• Journal of the Korean Society of Clothing and Textiles
• /
• v.32 no.2
• /
• pp.190-200
• /
• 2008

The purposes of this study were to identify brand equity factors influencing brand preference and to investigate the effects of preference and other factors on brand performance of domestic and imported fashion accessary(handbag, shoes, purse, etc.) brands. A total of 300 women aged between 20 and 49 years were surveyed during the month of September, 2006, on 2 domestic brands and 2 imported brands that were well-known to consumers. The data were analyzed with factorial analysis, multiple regression analysis, ANOVA, Cronbach's ${\alpha}$, etc., using the SPSS 10.0. The result of research showed: 1) Four factors of brand equity were identified: quality, awareness, image, and trust. 2) Quality, awareness, price acceptability, distribution proximity, and brand performance of the domestic brands were higher than those of the imported brands. But brand preference of the imported brands was higher than that of the domestic brands. 3) Brand preference of the domestic brands was affected by quality, awareness, image, and trust. And brand performance of the domestic brands was affected by appropriateness, brand preference, and distribution proximity. 4) Brand preference of the imported brands was affected by image, quality, awareness, and trust. And brand performance of the imported brands was affected by price acceptability, appropriateness, and distribution proximity.

• Journal of Digital Convergence
• /
• v.7 no.2
• /
• pp.1-12
• /
• 2009

This study explored which the component factors on innovation brand to building an organizational culture of government. The innovation brand perception of organizational officers are in order brand awareness(recognition, discrimination) and brand loyalty(identification, ease of memory, meaning diffusion, the reaction of customer needs), brand salience, brand knowledge and brand innovation. The result of Importance-Performance analysis are as follows. We can see that Brand loyalty have Quadrant I meaning good management implementation. Brand Knowledge have Quadrant II meaning concentrate improving. Brand Uniqueness have Quadrant III meaning improving. And Recognition, familiarity and salience have Quadrant IV meaning low relative importance and high performance. The Quadrant IV consider the cost and benefit of brand management.

• Korean Journal of Human Ecology
• /
• v.18 no.2
• /
• pp.523-534
• /
• 2009

The purposes of this study were to identify brand equity factors influencing on brand preference and to investigate the effects of preference, price acceptability, distribution proximity, and appropriateness on brand performance of domestic and imported cosmetics brands. A total of 300 women aged between 20 and 49 years were surveyed on two domestic brands and two imported brands that were well-known to consumers during the month of September, 2006, in Seoul, Daejeon, Gyeonggi-do, and Chungcheong-do. The data were analyzed with factorial analysis, multiple regression analysis, ANOVA, Cronbach's ${\alpha}$, etc., using the SPSS 12.0. The result of the study included: 1) Four factors of brand equity were identified: brand image, social reputation, quality, and brand awareness. 2) Brand image, quality, appropriateness, and brand performance of the domestic brands were higher than those of the imported brands. But brand awareness of the imported brands was higher than that of the domestic brands. 3) Brand preference of the domestic brands was affected by social reputation, quality, brand image, and brand awareness in order of significance. And brand performance of the domestic brands was affected by brand preference, appropriateness, price acceptability and distribution proximity in order of significance. 4) Brand preference of the imported brands was affected by brand image, social reputation, brand awareness, and quality in order of significance. And brand performance of the imported brands was affected by appropriateness, price acceptability, brand preference, and distribution proximity in order of significance.

• Korean Journal of Human Ecology
• /
• v.15 no.6
• /
• pp.1025-1035
• /
• 2006

Brand Relationship Quality(BRQ) reflects the intensity and viability of the enduring association between a consumer and a brand so it is assumed to be the indicator which can affect brand performance such as brand satisfaction, brand attitude, and brand loyalty. The purpose of this study is to analyze the structural equation model showing the path between BRQ and brand performance. The subjects were women in their 20s to 40s living in Seoul and other metropolitan areas. 482 copies of questionnaire were analyzed by reliability, Pearson's correlation analysis, confirmatory factor analysis using SPSS 11.0 Package and AMOS 5.0 Package. The results showed that BRQ had positive influence on the brand performance-brand satisfaction, brand attitude, brand loyalty. As for the total effect about brand loyalty, BRQ was the most influential variable compared with other variables- brand satisfaction, brand attitude. The indirect impact of BRQ on brand loyalty is bigger than the direct impact of BRQ and brand satisfaction emerged as the important intermediate variable between BRQ and brand loyalty. Therefore, effective marketing strategy can be accomplished according to differential impact of the BRQ facets to induce consumer's satisfaction, which can lead to brand loyalty.

