• 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 the Korean Society of Clothing and Textiles
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• v.23 no.2
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• pp.262-271
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• 1999

This paper presents a conceptual mode of the clothing complaining behavior process following dissatisfaction in a retail environment and influence of relevant variables. The data were collected 250 male and 358 female consumers by questionnaire employing critical incident technique. Given dissatisfaction with clothing the complaining behavior undertaken will be largely dependent on product importance the likelihood of success one's attitude toward complaining and demorgraphic variables. Through empirical research the clothing complaining behavior was dependent on the likelihood of success sex, dimension of complaining cost and product importance, Brand satisfaction was affected by only perceived justice. And repurchasing behavior was dependent upon brand satisfaction education product importance and income.

• Journal of Korea Society of Digital Industry and Information Management
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• v.4 no.3
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• pp.115-126
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• 2008

This thesis is the research for methods to forecast of dynamic changes at retail stores in the ubiquitous era, and, through adopting RFID based technology, to minimize cost of operation of stores and bringing up better customer service. The core methods had been researched and studied are to build future-oriented stores by providing store system with better customer's convenience based on referring to case studies of future-oriented stores and efficient inventory management method enabling more profitable store, and adopting Smart Carts, Smart Shelf and e-POP and environment sensors as a method in order to provide more improved customer service.

• International Journal of Computer Science & Network Security
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• v.21 no.9
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• pp.63-66
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• 2021

The technological advancement in computer vision has made system like grab-and-go grocery a reality. Now all the shoppers have to do now is to walk in grab the items and go out without having to wait in the long queues. This paper presents an intelligent retail environment system that is capable of monitoring and tracking customer's activity during shopping based on their interaction with the shelf. It aims to develop a system that is low cost, easy to mount and exhibit adequate performance in real environment.

• Journal of Fashion Business
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• v.16 no.2
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• pp.12-26
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• 2012

Fashion industry characteristically goes through many steps to manufacture and to retail apparel products. Complex inter-industry channels with many intermediaries in fashion industry provoked many problems regarding recognizing customer's need, delivering time, flexibility, and inventory control. Therefore, the purposes of this study were to investigate the differences between apparel manufacturing and distribution process in SCM success factors and performances, and to investigate how SCM success factors affect on performances. Questionnaire was developed and distributed to apparel industry. The returned 116 questionnaires were analyzed by Cronbach's alpha for internal validity, factor analysis, t-test, and regression analysis with SPSS14.0. The results of this study were as follows: There was significant difference of SCM success factors between apparel manufacturing and distribution regarding process standardization and integration. There were significant differences of SCM performances such as reaction for customer, flexible management, cost minimization, and maximized asset utilization which distribution was higher than apparel manufacturing process. In apparel manufacturing, SC strategic relation, and integrative management influenced upon reaction for customer of SCM performances. SC integrative management influenced upon cost minimization. SC integrative management influenced upon maximized asset utilization. In distribution, SC strategic relation, and activated support for SCM influenced upon reaction for customer of SCM performances. SCM specialization, credible relationship among supply chains, activated support for SCM, and SC integrative management influenced upon cost minimization. SCM specialization, credible relationship among supply chains, and SC integrative management influenced upon maximized asset utilization.

• The Journal of Industrial Distribution & Business
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• v.9 no.12
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• pp.45-53
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• 2018

Purpose - The purpose of the study was to investigate operation system of current convenience store and competing retail store and to find out development of unattended convenience store. Operators can save labor cost and solve labor seeking when opening shop under suitable environment and commerce area, and assure of employee's safety. Customers are allowed to select commodity comfortably without disclosure of face and to shorten standby time at simple store opening, buying and paying and to produce convenient living environment by financing, delivery and goods control. This study examined effect and problems of operation of existing and unattended convenience store from point of view of visual merchandising to find out model of unattended convenience store and to strengthen competitiveness of convenience store business. Research design, data, and methodology - Research procedure of accomplishment of goal of the study was: The study investigated state of distribution business, and role and definition of VMD. First, VMD played an important role of promotion and competitiveness of unattended convenience stores. Second, the author investigated research and cases of unattended convenience stores 14 months, that is to say, from August 15, 2017 to October 15, 2018. Third, the author investigated on-the-spot three of common convenience stores, three of unattended convenience stores and three of retailers one month, that is to say, June 1, 2018 to July 1, 2018. The subject was convenience stores and retailers selling similar type of products at Seoul and metropolitan area. Results - Layout, selling place, brand identity, goods assortment, authentication system, product information cognition and control, buying and payment system, security system, salesmen, promotion and other services should be improved from point of view of merchandising. Structure, furniture, lighting, voice, façade, VP, PP, IP and POP should be developed. Conclusions - Unattended convenience stores saved operating cost and lessened labor and gave visitors convenience and comfortable shopping and made use of resources effectively. Further studies with quantitative analysis shall find out strategic conditions for promotion of unattended convenience stores.

