• Asia pacific journal of information systems
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• 제16권3호
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• pp.67-93
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• 2006

Some consumers prefer online and others prefer offline. What makes them prefer online or offline? There has been a lack of theoretical development to adequately explain consumers' channel switching behavior between traditional physical stores and new virtual stores. Through consumers' purchase decision processes, this study examined the reasons why consumers changed channels depending on purchase process stages. Consumer's purchase decision process could be divided into three stages: pre-purchase stage, purchase stage, and post-purchase stage. We used the intention of channel selection as a surrogate dependent variable of channel selection. And some constructs, that is, channel function, channel benefits, customer relationship benefits, and perceived behavioral control, were selected as independent variables. In buying look-and-feel products, it was identified that consumers preferred virtual stores to physical stores at pre-purchase stage. To put it concretely, all constructs except channel benefits were more influenced to consumers at virtual stores. This result implied that information searching function, which is a main function at pre-purchase stage, was better supported by virtual stores than physical stores. In purchase stage, consumers preferred physical stores to virtual stores. Specially, all constructs influenced much more to consumers at physical stores. This result implied that although escrow service and trusted third parties were introduced, consumers felt that financial risk, performance risk, social risk, etc. still remained highly online. Finally, consumers did not prefer any channel at post-purchase stage. But three independent variables, i.e. channel function, channel benefits, and customer relationship benefits, were significantly preferred at physical stores rather than virtual stores at post-purchase stage. So we concluded that physical stores were a little more preferred to virtual stores at post-purchase stage. Through this study, it was identified that most consumers might switch channels according to purchase process stages. So, first of all, sales representatives should decide that what benefits should be given them through virtual stores at the pre-purchase stage and through physical stores at the purchase and post-purchase stages, and then devise collaborative channel strategies.

• 대한시과학회지
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• 제20권4호
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• pp.393-401
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• 2018

목적 : 이 연구는 안경과 선글라스에서 테와 렌즈의 형태와 색상에 대한 한국인과 중국인 소비자 집단의 선호도 차이를 조사하기 위하여 실시되었다. 방법 : 한국에 유학 중인 중국인 학생 150명과 한국인 대학생 150명을 대상으로 설문조사를 실시하고 그 결과를 분석하였다. 안경광학 관련 전공자는 설문 대상에서 배제되었다. 중국인 학생들에게는 중국어 간체자로 번역된 설문지를 제공하였으며, 제공된 설문지는 한국 대학 석사과정에 유학 중인 중국인 원어민 학생이 한국어 설문지를 바탕으로 번역한 것이다. 결과 : 중국인 소비자 집단은 안경보다 선글라스에서 글로벌 유명 브랜드를 더 선호하였으며, 한국산 안경 제품을 상대적으로 선호하는 것으로 나타났다. 또한, 무테 또는 반무테, 금색테, 투톤컬러 렌즈 항목에서 한국인 소비자 집단보다 높은 선호도를 나타냈다. 결론 : 이 연구의 결과는 한국 안경 제조 유통 업체의 중국 시장 진출이나 중국인 고객 비율이 높은 안경원의 판매 전략 수립에 기여할 수 있을 것으로 기대된다.

• 산업경영시스템학회지
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• 제42권3호
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• pp.25-38
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• 2019

This study is to develop a diagnostic model for the effective introduction of smart factories in the manufacturing industry, to diagnose SMEs that have difficulties in building their own smart factory compared to large enterprise, to identify the current level and to present directions for implementation. IT, AT, and OT experts diagnosed 18 SMEs using the "Smart Factory Capacity Diagnosis Tool" developed for smart factory level assessment of companies. They analyzed the results and assessed the level by smart factory diagnosis categories. Companies' smart factory diagnostic mean score is 322 out of 1000 points, between 1 level (check) and 2 level (monitoring). According to diagnosis category, Factory Field Basic, R&D, Production/Logistics/Quality Control, Supply Chain Management and Reference Information Standardization are high but Strategy, Facility Automation, Equipment Control, Data/Information System and Effect Analysis are low. There was little difference in smart factory level depending on whether IT system was built or not. Also, Companies with large sales amount were not necessarily advantageous to smart factories. This study will help SMEs who are interested in smart factory. In order to build smart factory, it is necessary to analyze the market trends, SW/ICT and establish a smart factory strategy suitable for the company considering the characteristics of industry and business environment.

