• 경영과학
• /
• 제32권1호
• /
• pp.83-100
• /
• 2015

We analyze a duopoly competition when two firms face input cost increases. The objective of this study is to determine the firms' optimal strategy between a price increase and downsizing under conditions of a spatially differentiated market and consumers' diminishing utility on the product size. We develop a theoretical model of two competing firms offering homogenous products using the standard Hotelling model to determine how firms' optimal strategies change when facing input cost increases. In this paper, there are two types of duopoly competitions: symmetric and asymmetric. In the symmetric case, the two firms have the same marginal cost and are producing and selling identical products. In the asymmetric case, the two firms have different marginal costs. The results show that the optimal strategy decision depends on the size of the input cost increase and the cost differences between the two firms. We find that when two firms are asymmetric (i.e., they have different marginal costs), the two firms might choose asymmetric pairs of strategies in equilibrium under certain conditions. When the cost differences between the two firms are sufficiently large and the cost increase is sufficiently small, the cost leader chooses price increase, and the cost-disadvantaged firm chooses downsizing in equilibrium. This asymmetric strategy reduces price competition between two firms, and consumers are better off. When the cost differences between the two firms are sufficiently large, downsizing is the dominant strategy for the cost-disadvantaged firm. The cost-disadvantaged firm finds it more profitable to reduce the product size than to increase its price to reduce price competition, because consumers prefer downsizing to price increases. This paper might be a good starting point for further analytical research in this area.

• 한국조리학회지
• /
• 제4권
• /
• pp.347-367
• /
• 1998

It is difficult to make which customers want in restaurant industry because of IMF situation. Therefore, utilization of service marketing is needed by best effect through least investment in restaurant industry. The background of restaurant industry is not directly related to the improvement of tourism industry. We should give a hand to tourism and restaurant industry by holding international events. so the way of thinking among people is changing. And importing of famous foreign brand and opening shops are accellerating the improvement of tourism and restaurant industry. In this perspective, improvement factors of restaurant industry are as follows : the increase of pst time, the increase of disposable income, the increase of woman's having jobs and double income, requirement of people about health food, the increase of nuclear family, and the change of viewpoint among people. This restaurant industry is service industry, and it sells invisible service except the aspect of selling menu. In addition, in terms of menu, price reduction strategy should be done by cost reduction and restructuring. The ultimate purpose of marketing is to increase sales and to do this we should increase the number of customers in shops. That means we should create new customers and try to attract customers who used to be regular in the shops. Therefore, the demonstration of management ability and positive reaction is really needed. So the most important things in marketing are as follows: proper strategy for double consumption, increasing the number of customers through new specific menu, menu life cycle according to menu item, menu development by considering customer, making recipe, enhancement of product quality and cost reduction by customer's opinion. We should concentrate on national menu first, and try to develop menu for international market. It is absolutely needed that we set up the menu product strategy through menu marketing with various products and constant study related to menu marketing is to be done.

• Asia Marketing Journal
• /
• 제16권1호
• /
• pp.215-228
• /
• 2014

The automotive industry plays a significant role in the global economy. One of the reasons is that this industry compasses every aspects of the value chain - from raw materials to design and development, manufacturing, sales and services, and even disposal. Thus, the industry needs significant upfront capital investment and requires years of R&D and market development. As a result, this industry is dominated by a handful of global players and it is not easy for a new entrant to enter this industry. Furthermore, success is even more difficult to achieve. How did Hyundai Motor make it in this tough marketplace? Can it continue against all odds? The CAGR for last 5 years is 12% and it stands at 6th in the world. Compared to other global brands, Hyundai has geographically well-balanced sales portfolio. The quality improvement is outstanding. The brand performance follows these quality and sales improvements. Yet, the global competition is ever intensifying. Now, it is the time to step up once more. The next strategic goal needs fundamental shift toward brand and marketing-focus. In constructing global marketing strategy, Hyundai Motor's vision is "Lifetime partner in mobility and beyond" and its goal is global top 3 brand by year 2015 through modern premium brand image and selling 5 million vehicles. The target brand positioning of Hyundai Motor is the leading position in premium dimension and stylish/modern dimension. The global brand strategy framework is based on the brand direction of "Modern Premium" and is designed to deliver core brand identity (i.e., Simple, Creative, Caring) to customers. In order to manage brand performance, Hyundai's marketing platformalso includes marketing performance management, brand performance management, and market driven organization. From this diagnosis, Hyundai Motor is well posed to build a strong brand. Nevertheless, there are still challenges ahead from consumer, technology, competitor, and macro-environment perspectives. To overcome these threats, the bases of competition for all successful automotive brands are various differentiation factors, including technology, performance, value proposition, or heritage. Hyundai Motor is well prepared so far. However, it is not tested against time yet whether Hyundai can overcome these unforeseeable major threats. Hyundai is trying to find the solution from a strong brand, while believing in "New Thinking. New Possibilities."

