• KOREAN JOURNAL OF PACKAGING SCIENCE & TECHNOLOGY
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• v.27 no.2
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• pp.71-84
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• 2021

The purpose of this study is to establish a new management strategy to meet customer needs of discount stores as customers demand higher and more diverse services in addition to low prices. An empirical analysis on consumers to explore the structural relationships between the quality, environmentally friendliness, consumer perception, service value, and emotional response of retail ready packaging (RRP) in discount stores in order to find out how they affect customer satisfaction and repurchase intention. First, it was confirmed that the RRP quality of discount stores that affects customer satisfaction is mediated by the emotional response. Second, it was found that RRP in discount stores should continue to devise strategies to improve service quality along with efforts to provide more benefits perceived by customers to increase customer satisfaction and repurchase intention. Third, it was confirmed that the RRP image of discount stores has a positive (+) effect on service value, emotional response, customer satisfaction, and repurchase intention.

• Journal of Distribution Research
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• v.8 no.1
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• pp.91-116
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• 2003

This study empirically analyzes the relationships among small and medium-sized stores' competitive strategies, marketing capabilities, and retail performance to cope with hostile environments like mass merchandisers' threats. To accomplish the proposed research objectives, data were collected from 325 small and medium-sized stores scattered nationwide. Three types of competitive strategies were significantly classified as follows cost leadership, merchandise differentiation, and service differentiation. Also, several strategic groups such as doing-nothing type, service differentiation type, cost leadership type, and merchandiser differentiation type were recognized through the cluster analysis. The test results show that the small and medium-sized stores perceiving hostile environments less importantly marked the high retail performance among clusters like cost leadership type, merchandise differentiation type, and even doing-nothing type. On the other hand, the moderating effects resulted from the interaction between strategic groups and environmental hostility did not have significant influence on retail performance. Additionally, merchandise differentiation cluster obtains and accumulates marketing capability most efficiently and the cluster like cost leadership, service differentiation, and doing-nothing follows next in order. Finally, merchandise differentiation cluster shows the most highest retail performance among the clusters while there was no difference between cost leadership and service differentiation cluster in terms of retail performance.

• Journal of Distribution Science
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• v.7 no.4
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• pp.15-26
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• 2009

The internet has dramatically changed a way of business management and competition in the business environment. Especially, it stimulated not only to evolve online floral distribution service but also to change a phase of competition among floral retail stores in industry. And that also led to keen competition among IT service providers as well. This study is to examine how floral retail stores have been evolved and competed with the radical situation of the floral distribution industry through IT service in the aspect of business and information technology. In addition, the Typhoon Positioning Strategy(TPS), a strategy for the IT service positioning, is introduced from IT service provider's perspective. For IT service providers to create high business value and continuous service providing, IT service should be positioned on the customers' "core business" and developed to the level of "solution." The Typhoon Positioning Strategy(TPS) is a strategy for the IT service positioning, indicating that IT service should be positioned according to a Business Process-Service model with the consideration of business development direction, IT service trend, and user's IT capability. That is, IT service providers should find out customers' "core business" area first to provide a right IT service to the company, and the IT service provided should meet to the level of business solution. The capability of the IT solution users is also an important factor to be considered for the advanced IT service. There are four principles of the Typhoon Positioning Strategy(TPS). Principle 1) IT service provided should be an IT solution Map suitable for customer business processes. Principle 2) IT service provided should be able to support customer core business. Principle 3) IT service provided should be a business solution. Principle. 4) IT service provided should be applied differently according to the level of customer's IT capability.

• Journal of Korea Society of Industrial Information Systems
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• v.7 no.5
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• pp.129-146
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• 2002

In this study, an effective methodology to introduce knowledge management system into the retail business is suggested by overall analysis of examples those were carried out in business area. different from existing studies, which focus on theoretical aspect only, this study focuses its attention on theoretical & practical aspect simultaneously and tries to find a long-term & integrated knowledge management strategy. With examining the examples of knowledge management, this study deals with the fundamental conception, the procedure and the organization of knowledge management. Moreover, this study practically analyzes the knowledge management system of the company named ″H″, one of the retail business companies. By clarifying the problems, which is involved in the knowledge management process of the above company, this study suggests an improvement methodology to introduce and settle down knowledge management system into retail business company for the future. This study has good results in the viewpoint that it gives a definite direction of knowledge management introduction. However, there is some limitation such as the insufficiency of examples and the omission of documented analysis. Therefore, this study leaves some task to be achieve ed in the future.

