• Journal of Korea Society of Digital Industry and Information Management
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• v.10 no.2
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• pp.143-156
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• 2014

Comprehensive programming channels are based on recognition of the parent company, their parent newspaper has increased brand awareness. In this paper, the comprehensive channels to look at the structure of the channel brand architecture, a certain brand of newspapers and comprehensive channels have a effect on the formation of the image of the channel according to the future of the brand extension strategy for MPP. Referring to the brand architecture, which reveals the structural system of the brand, it is argued that TV Chosun and MBN take the integrated corporate brand strategy, while JTBC tries to mix and balance the brands of the parent corporation and its own independent one. Exceptionally, Channel A doesn't take a name of its parent corporation 'Dong-A'. It is argued that the comprehensive programming channels utilize and take the parent corporate brand, mixed brand, and independent brand in accordance with circumstances of their own parent corporates. Their parent brand of comprehensive channels give viewers a positive image and awareness of comprehensive channel brand. while building its own channel images, TV Chosun and Channel A Conservative extension of a certain brand marketers to be bound by the channel's image. Brand extension of comprehensive channels is to have the strength of their entry into the genre that is most likely higher.

• The Journal of the Korea Contents Association
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• v.14 no.2
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• pp.161-171
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• 2014

This research aims to analyze the characteristics of the channel brand components, identities in accordance with the organizational strategies of the programmes, and brand structures of the comprehensive programming channels. The channels promote themselves mobilizing a variety of channel brand components and, ecxept Channel A, JTBC, TV Chosun, and MBN coined its names which are reminiscent of their parents corporations. The organizational strategies of the programmes are related with the channel identities. TV Chosun, for instance, branded themselves as 'conservative advocate' while focusing on news programs, and Channel A also takes conservative bias strategy focusing on the news programmes, especially after the 2012 presidential election. JTBC, however, organizes drama and entertainment programmes intensively being equivalent to that of terrestrial broadcasting programmes, and MBN positioned neutral and center with the news and cultural programmes. Referring to the brand architecture, which reveals the structural system of the brand, it is argued that TV Chosun and MBN take the integrated corporate brand strategy, while JTBC tries to mix and balance the brands of the parent corporation and its own independent one. Channel A, exceptionally, doesn't take a name of its parent corporation 'Dong-A'. In conclusion, it is argued that the comprehensive programming channels utilize and take the parent corporate brand, mixed brand, and independent brand in accordance with the brand power and circumstances of their own parent corporates.

• Asia Marketing Journal
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• v.15 no.1
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• pp.23-42
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• 2013

To overcome the profitability challenge these days, many global banks are increasingly focusing on cost efficiency through more efficient banking processes, such as online and mobile banking, whereas a number of other banks choose to differentiate their services for retaining and attracting the most valuable customer segment (Deloitte, 2011). While global banks in the retail banking industry are adopting either of these two business models as a strategic choice for their long-term growth, KB Kookmin Bank, one of the leading retail banks in South Korea, has begun to operate 'KB Rockstar' as a strategic channel, particularly designed to target college students in the youth market. The new marketing strategy has resulted in a positive impact on its brand image in customers' perception as well as a drastic increase in the number of youth customers. In this study, we analyze the case of 'KB Rockstar' and summarize the key factors for its success from a marketing perspective. First, 'KB Rockstar' is not simply a good channel strategy, but an innovative marketing strategy that aligns place, product and promotion together in order to create a synergy effect, resulting in the successful implementation of the bank's targeting strategy. Second, the strategy effectively establishes 'KB Rockstar' as a brand targeted to youth customers while also competently strengthening the image of the corporate brand, KB Kookmin Bank. The skillful implementation of organically combined marketing mix strategies has enabled the successful launch of the bank's sub-brand. Third, the strategy considers a retail bank branch as not only the place that makes sales transactions in order to generate short-term profits, but also the place that builds a long-term relationship with customers in order to maximize their lifetime values in the long run.

