications are discussed.