• Korean Journal of Organic Agriculture
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• v.19 no.4
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• pp.475-500
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• 2011

One of the first important strategic decisions when a starting an organic marketing initiative (OMI) is to plan the right strategy for distributing products. This decision depends to a large extent on whether the OMI has chosen a quality-premium product strategy or a price-quantity strategy. All distribution decisions interact strongly with other aspects of the marketing mix. Where and how a product is distributed objectives, its chosen strategy and the availability of human and capital resources. To select a market channel, frequent contact and discussions with possible partner are important. Generally, a distribution is made between the direct and indirect physical distribution of organic products to consumers. The longer the supply chain, the lower the chances that an OMI can steer the market through its own marketing measures and convince consumers through its own promotion activities. Generally speaking, the shorter the chain between OMI products and the final consumer, the less dependent the OMI will be on the success of other market actors. Direct selling activities to the retail or food industries also requires an OMI to undertake additional processing and marketing activities. For example, retailers often expect products to have been packed and labelled ready for sale. To conclude, distribution channels should be chosen in accordance with the product and price policy as well as the management capacity of the OMI.

• Journal of Information Technology Applications and Management
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• v.22 no.1
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• pp.131-152
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• 2015

Environmental differences across countries such as socio-cultural, political, economic, and technological differences require business strategies of multinational corporations to vary business practices across regions. Despite the keen awareness of the necessity for strategic adaptation to local context, IS management and strategy tend to remain similar across countries. One of the reasons is to maintain the stability and compatibility of information technology infrastructure. After a careful observation of retail business practice, this study finds IS strategy should also be highly responsive to the local context. This study shows how information resources including systems architecture, processes, human resources, and national context are interlinked together. Despite global excellence in general systems management, failure in such alignment can be a serious problem in extending competitive advantages across regions. This study aims to reveal issues to be taken care of in order to accomplish global technological alignment. Results of this study provide senior management with guidelines and a framework for aligning IT with regional strategic thrust that can improve local responsiveness of multinational companies.

• The Journal of Bigdata
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• v.8 no.1
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• pp.131-156
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• 2023

The traditional retail industry significantly changed over the past decade due to the mobile and online technologies. This change has been accompanied by a shift in consumer behavior regarding purchasing patterns. Despite the rise of online shopping, there are still specific categories of products, such as "Processed food" in Mongolia, for which traditional shopping remains the preferred purchase method. To prepare for the inevitable future of retail businesses, firms need to closely analyze the performance of their offline stores to plan their further actions in a new multi-channel environment. Retailers must integrate diverse channels into their operations to stay relevant and adjust to the shifting market. In this research, we have analyzed the performance data such as sales, profit, and amount of sales of offline stores by using clustering approach. From the clustering, we have found the several distinct insights by comparing the circumstances and performance of retail stores. For the certain retail stores, we have proposed three different strategies: a fulfillment hub store between online and offline channels, an experience store to elongate customers' time on the premises, and a merge between two non-related channels that could complement each other to increase traffic based on the store characteristics. With the proposed strategies, it may enhance the user experience and profit at the same time.

• International Commerce and Information Review
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• v.6 no.3
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• pp.3-18
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• 2004

Chinese retailing enterprises have been facing a tough competition from foreign retail giants since China entered WTO. They must change their traditional ways of doing business and adopt new information technologies and electronic commerce in order to survive. This paper analyzes the current situation and the problems in Chinese retailing enterprises, including the cultural, the social, the technological and the environmental aspects. It gives strategies, tactics and countermeasures of E-Commerce development for Chinese retailing enterprises.

• Journal of Industrial Convergence
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• v.2 no.2
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• pp.197-218
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• 2004

The purpose of this study is to supply basic marketing information and establish effective marketing strategy of internet retail stores, by analyzing internet shopper's perception and complaining behavior. To accomplish this study objective, 172 individuals were selected and surveyed with questionnaire method. The result of empirical analysis is summarized as follows. There were significant differences between consumer types and consumer's perception of internet shopping for price, variety of product, fitness, interest, return policy. And there were statistically significant differences in the types of complaining behavior by consumer types.

• Fashion & Textile Research Journal
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• v.17 no.6
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• pp.919-931
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• 2015

Recently, with the rapid development of the Internet, the importance of the multi-channel retailing strategy including online channel has been emphasized in fashion business. The purpose of this research is to give some practical ideas of multichannel strategy for fashion retailers through comparison for multichannel choice behaviors between Korean and US consumers. The online survey was conducted on the 400 fashion customers aged between 20s and 50s living in Korea and America. The survey consisted of measurement items about channel choice behaviors for purchase or information search, risk perception on channel, repurchase intention at same channel, perception on experience or search goods among apparel items. The data were analyzed by frequency, regression, t-test using SPSS 18.0 program. The ratio of utilization multichannel was higher in fashion goods area in Korea fashion business. Also, most of Top-ranked fashion or accessory retailers in America were taking advantage of multichannel strategy. There were some differences between Korea and US consumers in channel choice behaviors for purchase or information search, risk perception for retail channel, repurchase intention at same channel, perception on experience or search goods among apparel items, etc. Some suggestion for the future research for multichannel strategy in fashion retailing was given.