• Journal of the Korean Society of Clothing and Textiles
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• v.31 no.4 s.163
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• pp.519-530
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• 2007

This study is an exploratory research on the brand architecture of Korean apparel enterprises and the differentiation strategy among in-house competing brands. For data analysis, secondary data was used. 20 apparel enterprises were used as the subjects. The results are as following. First, as a result of brand architecture composition, apparel enterprises used the strategy that initially paved the way launching several brands in a specific item category and after that diversified to other categories. Most enterprises used the multi-brand strategy operating plural brands in a same zoning. The terms for launching succeeding brands were about $1{\sim}5$ years. Second, as a result of analysing the cases which several brands competes within a same zoning, all the posterior brands had some differences from the prior ones. The most frequent differentiation factor was price. Concept, target age, and distribution channel followed. The order of the factors was somewhat different among the item categories. The differentiation strategy among in-house competing brands meant that the enterprises manage plural brands in a same zoning for the growth of whole market share instead of the direct competition among in-house brands. The results of this study can suggest a growth direction to the enterprises planning to launch new brands.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.83-95
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• 2007

We are motivated by how offline and online firms compete. The Internet made many conventional offline firms build a dynamic online business as another sales channel using their advantages such as brand equity, an existing customer base with comprehensive purchasing data, integrated marketing, economies of scale, and longtime experience with the logistics of order fulfillment and customer service. Even though the hybrid selling using both offline and online channel seems to have advantages over a pure online retailer, all the conventional offline firms are not seen to create an online business. Many conventional offline firms began to launch online business since the Internet era, however, just being online business is not likely to guarantee success. According to Bizate.com's report whether the hybrid channel strategy is successful is still under investigation. For example, consider the classic case of Barnes and Noble versus Amazon.com, Barnes and Noble was already the largest chain of bookstores in the U,S., when Amazon.com was established in 1995, BarnesandNoble.com followed suit in 1997, After suffering losses in its initial years, Amazon finally turned profitable in 2003. In 2004, Amazon's net income was $588 million on revenues of $6.92 billion, while Barnes and Noble earned $143 million on revenues of $4.87 billion, which included BarnesandNoble.com's loss of $21 million on revenues of $420 million. While these examples serve to motivate our thinking, it does not explain when offline firms should venture online. It also does not provide an analytical framework that can generalized to other competitive online-offline situations. We attempt to do this in this paper and analyze a hybrid channel model where a conventional offline firm competes against online firms using its own direct online channels. We are particularly interested in an optimal channel strategy when a conventional offline firm sells its products through its own direct online channel to compete with other rival online firms. We consider two situations where its direct online channel and other online firms are symmetric and asymmetric in the brand effect. The analysis of this paper presents several findings. In the symmetric model where a hybrid firm's online channel is not differentiated from a pure online firm, (i) a conventional offline firm will not launch its online business. In the asymmetric model where a hybrid firm's online channel is differentiated from a pure online firm, (ii) a conventional offline firm can launch its online business if its brand effect is greater than a certain threshold. (iii) there is a positive relationship between its brand effect and online customer costs showing that a conventional offline firm needs more brand effect in order to launch online business as online customer costs decrease. (iv) there is a negative relationship between its brand effect and the number of customers with access to the Internet showing that a conventional offline firm tends to launch its online business when customers with access to the Internet increases.

• Journal of Service Research and Studies
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• v.8 no.3
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• pp.97-114
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• 2018

This study was intended to empirically examine the influence that the omni-channel brand experience would have on omni-channel brand relationship formation and achievements. All hypotheses were adopted, except for 1 hypothesis(Hypothesis 5), among 12 hypotheses. Specific results were as below: First, omni-channel brand experience had a positive(+) influence on brand trust(Hypothesis 1), brand identification(Hypothesis 2), and consumer-brand relationship(Hypothesis 3) as a whole. The brand trust had a positive(+) influence on brand identification(Hypothesis 4), but did not have statistically significant influence on consumer-brand relationship(Hypothesis 5). Meanwhile, brand identification had a positive(+) influence on consumer-brand relationship(Hypothesis 6). Second, consumer-brand relationship had a positive(+) influence on re-purchase intention(Hypothesis 7), word-of-mouth intention(Hypothesis 8), and brand extension acceptability(Hypothesis 9) as a whole. Finally, omni-channel brand showed the following relationship with and achievements. re-purchase intention had a positive(+) influence on both word-of-mouth intention(Hypothesis 10) and brand extension acceptability(Hypothesis 11) while word-of-mouth intention had a positive(+) influence on brand extension acceptability. The results of this study may provide theoretical and practical implications for marketing managers' understanding and strategy planning in connection with consumer experience and relationship formation promoted recently by omni-channel brands of distribution companies.

