• Journal of the Korean Data and Information Science Society
• /
• v.23 no.3
• /
• pp.515-523
• /
• 2012

Most companies make efforts to maximize their profitability by improving loyalty to existing customers through customer relationship management (CRM). According to the Wikipedia, CRM is a widely implemented strategy for managing a company's interactions with customers, clients and sales prospects. And RFM is a method used for analyzing customer behavior and defining market segments. It is commonly used in database marketing and direct marketing and has received particular attention in retail. In general, one considers recency, frequency, and monetary for customer segmentation in RFM method. In this paper, we apply RFMP method added to the purchase period of advertising items in the traditional RFM model for real estate customer segmentation. We will be able to establish the differentiated marketing strategy by RFMP method.

• Korean Institute of Interior Design Journal
• /
• v.15 no.3 s.56
• /
• pp.118-125
• /
• 2006

A number of the retail and traditional market customer is decrease, whereas that of the supermarket in department-store customers is increase. This case suggests that customers have a preference for much more comfortable and pleasant shopping places And making a reasonable purchase in the supermarkets where we can find various goods and price zone, is now garden variety. It is a current course that once the manager ask an architect for multi-functional space design in department-store and then the architect compose a team and start to design. Of course, the team of planner thinking manage give the design team the basic material data such as commerce analysis and the use of each layer in the department store but, the design team solve the assignment by architectural form, functional space plan and the limited architecture law, After establishing general design for architecture, we can ask shopping-mall distribution, products display and interior design of the interior design team. so it is inevitable that the interior design team concerning M$\cdot$D can find lots of complementary factors with architecture design. The purpose of this study is analyzing the differences of architecture design, which has to accept the limited law and interior design concerning M$\cdot$D, satisfying the structure and the law in the future design for the department-store. Also the purpose of this thesis is suggestion the items architects and interior designers research into together to make the inner space ideally.

• The Journal of Industrial Distribution & Business
• /
• v.3 no.1
• /
• pp.7-16
• /
• 2012

Despite the enforcement of SSM control laws such as 'the Law of Developing the Distribution Industry (LDDI)' and 'the Law of Promoting Mutual Cooperation between Large and Small/medium Enterprises (LPMC)' stipulating the business adjustment system, the number of super-supermarkets (SSMs) has ever been expanding in Korea. In France, however, Super Centers are being regulated most strongly and directly in the whole Europe viewing that there is not a single SSM in Paris, which is emphasized to be the outcome from French government's regulation exerted on the opening of large scale retail stores. In France, the authority to approve store opening is deeply centralized and the store opening regulation is a socio-economic regulation driven by economic laws whereas EU strongly regulates the distribution industry. To control the French distribution industry, such seven laws and regulations as Commission départementale d'urbanisme commercial guidelines (CDLIC) (1969), the Royer Law (1973), the Doubin Law (1990), the Sapin Law (1993), the Raffarin Law (1996), solidarite et renouvellement urbains (SRU) (2000), and Loi de modernisation de l'économie (LME) (2009) have been promulgated one by one since the amendment of the Fontanet guidelines, through which commercial adjustment laws and regulations have been complemented and reinforced while regulatory measures have been taken. Even in the course of forming such strong regulatory laws, InterMarche, the largest supermarket chain in France, has been in existence as a global enterprise specialized in retail distribution with over 4,000 stores in Europe. InterMarche's business can be divided largely into two segments of food and non-food. As a supermarket chain, InterMarche's food segment has 2,300 stores in Europe and as a hard-discounter store chain in France, Netto has 420 stores. Restaumarch is a chain of traditional family restaurants and the steak house restaurant chain of Poivre Rouge has 4 restaurants currently. In addition, there are others like Ecomarche which is a supermarket chain for small and medium cities. In the non-food segment, the DIY and gardening chain of Bricomarche has a total of 620 stores in Europe. And the car-related chain of Roady has a total of 158 stores in Europe. There is the clothing chain of Veti as well. In view of InterMarche's management strategies, since its distribution strategy is to sell goods at cheap prices, buying goods cheap only is not enough. In other words, in order to sell goods cheap, it is all important to buy goods cheap, manage them cheap, systemize them cheap, and transport them cheap. In quality assurance, InterMarche has guaranteed the purchase safety for consumers by providing its own private brand products. InterMarche has 90 private brands of its own, thus being the retailer with the largest number of distributor brands in France. In view of its IT service strategy, InterMarche is utilizing a high performance IT system so as to obtainas much of the market information as possible and also to find out the best locations for opening stores. In its global expansion strategy of international alliance, InterMarche has established the ALDIS group together with the distribution enterprises of both Spain and Germany in order to expand its food purchase, whereas in the non-food segment, it has established the ARENA group in alliance with 11 international distribution enterprises. Such strategies of InterMarche have been intended to find out the consumer needs for both price and quality of goods and to secure the purchase and supply networks which are closely localized. It is necessary to cope promptly with the constantly changing circumstances through being unified with relevant regions and by providing diversified customer services as well. In view of the InterMarche's positive policy for promoting local partnerships as well as the assistance for enhancing the local economic structure, implications are existing for those retail distributors of our country.