• 동아시아식생활학회지
• /
• 제21권5호
• /
• pp.771-778
• /
• 2011

This study surveyed the performance of food styling and recognition and utility properties of menu development for cooks in a super deluxe hotel. The questionnaires developed for this study were distributed to 400 males and females aged 20 and over. A total of 375 questionnaires were used for analysis (93.8%), and statistical analysis was completed using SPSS (version 14.0) for descriptive analysis and ${\chi}^2$-test. The most important item in food styling was 'harmony of food shape' (40.2%), and second ranked was 'harmony of food color' (23.4%). The most difficult item in food styling was 'lack of professional knowledge' (38.3%) followed by 'lack of creativity' (27.7%). In recognition of menu development, the importance of menu development and promotion was 3.82, and personal satisfaction after menu development was 3.29. Important items in menu development were 'taste' (41.8%) and 'use of new ingredient' (28.5%). When using newly developed menu, the ratio of selling new menu was '30~50%' at 42.7%, and the average selling period of new menu was '3~6 months' at 40.5%. For the effect of new menu on sales, 94.1% were aware of this effect, and to actively promote menu development, 'providing incentive' (35.7%), 'training in/out of country' (20.8%), 'self motivation' (17.3%), 'financial support' (14.7%), and 'motive' (11.5%) were all necessary requirements. In order to improve cooking performance, continued education on food styling and menu development along with the company's full support are required. Further, thorough training of employees is needed along with a high quality incentive policy needs to be done. In addition, to make the new menu profitable, an active marketing strategy must be employed, which will require further study.

• 산업경영시스템학회지
• /
• 제39권3호
• /
• pp.47-55
• /
• 2016

The proliferation of the Internet and related technologies has led to a new form of distribution channels, namely online retailers. The conventional offline and the new online retailers have different transaction costs perceived by the consumers in the following perspectives: the accessibility to the product information, the traffic cost and the opportunity cost for the time to visit the store, the delivery time and the possibility of 'touch and feel' to test the quality of the product. In particular, the online retailers have lower distribution cost structure in that they do not have physical stores, which results in lower selling price. Thus they continuously offer price competition against offline retailers using the lower selling cost as competitive weapon. Moreover the emergence of the social commerce is likely to intensify the competition between the online and offline retailers. To survive in this fierce competition, the offline retailers are trying to defend their business interests by sticking to offline transaction in anticipation of increased customer loyalty, customer's preference for 'touch and feel' style shopping, and others. Despite of these efforts, customers who touch and feel a product in an offline store but purchase the product through an online retailer are increasing. To protect such customers, recently, some of the offline retailers began to provide the mobile discount service (MDS) which enables the offline customers to purchase a product at a discounted price through the mobile applications. In business competitions, the price discount strategy is usually considered to secure more market share at the cost of lower profit. In this study, however, we analyze the effect of MDS as a weapon for securing more profit. To do this, we set up a game model between the online and offline retailers which incorporates the effect of the MDS. By numerically analyzing the Nash equilibrium of the game, some managerial implications for using the MDS for more profit are discussed.

• 한국조리학회지
• /
• 제2권
• /
• pp.59-87
• /
• 1996

This study has been done by giving the guide when development of menu or doing marketing strategy in Hotel Restaurant. All products and service has a regular course from induction in market to disappear, so it shall be come out Products Life Cycle theory. In eating business, under the tendency and existing cycle to change menu by taste of customers, liking variation, change of periodic status (environment), MLC(Menu Life Cycle) shall be advised by application PLC(Products Life Cycle) in the process of induction of some menu first and spreading the same business field and then deletion (disappearance) from menu because of no popular. In Emergence Stage, it shall be tried to inform new menu through Cooking Contest, presentation of new menu, free sampling party and others. In Growth Stage, it shall be changed package menu or set menu. In Maturity Stage, it shall be provided complimentary ticket, gift coupon or discount for the customers with some degree of selling record in order to increase using frequency and selling amount after insure new customers. In Decline Stage, it shall be groped for entry underdeveloped country or less advance nation, but there is no possibility to devote in enterprise, it shall be planned substitute menu development in order to withdraw. By inducting MLC concept, it shall be provided the available informations such as“how could some menu be circulate in some restaurant”“Accordingly do strengthen promotion activities or go to low developed area or overseas, or delete it from menuitems and so on”. In the time of decline some menu, it is judged to the time of plan(preparation) of new menu development. In the broad view, when consideration of the concept of menu life cycle, it shall be possible to know which menu is decayed and which menu is developed newly or grown-up, so it shall be provided the important information to estimate the tendency of changing menu and set-up a menu development plan.