• 산업노동연구
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• 제23권1호
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• pp.221-253
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• 2017

본 연구에서는, 기업 경영적 측면에서 청년 고령자 고용상생을 촉진하기 위한 구체적인 실천방안을 제시하고자 하였다. 이를 위해, 세대 간 고용상생을 위해 적극적으로 노력하고 있는 일본 기업의 고용상생 전략과 경영성과를 분석하였다. 경영전략은 인사조직 전략, 생산전략, 기술개발 및 인재육성 전략으로 구분하여 분석하였고, 경영성과는 균형성과평가 모델(BSC)을 활용하여 분석하였다. 청년 고령자 고용상생기업의 경영전략을 분석한 결과, 대부분의 기업에서는 청년 고령근로자의 협업과 유연근무제 도입, 기술개발을 위한 교육 프로그램을 적극적으로 실시하고 있었다. 또한, 균형성과평가(BSC)를 활용하여 경영성과를 분석한 결과, 매출액 증가 및 원가절감(재무 관점), 신규 거래처 증가 및 시장점유율 확대(고객 관점)와 같은 재무적 성과를 달성하고 있는 것으로 나타났다. 또한, 재무적 성과 외에도 제품 및 서비스 품질개선(내부프로세스 관점), 청년 고령근로자의 기술향상(학습과 성장 관점)과 같은 비재무적 성과를 달성하고 있는 것으로 나타났다. 이러한 연구결과를 바탕으로 향후 우리나라 기업의 청년 고령자 고용상생을 실천해 나가기 위한 구체적인 실천방안을 제시하였다.

• 산업융합연구
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• 제20권11호
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• pp.197-203
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• 2022

본 연구의 목적은 역사적인 특성을 가지고 있는 제천 최고(古)의 시장이자 최대의 시장인 제천중앙시장의 공간적인 장소성과 문화적인 특수성을 고려한 S.I.(Space Identity)를 구축하는데 있다. 이를 위해 문화관광형시장의 흐름을 파악하고 제천중앙시장의 현황을 조사 분석한 후 공간별 스토리텔링에 입각한 방향성을 제시한다. 공간디자인의 컨셉은 공존으로 공간, 시간, 사람, 문화로 나누어 상인과 상품, 상가는 하나의 공간에서 시간성을 공유하고 공존함을 세부내용으로 하였다. 따라서 각 층별 시설물은 각 층별로 게이트, 안내판, 조명, 휴게공간, 디자인 벤치시설, 안내센터, 영업 준수선, 바닥사인물, 게이트 바닥사인으로 구성하였다. 이를 통해 제천중앙시장 상가의 새로운 수요창출 및 매출이 증대되는 경제적인 효과를 예측할 수 있도록 단계별 추진전략을 구축하여 중장기 발전전략을 수립해야 할 것이다.

• 산경연구논집
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• 제2권2호
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• pp.25-38
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• 2011