• Journal of Distribution Research
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• v.17 no.4
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• pp.29-53
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• 2012

As so many marketers get to use diverse sales promotion methods, manufacturer and retailer in a channel often use them too. In this context, diverse issues on sales promotion management arise. One of them is the issue of unplanned buying. Consumers' unplanned buying is clearly better off for the retailer but not for manufacturer. This asymmetric influence of unplanned buying should be dealt with prudently because of its possibility of provocation of channel conflict. However, there have been scarce studies on the sales promotion management strategy considering the unplanned buying and its asymmetric effect on retailer and manufacturer. In this paper, we try to find a better way for a manufacturer in a channel to promote performance through the retailer's sales promotion efforts when there is potential of unplanned buying effect. We investigate via game-theoretic modeling what is the optimal cost sharing level between the manufacturer and retailer when there is unplanned buying effect. We investigated following issues about the topic as follows: (1) What structure of cost sharing mechanism should the manufacturer and retailer in a channel choose when unplanned buying effect is strong (or weak)? (2) How much payoff could the manufacturer and retailer in a channel get when unplanned buying effect is strong (or weak)? We focus on the impact of unplanned buying effect on the optimal cost sharing mechanism for sales promotions between a manufacturer and a retailer in a same channel. So we consider two players in the game, a manufacturer and a retailer who are interacting in a same distribution channel. The model is of complete information game type. In the model, the manufacturer is the Stackelberg leader and the retailer is the follower. Variables in the model are as following table. Manufacturer's objective function in the basic game is as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. And retailer's is as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+p_u(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. The model is of four stages in two periods. Stages of the game are as follows. (Stage 1) Manufacturer sets wholesale price of the first period($w_1$) and cost sharing level of channel sales promotion(${\Psi}$). (Stage 2) Retailer sets retail price of the focal brand($p_1$), the unplanned buying item($p_u$), and sales promotion level(L). (Stage 3) Manufacturer sets wholesale price of the second period($w_2$). (Stage 4) Retailer sets retail price of the second period($p_2$). Since the model is a kind of dynamic games, we try to find a subgame perfect equilibrium to derive some theoretical and managerial implications. In order to obtain the subgame perfect equilibrium, we use the backward induction method. In using backward induction approach, we solve the problems backward from stage 4 to stage 1. By completely knowing follower's optimal reaction to the leader's potential actions, we can fold the game tree backward. Equilibrium of each variable in the basic game is as following table. We conducted more analysis of additional game about diverse cost level of manufacturer. Manufacturer's objective function in the additional game is same with that of the basic game as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. But retailer's objective function is different from that of the basic game as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+(p_u-c)(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. Equilibrium of each variable in this additional game is as following table. Major findings of the current study are as follows: (1) As the unplanned buying effect gets stronger, manufacturer and retailer had better increase the cost for sales promotion. (2) As the unplanned buying effect gets stronger, manufacturer had better decrease the cost sharing portion of total cost for sales promotion. (3) Manufacturer's profit is increasing function of the unplanned buying effect. (4) All results of (1),(2),(3) are alleviated by the increase of retailer's procurement cost to acquire unplanned buying items. The authors discuss the implications of those results for the marketers in manufacturers or retailers. The current study firstly suggests some managerial implications for the manufacturer how to share the sales promotion cost with the retailer in a channel to the high or low level of the consumers' unplanned buying potential.

• Journal of Service Research and Studies
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• v.7 no.1
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• pp.65-82
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• 2017

This study is to examine the effects of high commitment HRM on service performance in the service industry, and to examine the mediating effect of the organizational internal innovation direction. Specifically, the direction of internal innovation consists of high-value-added HR and service and cost-reduction downsizing. We assumed that the high-value-added direction of HR and service will have a positive mediating effect. And assumed that cost-reduction downsizing direction has negative mediating effect. The data were collected from 2013 workplace panel survey(WPS) of the Korea Labor Institute(KLI). Among the 1,775 companies, 896 companies classified as wholesale and retail, transportation, professional scientific services, education services, health social services, financial services, and other services (such as information society support services) were extracted and used. In summary, high-commitment HRM has a positively significant effect on the direction of high value-added innovation of HR and services, and has a negatively significant effect on the cost-reduction downsizing direction. In addition, the direction of high value-added innovation of HR and service was positive effect on service performance, and cost-reduction downsizing innovation direction has a negative effect on service performance. And the direct effect of high commitment HRM on service performance has not been confirmed. However, we confirmed the positive mediating effect of high value-added innovation direction of HR and services, and confirmed that the negative mediating effect of cost-reduction downsizing. Therefore, it is confirmed that the two variables have a full mediating effect on the relationship between high commitment HRM and service performance.