• Journal of the Korean Geographical Society
• /
• v.30 no.3
• /
• pp.269-295
• /
• 1995

This research is concerned with the social division of labor within the traditional industry district: Damyang bamboo ware industry district and Yeoju pottery industry district in South Korea, Damyang bamboo ware and Yeoju pottery are well known of the Korean traditional industry. The social division of labor in an industry district is considered as an important factor. The social division of labor helps the traditional industry to survive today. This summary shows five significant points from the major findings. First, Damyang bamoo ware industry and Yoeju pottery industry have experienced the growth stages until 1945, the stagnation in the 1960s, and the business recovery in the 1980s. Most Korean traditional industries had been radically declined under the Japanese colonization; while, Damyang bamboo ware industry and Yeoju pottery industry district have been developed during above all stages. The extended market to Japan helped the local government to establish a training center, and to provide financial aids and technical aids to crafts men. During the 1960s and 1970s, mass production of substitute goods on factory system resulted in the decrease of demand of bamboo ware and pettery. During the 1980s, these industries have slowly recovered as a result of the increased income per capita. The high rate of economic growth in the 1960s and 1970s was playing an important role in the emerging the incleased demand of the bamboo ware and pottery. Second the production-and-marketing system in a traditional industry district became diversified to adjust the demand of products. In Damyang bamboo ware industry district, the level of social division of labor was low until the high economic development period. Bamboo ware were made by a farmer in a small domestic system, The bamboo goods were mainly sold in the periodic market of bamboo ware in Damyang. In the recession period in the 1960s and 1970s, the production-and-marketing system were diversified; a manufacturing-wholesale type business and small-factory type business became established; and the wholesale business and the export traders in the district appeared. In the recovery period in the 1980s, the production-and-marketing systems were more diversified; a small-factory type business started to depend On subcontractors for a part of process of production; and a wholesale business in the district engaged in production of bamboo ware. In Yeoju pottery industry district, the social division of labor was limited until the early 1970s. A pottery was made by a crafts man in a small-business of domestic system and sold by a middle man out of Yeoju. Since the late 1970s, production-and-marketing system become being diversified as a result of the increased demand in Japan and South Korea. In the 1970s, Korean traditional craft pottery was highiy demanded in Japan. The demand encouraged people in Yoeju to become craftsmen and/or to work in the pottery related occupation. In South Korea, the rapid economic growth resulted in incline to pottery due to the development of stainless and plastic bowls and dishes. The production facilities were modernized to provide pottery at the reasonable price. A small-busineas of domestic system was transformed into a small-factory type business. The social division of labor was intensified in the pottery production-and-maketing system. The manufacturing kaoline began to be seperated from the production process of pottery. Within the district, a pottery wholesale business and a retail business started to be established in the 1980s. Third the traditional industry district was divided into "completed one" and "not-completed one" according to whether or not the district firms led the function of the social division of labor. The Damyang bamboo ware industry district is "completed one": the firm within the district is in charge of the supply of raw material, the production and the marketing. In the Damyang bamboo ware district, the social division of labor w and reorganized labor system to improve the external economics effect through intensifying the social division of labor. Lastly, the social division of labor was playing an important role in the development of traditional industry districts. The subdivision of production process and the diversification of business reduced the production cost and overcame the labor shortage through hiring low-waged workers such as family members, the old people and housewives. An enterpriser with small amount of capital easily joined into the business. The risk from business recession were dispersed. The accumulated know-how in the production and maketing provided flexiblility to produce various goods and to extend the life-cycly of a product.d the life-cycly of a product.