• The Journal of Economics, Marketing and Management
• /
• v.9 no.1
• /
• pp.41-50
• /
• 2021

Purpose: In general, when a company wants to build a brand, its brand managers research the market and industry trends and then make decisions regarding the brand architecture and brand positioning development. This study was conducted not only in the service industry but also in manufacturing, finance, public institutions, and a variety of other business institutions. This led to a statistically significant difference between the status of external mobile branding for each business sector, and brand commitment and performance. Research Design, Data and Methodology: External mobile brand communication activities influence on employees' brand commitment. External mobile brand communication has a greater impact on employee brand commitment than any other factors. Result: Among the three external mobile branding activity variables, the external mobile brand communication variables have the greatest impact on employee brand performance. This supports the arguments proposed by that external mobile brand communication has a greater impact on employee brand commitment than any other factors. Conclusion: As a result, public institutions, such as ordinary businesses, need to recognize that external branding activities that enhance employee brand performance should be a key management activity. In contrast, financial institutions have the highest leadership activities and employee brand commitment.

• Asia Marketing Journal
• /
• v.14 no.4
• /
• pp.117-142
• /
• 2013

Brand orientation is a relatively new paradigm in marketing which was first introduced in the 1990s. Since then, an accumulating body of research has addressed the strategic importance of brand orientation. Although there is a growing body of literature on brand orientation, there have been no empirical studies examining the mediation effect of brand orientation on market orientation-performance relationship to date. Moreover, most studies on brand orientation have been carried out in the context of large enterprises. Hence, the aim of this research is to extend the literature and address market orientation, brand orientation, and firm performance against the backdrop of Korean SMEs. The authors empirically investigate the impact of market/brand orientation on organizational performance and the mediating role of brand orientation. They utilize 178 usable responses to test the four research hypotheses. The hypothesized model predicts that there is a positive association among market orientation, brand orientation, and firm performance. It is also expected that brand orientation mediates the relationship between market orientation and organizational performance. The statistical results based on PLS analysis confirm our prediction among the constructs in the research model. The empirical evidence provides significant theoretical and managerial implications for brand orientation among SMEs. The first theoretical implication is that we provide empirical evidence regarding the important role of brand orientation in explaining the multi-trait perspectives of strategic orientation. The second theoretical implication is that the concept of brand orientation can be empirically validated in the context of SMEs. In terms of managerial implications, managers of SMEs should attempt to build a brand-oriented corporate culture or mindset that places brand values and brand norms as the top priority among their company's tasks. In addition, managers should recognize that brand orientation is critical for SMEs as well as large enterprises. In the last section, the authors address limitations of the study and provide directions for further research.

• The Journal of the Korea Contents Association
• /
• v.16 no.5
• /
• pp.686-697
• /
• 2016

The present research investigates the reciprocal effects of a previous brand extension and follower brand extension's market performance on a parent brand of a follower brand's extension product using 2(previous brand extension's market performance: success vs. failure)${\times}$2(follower brand extension's market performance: success vs. failure) between-subjects factorial design. The verification of the hypothesis is composed through 2-way ANOVA. As a result, the consumers' evaluation of the parent brand of a follower brand's extension product when the follower brand's extension succeed was more positive when the previous brand's extension has failed. However, when the follower brand's extension has failed, the consumers' evaluation of the parent brand of a follower brand's extension product was more negative when the previous brand's extension has succeeded.

• Journal of the Korean Society of Food Culture
• /
• v.29 no.6
• /
• pp.593-598
• /
• 2014

Brands play a critical role as a core asset and the primary driver for corporate growth because of their power of identity and influence on customers' perceptions in restaurant industry. However, in spite of diverse and dynamically changing recent brand portfolio strategies of restaurants, a study on the effect of brand diversification on financial performance has been rarely conducted in the restaurant industry context. Considering competing viewpoints regarding diversification's influence on financial performance, the purpose of this study is, therefore, to examine the effect of brand diversification on firm performance of restaurants. The results indicated that brand diversification is positive effect to profitability. Brand diversification seems to be attractive and might be a reasonable growth strategy to expand market power by satisfying diverse consumer needs. Therefore, restaurant managers should be consider in implementing brand diversification strategy especially in dynamically changing trend of brand diversification in the current restaurant industry.

• Journal of Global Scholars of Marketing Science
• /
• v.15 no.2
• /
• pp.71-97
• /
• 2005

Previous studies on brand performance have extensively investigated the topics of how marketing activities influence brand awareness and image only from a perspective of consumers and of how much brand awareness or image is related to brand performances. This study, unlike previous ones, proposes a theoretical framework and analyzes empirical data from a perspective of firms. We extend previous work by considering the mediating effects of brand management system and marketing mix activities on the relation between market orientation and brand performance, Furthermore, this study examines the relationships between market orientation and brand performance using a data set of marketing or brand managers in 1000 firms. The results show that firms possessing higher levels of brand management system, marketing mix, market orientation exhibit superior brand performance. Besides, brand management system and marketing mix play a mediating role between market orientation and brand performance. This study also offers some practical implications and future research questions based on the current findings.

• Asia Marketing Journal
• /
• v.16 no.1
• /
• 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."