• Journal of Distribution Science
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• v.13 no.11
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• pp.47-58
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• 2015

Purpose - This study aims to seek determinants of department store sales commission rates under consignment contracts based on transaction cost theory, the power-dependence view, and the resource-based view. A consignment contract is a unique contract where the retailer, over a given period, takes possession of goods owned by a supplier, promotes the sales of these goods, and receives a profit share from their sales. Under this contract, the supplier owns the goods until they are sold. In department stores in South Korea, over 70% of overall sales comes through consignment contracts. In other words, this is the most popular contract agreement between large retailers and vendors in South Korea. Consignment contracts yield high profits to department stores with minimal sales uncertainty, stock cost, and marketing investment. Many suppliers believe the consignment contract commission rates are too high. However, department stores disagree. They state that the commissions are not high as they generate new value for the suppliers by accumulating up-to-date merchandise and supporting various marketing programs on their behalf. Recently, consignment contracts have been critically examined and scrutinized by politicians, mass media, and the public of Korea. This study further intends to derive implications reflecting both buyer and seller perspectives as well as offer insights to policy makers in making appropriate decisions. Research design, data, and methodology - To verify the proposed research model and test hypotheses, the authors selected 164 suppliers, which currently have relationships with department stores. This study carefully investigated the reliability, content validity, convergent validity, and discriminant validity of the proposed model. The data were analyzed using SPSS 18.0 and AMOS structural equation modeling program Results - For the transaction cost theory and the power-dependence view, the results indicated that product diversity and demand volatility had a positive impact on the sales dependence on a department store. Dependence in turn had a positive effect on the sales commission under the consignment contract. Based on the resource-based view, the department store's marketing capability, the supplier's perception toward merchandising, and supporting activities could enhance the department store's channel leadership in the buyer-seller relationship. Subsequently, the channel leadership had a positive effect on the sales commission. However, product complexity had no relationship with department store dependence. Conclusions - This is the first empirical research that investigates the determinants of sales commissions under consignment contracts in the domestic retail industry. This study reveals several theoretical and practical implications for both marketing scholars and marketers. In terms of theoretical implication, this study integrated and enlarged certain theoretical background, such as transaction cost theory, the power-dependence view, and the resource-based view, to explain the determinants of sales commissions under consignment contracts that include sales revenue. From a business management viewpoint, this research offers useful insights for policy makers by applying two different perspectives, both the manufacturer and the retailer, in terms of the sales commission issue under a consignment contract.

• Korean Journal of Agricultural Science
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• v.18 no.2
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• pp.127-139
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• 1991

1. The purpose of this study was to recommend ways of more efficient pheasant farm business management and promoting the demand of pheasant foods by reviewing the current pheasant farm business management and the general pattern of consumption of pheasant foods. The study was conducted on the basis of the field survey covering 83 pheasant feeders and 283 consumers. 2. Majority of pheasant feeders, 86.8%(n=72), utilized broiler feed for pheasant rearing because of high price of exclusive pheasant feed. 3. In case of producing 1,000 heads of 5 month-old pheasant, the primary production cost per head was roughly calculated at about 5,530 Won. And 40.3% of primary production cost was consisted of feed cost and 12.9% was depreciation cost for facillities including artificial incubator equipments. 4. 81.1%(n=51) of whole surveyed feeders disposed of 1-4 week-old birds directly to the new feeders and 6%(n=6) sold them to the middlemen who were almost pioneering pheasant feeders. 5. 48.9%(n=138) of the surveyed consumer respondents have taken the pheasant foods once and several times, and the others never once. And 50.6%(n=69) of the respondents who had taken the pheasant foods were satisfied with the tastes. 6. The surveyed consumers were asked whether they knew the nutritional value of pheasant foods and 47.3(n=136) recognized it positively and 37.5%(n=106) negatively. 7. To increase the pheasant farm income and promote the demand of pheasant foods. followings are recommended. - Production cost should be reduced by cooperative utilization of facilities and equipments at farm level, and exclusive pheasant feed of good quility should be developed and supplied to the feeders at a low price. - Pheasant marketing and pricing system should be improved to prevent consumers from price disorder of retail shop including pheasant food reataurants and to popularize the pheasant foods. - Various type of menu of pheasant foods should be developed not only to satisfy consumers in tastes but also to solve the seasonality of pheasant supply. But it is preferable that this action is led by pheasant feeders and their cooperative organization, espectially through vertical intergration system owned by pheasant feeders. - Generic, pioneering advertisement and promotion should be carried out to promote primary demend of pheasant foods. It would be preferable that these primary demend advertising and promoting activities shuld be sponsored by pheasant feeders and government together. And their activities should be supported by institutional regulation.