외환위기 이후 급격한 출점과 성장을 해온 대형마트 점포수가 이미 포화상태에 이르렀다는 우려의 목소리도 있지만 신규 출점은 계속적으로 지속될 전망이고 향후 대형마트 성장세는 둔화되나 점포수 등 외형적 성장은 계속되는 가운데 상품 차별화 추구, 고객니즈부응, 고마진획득 등이 지속적으로 가능해져 PB상품 개발이 불황 국면 극복을 위한 저성장 시대의 마케팅 전략의 하나로 자리 잡을 것으로 전망 된다. 또한 국내 3대 대형마트가 의류PB 브랜드를 계속적으로 출시, 확장하고 있는 상황과 운영전략에 대해 연구하고 이를 바탕으로 국내 대형마트의 PB의 성공사례와 문제점을 도출하여 PB의 필요성에 대해 차별화와 고이익 창출을 위한 성공적 전략 방안을 논의 하고자 한다. 본 연구는 대형 마트 PB의 개념과 전략 방안 및 성공사례와 전망을 살펴보고, 현재 전 세계적으로 빠른 성장을 보이는 PB를 단순히 유통업체가 상품을 유통시키면 된다는 제한된 역할 수행에서 벗어나, 제조업체가 지닌 유통 채널에 대한 지배력을 얻을 수 있다는 것을 의미 확장하여 설명하고자 한다. 이미 세계 주요 선진유통업체들은 자사의 상품차별화와 수익성향상을 위해 PB상품 개발에 많은 노력을 쏟고 있으며, 이를 통해 다국적전략 및 외형적 확장, 더불어 높은 재무성과를 창출하고 있는 좋은 사례는 쉽게 접할 수 있다. 따라서 본 연구는 국내 할인점의 포화에 따른 새로운 대안을 위해서는 차별화된 PB운영 전략이 필요함을 국내3개 주요할인점 사례를 통해 제시하였다. 특히 의류 PB상품은 철저한 시장분석과 디자인트렌드 및 고객니즈를 반영한 상품개발로 차별화된 상품력 및 고마진 획득을 통해 출점 정체된 대형마트 지속성장에 새로운 돌파구를 마련하는 좋은 계기를 줄 수 있는 시사점을 제공하여 할인점 출점 한계에 따른 새로운 상품전략 방안을 제시하였다. 본 연구는 할인점 주요 3개사의 경영실적과 세계 몇 개국의 대표적인 PB성공사례를 중심으로 연구하여 국내 전체 소매 산업에 일반화하기에는 다소 무리가 있다. 향후에는 국내에 입점된 다국적 SPA 브랜드와 국내 할인점 PB를 중심으로 비교분석하여 가치를 극대화한 의류PB 확대전략에 대한 추가연구가 필요하다.

• 대한화장품학회지
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• 제30권4호
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• pp.561-570
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• 2004

본 연구의 목적은 기능성화장품을 취급하고 있는 개국 약사들을 대상으로 기능성화장품에 대한 인식, 취급실태, 중요성과 만족도를 조사하고 이를 토대로 약국에서 기능성화장품의 마케팅 활성화방안을 마련하는데 있다. 설문조사결과 약사들의 기능성 화장품에 대한 인식은 아직 저조한 편으로 전문지식을 제고할 필요가 있는 것으로 나타났다. 약국에서 기능성화장품의 마케팅을 활성화하기 위해서는 기능성화장품의 정의 확대, 기능성화장품 심사제도 개선, 다양한 약국 전문 기능성화장품 개발 및 유통, 약사의 전문성 제고를 위한 교육 실시, 기업의 적극적 홍보 및 소비자 네트워크 중시, 의약 공동협력 마케팅 추진, 건강보조식품과 기능성화장품의 연계마케팅, 약국 공간 확보 및 전문적 디스플레이, 제품에 대한 전문적 상담과 적극적 자세 등이 필요하다. 본 연구는 의약분업과 같은 약국환경변화에 따라 약국의 경영개선을 위한 방안으로서 기능성화장품의 마케팅 강화 필요성과 구체적인 방안을 설문조사결과를 통해 제시하였다는데 의의가 있다. 본 연구결과는 개국 약사들의 기능성화장품에 대한 판매 전략과 기능성화장품제조 및 유통기업의 기능성화장품에 대한 교육 및 유통전략에 기초를 제공하는데 커다란 도움이 되리라 본다.