• International Commerce and Information Review
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• v.10 no.2
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• pp.235-261
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• 2008

The purpose of the study is to test differences in consumers' satisfactions on products' competitiveness by domestic distribution channels of foreign clothing brands. Domestic distribution channels of foreign clothing brand consist of 5 channels as multi channel strategy. And product's competitiveness consists of prices, qualities, brand image and services. The results from the research show that there are differences in satisfaction by distribution channels. And they imply that distribution channel strategy is used with 5 channels in Korea, which are emphasized with different products' competitiveness. The contribution of the study is to analyze differences in consumer's satisfaction by 5 channels with data from consumer's perspectives, not firms' viewpoints.

• Journal of Distribution Science
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• v.9 no.2
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• pp.31-36
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• 2011

I conducted empirical analyses of what happens when an offline channel expands to an online channel and whether the pre-existing offline channel's competitive assets (e.g. brand reputation and level of service satisfaction) can be linked to online channel preference. I found that an offline channel's brand reputation and level of service satisfaction can have a direct influence on offline channel preference and a second-hand influence on online channel preference. Thus, if the competitiveness of the online channel is strong enough and its customers have a higher preference for the offline channel, they will be committed and loyal to the company. The resultant enhanced competitiveness of the offline channel will present opportunities for both present and future success. The main results are the following. First, the management of the distribution channel service quality is more important than that of the brand reputation. Customers' experiences of service and subjective evaluations are not important only as the leading factors in the long-term brand reputation management but also as influential factors in channel preference. SoThus, given that the service quality of the pre-existing channel is not the customers' main concern, a strategy of improving the level of service satisfaction aimed at present customers is more valuable than a wide brand positioning strategy aimed at general and new customers. Second, when an offline channel company establishes an internet shopping mall on an online channel, it is highly likely that the preference and subjective evaluation of the present customers will influence the online channel. This applies not only to the special case of an expansion from an offline intermediary channel to an online one, but also to an online channel acting as an expansion of the business model of a conventional manufacturing or service company: both cases are vertical integrations of marketing channels in an expansion of the distribution channel. My theory applies to a wide range of contexts. Third and finally, any business strategy can grasp the meaning of 'channel expansion. Fundamentally, it is an expansion of the sales activity channel and marketing activity. However, it is also a way of enhancing marketing and sales competitiveness through an expansion to an online or offline channel. The expansion of an offline company to an online channel could be seen not as improvement but as an innovation of the business process by which two goals are achieved with one technique. The former is expected to increase the sales of the offline company, and the latter is also expected to increase sales while also contributing to cost reduction.

• Journal of the Korean Society of Costume
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• v.67 no.1
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• pp.40-55
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• 2017

The current new distribution environment provides the consumers to shop at anytime and any places by using mobile appliances. So, the companies which run the offline-store increase the contact point with the consumer by launching not only online-store but also the mobile application (app). Moreover, they are trying to operate the Omni-channel shopping environment. In order for this research to draw the direction of 'the Omni-Channel Strategy', which is about the changed distribution environment of the domestic fashion enterprise, the following steps were performed. First of all, the term related to 'Omni-Channel' is defined. And then, Example of the 'Omni-Channel' strategy and 'O2O' business in the domestic distributior were researched. Lastly, present condition of the 'Omni-Channel' strategy case of the domestic fashion industry was researched. At the result, the online-stores usually have several brands which can not represent their identities. It is suggested that each online-store according to each brand has their own characteristic identity. And The Omni-Channel strategy of the domestic fashion enterprise that is needed the connection point connecting the on-line and off-line. It is able to allure the customer to the off-line-store.

• Journal of Distribution Science
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• v.16 no.2
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• pp.47-51
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• 2018

Purpose - Typically, retailers will want PB(Private Brand) products to expand to the needs of low-PB loyal customers as well as existing PB(Private Brand) loyal customers. Therefore, a strategy of minimizing the share of the manufacturer brand in the distributor can be considered as a way to maximize the profit of the distributor. Research design, data, and methodology - In the previous study, the researches about the rivalry and conflict between the NB(National Brand) products and the PB products were mainly made. Previous studies did not model inter-national brand-level competition and inter-store competition. In addition, they have focused only on distributors' decisions from the manufacturer's perspective, and assume channel members have the same level of members(Choi, 1996). Results - This paper tries to apply the game theory to researches on how retailers can maximize the benefits of distributing NB(National Brand) products and PB(Private Brand) products, while distributors can also take advantage of their profits. Conclusions - It was found that providing cheap PBs did not help manufacturers and distributors. Distributors and manufacturers' profits were determined by consumers who purchased NB products that were higher in price and higher in perceived quality before providing existing PB products to consumers.