• 복식
• /
• 제51권5호
• /
• pp.29-43
• /
• 2001

Database marketing is a series of marketing activities based on the customer database for increasing the customer's life-time value. In this thesis. we applied database marketing to the sales promotional strategies of Casual Korean Traditional Clothes to activate wearing of Casual Korean Traditional Clothes. To achieve this goal, we surveyed the consciousness of wearing and purchases for Casual Korean Traditional Clothes. and extract information that can be utilized in the sales promotional strategies. According to the result, the proposed sales promotional strategies for Casual Korean Traditional Clothes are summarized as follows : (1) Useful information for the customer should be stored in the database and utilized in the marketing. (2) It is necessary to shorten the cycle of repeated purchases by emphasizing daily-life clothing of Casual Korean Traditional Clothes especially for the aged 20-40. (3) Since Casual Korean Traditional Clothes are usually weared as a ceremonial clothes in the fall, direct mail, fashion show, and advertising in the mass media should be concentrated on this season. (4) Value-added marketing should be derived by cross-selling of items harmonized with Casual Korean Traditional Clothes. (5) To guarantee fixed customers and increased usage of Casual Korean Traditional Clothes, - give point score, discount, or selling on an installment basis for the customers who use credit cards or department cards. - select privileged customers by analyzing purchase history and provide multiple services for these customers. - let the customers rent Casual Korean Traditional Clothes in an appropriate cost, and make customer cards for the construction of elaborated customer database. (6) To increase the acknowledgement of Casual Korean Traditional Clothes, not only Persistent publicity, but also fashion show, visual merchandising, and advertisement in mass media should be conducted as well.

• 한국컴퓨터정보학회논문지
• /
• 제15권12호
• /
• pp.227-235
• /
• 2010

이 논문은 RFM 기법과 연관성 분석을 이용한 개인화된 전자상거래 추천 시스템을 제안한다. 제안된 전자상거래 추천시스템은 사용자의 평가 자료에 의존하지 않고 묵시적인(Implicity)방법을 이용하여 고객정보와 구매이력 정보를 기반으로 RFM(Recency, Frequency, Monetary) 기법을 이용한 고객 세분화와 교차판매(cross-sell)관계를 찾는 연관성 분석을 이용한 개선된 시스템이다. 또한 고객군별 구매특성 분석을 통하여 효율적인 마케팅 전략과 고객관계관리(CRM: Customer Relationship Management)방법을 제시한다. 현업에서 사용하는 데이터 셋을 구성하여 실험 및 평가를 통해서 효용성을 입증 및 평가하여 일대일 웹 마케팅을 실현하였다.

• 보건의료산업학회지
• /
• 제13권4호
• /
• pp.215-228
• /
• 2019

Objectives: The purpose of this study is to figure out that Facilitation education can affect significant improvement in sales staff's understanding of precise pharmacokinetics, benefits, safety, and side effects, etc. and eventually lead to increase in call after taking courses. Methods: Data utilized in this study was collected from 413 sales staffs who completed Facilitation course for 5 months. This study used statistical methodologies, paired t-test, exploratory factor analysis, and logistic regression model in order to identify change in Call and after Facilitation courses. Results: The result shows that there are statistically significant increases in CALL quality after Facilitation courses based on the result of pared t-test. Moreover, Facilitation education is more effective in average time of one-time detail than average number of visits per day and average number of doctors per day from the result of logistic regression. Conclusions: In order for MR in pharmaceutical company to improve CALL quality, the education for precise pharmacokinetics, benefits, safety, and side effects is necessary. In addition, various professional training required for detail, including disease education, Selling Skills education, and literacy education are essential. Therefore, Facilitation education would be desirable choice in terms of pharmaceutical marketing strategy.

• 식품과학과 산업
• /
• 제45권4호
• /
• pp.16-20
• /
• 2012

Although the technology of breadmaking simply goes through the process of mixing, fermentation, and baking, it is very hard to make a same product every day. The reason is that baking science begins with the very first process of breadmaking which is mixing, and every steps and working environments are so closely connected. The baking science has developed in short time since the theory of fermentation has released. If you check the development of baking technology synthetically, it is consisted of the discovery of nutritional and functional ingredients, the optimization process of new machines, and the maintenance of the quality as fulfilling social demands. Because the baking business is making and selling the product, baking itself is a business, and it has the form that manufacturing and service business coexist. In today's current domestic bakery market, the supply exceeds the demand. Moreover, the concept of bakery itself has been changing from the fixed image of bakery which is selling the bread to the differentiated bakery with others. As we look at the general bakery's trends, it is focused on going back to the basic or traditions, going to the functional, and working with automations. To conclude, the baking has a long history, but it actually has the short history in the technological development. Baking business can be viewed as the simple business, but many factors are related to the business. It has a few basic kinds of products in baking, but it has diverse kinds of products with the base of infinite creativity. Even though it is physically a hard working business, it is also a business that can face with fun. For managing a bakery, finally, the differentiated strategy with other bakery that maximizes the customers' value is needed.