• Journal of Distribution Science
• /
• v.12 no.12
• /
• pp.101-106
• /
• 2014

Purpose - This study reviews the achievements of a pilot project for the revitalization of a commercial district performed for three years after its establishment in 2011. The project for the revitalization of the commercial district was performed to create a new local community space in connection with the traditional market and nearby districts. Although it was a pilot project, the project for the revitalization of the commercial district has been performed for almost three years. Therefore, this seems a proper time to conduct an interim evaluation of the project. This study aims to review and evaluate how the government support policy is influential for the revitalization of the commercial district. In other words, this research aims to identify what projects positively affected consumers' intention to revisit the downtown commercial area among the commercial district revitalization projects-promotion events, promotion activities, education, merchants cooperation system, IT projects, cultural events, and residents' communication. Research design, data, and methodology - This study designated seven management improvement projects affecting commercial district revitalization based on preceding studies. The survey of the degree of satisfaction on seven management improvement projects was executed targeting consumers who visited the commercial areas. Additionally, visitors' revisit intentions regarding currently visited commercial areas were also investigated. Therefore, revisit intention was set as a dependent variable and the satisfaction degrees of the respective management improvement projects were set as the independent variables. A total of 1,209 consumers were examined in six districts in the country. Result - Multiple regression analysis results showed that cultural events, education, the merchants' cooperation system, and IT projects brought statistically significant effects to the revisit intentions of consumers. In contrast, promotion events, resident communication projects, and promotion activities did not affect the revisit intentions of consumers. Particularly, the residents' communication project did not show significant influence because of consumers' recognition that it is similar to a cultural event. Conclusion - The following implications for the revitalization of business districts in the urban central area are drawn. From a general perspective, the businesses of culture, education, and cooperative system among seven businesses play positive roles regarding the intention to revisit so that the project is required to be promoted periodically through unique performances differentiated for each district, the merchant training reinforced for professionalism, and the expansion of joint events of merchants. Moreover, the sales promotion project and public relations activity are shown to be not influential to the intention to revisit. Therefore, while short-term sales promotion such as one-time gift events are required, sales promotion and public relation activities to induce revisits by mileage savings and accumulated gift presentation to attract long-term customers are required. The IT business is positively influential to the intention of revisit. Therefore, detailed information on the revitalized commercial district should be provided and additional functions such as discount coupons for continuous utilization should be included in the mobile app and the website.

• The Korean Journal of Franchise Management
• /
• v.3 no.1
• /
• pp.73-91
• /
• 2012

This study is in the purpose for the revitalization of traditional market as comparing to the relevancy between the central characteristics of a floating population going around for buying something or eating food and lots of small-sized businesses comprising of the commercial districts. The several traditional markets such as Cheonan station, Dujeong-dong, Sinbu-dong in Cheon-An city has been investigated repeatedly almost every two or three years by the Small Enterprise development Agency(SEDA) since 2001. By analyzing the raw data of those commercial districts made by SEDA, we can calculate the number of firms andthe ratio of business type of each commercial districts. In this research, the type of each business is classified into four groups such as restaurant, service, retail and the rest. Moreover, the central character of the floating population is derived from the raw data, which means the customer information about sex, age structure or the most populous time zones. From these characteristics, one commercial districts has his own specific features distinguishing from the others. The most important differences of past researches are firstly the dynamic viewpoint rather than a static one. Secondly it suggests that the relation between the central characteristics of districts and the floating population would exist. Lastly, it suggests that the interaction between both of them have a significant effect on the growth or decline of the districts and the rates of business type, other adjacent commercial districts as well. Eventually, this study provides several meaningful points for the revitalization of commercial districts to government or stakeholder such as management organization, business owners and new starter etc.