• 복식
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• 제20권
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• pp.151-167
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• 1993

The purpose of this study is to systematize the theory of the Fashion Marketing and merchandi-sing system as well as the strategy for the Mar-keting based on the related variable. Furthermore, this study deals with development of the mark-eting strategy to the relation between consumers and industry. The content conclusion on the research can be outlined as follows : 1. In order to inverstigate how the life-style of consumers affects their sense of fashion, awa-reness of brand, and decision making process of purchase, the life-style of women consumers is classified into 15 types. (1) Acording to the different life-style types, and important difference is found in the consum-ers' sense of clothes, a unique image of outfit and its own favorite image of womanliness. (2) The consumer's awareness of a particular brand has a reasonable relationship with their brand preference and possession of the brands. (3) Their is an important discrimination acco-rding to the life-style types in their brand awar-eness and preference and possesion of brands. (4) The consumers of each life-style type show noticeable difference in the decision making pro-cess of purchase including he motive of purchase, the source of information, the cause of purchase intention, price, the frequency of purchase and the degree of satisfaction of purchased goods. 2. The merchandising system and the market positioning among the fashion industry are compared and analyzed in the following terms ; (1-1) For the purpose of establishing the target market strategy, the industry uses unreasenalbe methods to analyze the life-style of the target customers and the real customers(36%) and the aging phenomenon of brands is remarkable : as much as 37% of brands show over 5 years-old age gap. (1-2) The price setting process depends highly on the cost-plus approach. (1-3) In color planning, too many colors are used in every season(the average number is 22.3) and the investigation of the consumers' favorite color is neglected. (1-4) The manufacturers of successful brands are much likely to employ the textile designer and allow them to develop the various fabrication. (1-5) The regular rate of sales in each season is extremely low(56.04%) : the rate of the succ-essful brands is relatively high at 65%, but that of the unsuccessful as low as 51%. (1-6) 47% of brands reveal the designer-orie-nted fashion merchandising system. The successful brands, on the other hand, show a high rate of merchandiser oriented system. (2) Since the brand positioning is highly cen-tered on each brand image, styles and target age, the new data are presented in this study for the new market development. (3) To set up the target market, the mapping of images between the differentiated market and the consumers is suggersted according to the market positioning of industry and 15 types of the life-styles of consumers.

• 한국조리학회지
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• 제6권1호
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• pp.57-78
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• 2000

In the 21st century the size of sales of food service business in Korea will be 30 trillion won which means Food service business in Koreas is a mega market, but it is only quantitative growth and might face the limit of growth. At the same time it is predicted that from the academic world Food service business will develop endlessly after IMF condition. Of course I hope so as a member of national. Al though I propose that quantitative side is important, qualitative side must not be disregarded the present and future customer is needs should be met because the 1st goal of company is to achieve a management goal and pursuit profit. The present situation requires a peculiar and specific strategy of its own which can not be followed by competing hotels so that value can be created and buying intention can be occurred after buying. Until now the goal of marketing campaign has been transacted marketing just for closing a transaction, but it must be related marketing which is seeking mutual interests of customer and company. The strategies to attain these goals are : 1) to change from products and service management-focused to customer management and relationship building-focused. 2) to establish a core strategy which needs to be changed from market occupancy of volume expansion to customer occupancy. 3) to change from one-way communication to two-way communication. 4) to change from large scale marketing by company dimension to small scale marketing by sections. If companies focus on core benefit and augmented service to be sought by customers and make every efforts to create a value customer occupancy will increase automatically, the reduction of marketing cost will be followed, and marketing efforts will be much more efficient. In introducing a new product it is still easier to diffuse through the existing customers, and also important market information can be obtained from customers using this close relationship. If this close relationship maintains well customers will say even a trivial inconvenience and complaint and propose an idea of new product. Kotler divides relationship marketing into 5 stages such as Basic, Reactive, Accountable, Proactive, and Partnership. From the 1st stage to the last stage customer management is absolutely important and also in management strategy. The last stage, Partnership can come into the stage which is actively participated in service development and problem solving by customers. so more loyal customers have more successful performance the company attain.

• Asia pacific journal of information systems
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• 제20권1호
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.