• Journal of Global Scholars of Marketing Science
• /
• v.20 no.1
• /
• pp.35-48
• /
• 2010

Today, the fashion market challenged by a maturing retail market needs a new paradigm in the "evolution of brand" to improve their comparative advantages. An important issue in fashion marketing is lifestyle brand extension with a specific aim to meet consumers' specific needs for their changing lifestyle. For fashion brand extensions into lifestyle product categories, Gen Y and Baby Boomer are emerging as "prospects"-Baby Boomers who are renovating their lifestyle, and generation Y experiencing changes in their life stage-with demands for buying new products. Therefore, it is imperative that apparel companies pay special attention to the consumer cohort for brand extension to create and manage their brand equity in a new product category. The purposes of this study are to (a) evaluate brand equity between parent and extension brands; (b) identify consumers' perceived marketing elements for brand extension; and (c) estimate a structural equation model for examining causative relationship between marketing elements and brand equity for brand extensions in lifestyle product category including home fashion items for the selected two groups (e.g., Gen Y, and Baby boomer). For theoretical frameworks, this study focused on the traditional marketing 4P's mix to identify what marketing element is more importantly related to brand extension equity for this study. It is assumed that comparable marketing capability can be critical to establish "brand extension equity", leads to successfully entering the new categories. Drawing from the relevant literature, this study developed research hypotheses incorporating brand equity factors and marketing elements by focusing on the selected consumers (e.g., Gen Y, Baby Boomer). In the context of brand extension in the lifestyle products, constructs of brand equity consist of brand awareness/association, brand perceptions (e.g., perceived quality, emotional value) and brand resonance adapted from CBBE factors (Keller, 2001). It is postulated that the marketing elements create brand extension equity in terms of brand awareness/association, brand perceptions by the brand extension into lifestyle products, which in turn influence brand resonance. For data collection, the sample was comprised of Korean female consumers in Gen Y and Baby Boomer consumer categories who have a high demand for lifestyle products due to changing their lifecycles. A total of 651 usable questionnaires were obtained from female consumers of Gen Y (n=326) and Baby Boomer (n=325) in South Korea. Structural and measurement models using a correlation matrix was estimated using LISREL 8.8. Findings indicated that perceived marketing elements for brand extension consisted of three factors: price/store image, product, and advertising. In the model of Gen Y consumers, price/store image had a positive effect on brand equity factors (e.g., brand awareness/association, perceived quality), while product had positive effect on emotional value in the brand extensions; and the brand awareness/association was likely to increase the perceived quality and emotional value, leading to brand resonance for brand extensions in the lifestyle products. In the model of Baby Boomer consumers, price/store image had a positive effect on perceived quality, which created brand resonance of brand extension; and product had a positive effect on perceived quality and emotional value, which leads to brand resonance for brand extension in the lifestyle products. However, advertising was negatively related to brand equity for both groups. This study provides an insight for fashion marketers in developing a successful brand extension strategy, leading to a sustainable competitive advantage. This study complements and extends prior works in the brand extension through critical factors of marketing efforts that affect brand extension success. Findings support a synergy effect on leveraging of fashion brand extensions (Aaker and Keller, 1990; Tauber, 1988; Shine et al., 2007; Pitta and Katsanis, 1995) in conjunction with marketing actions for entering into the new product category. Thus, it is recommended that marketers targeting both Gen Y and Baby Boomer can reduce marketing cost for entering the new product category (e.g., home furnishings) by standardized marketing efforts; fashion marketers can (a) offer extension lines with premium ranges of price; (b) place an emphasis on upscale features of store image positioning by a retail channel (e.g., specialty department store) in Korea, and (c) combine apparel with lifestyle product assortments including innovative style and designer’s limited editions. With respect to brand equity, a key to successful brand extension is consumers’ brand awareness or association that ensures brand identity with new product category. It is imperative for marketers to have knowledge of what contributes to more concrete associations in a market entry into new product categories. For fashion brands, a second key of brand extension can be a "luxury" lifestyle approach into new product categories, in that higher price or store image had impact on perceived quality that established brand resonance. More importantly, this study increases the theoretical understanding of brand extension and suggests directions for marketers as they establish marketing program at Gen Y and Baby Boomers.