• The Korean Journal of Coaching Psychology
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• v.5 no.2
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• pp.25-51
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• 2021

The purpose of this study is to deeply explore the communication process with team members perceived by team leader. To this end, in-depth interviews were conducted with 10 team leaders, and analyzed according to the grounded theory research method procedure suggested by Strauss and Corbin. As a results, a total of 51 concepts, 17 subcategories, and 8 categories were derived. As a causal condition, the concept of 'contemplating and reinterpreting communication necessary for the organization' was derived, and the central phenomenon was 'intentional effort made in parallel with work and private conversations'. The contextual condition was 'recognizing the need to cope with environmental changes', and the mediating condition was 'self-reflection and self-coaching time' was derived. The action/interaction strategy was conceptualized as a communication process with task-oriented coping, conflict resolution coping, and relationship promotion coping, and was confirmed as 'recognizing virtuous cycle communication within the organization' as a result of interaction with the central phenomenon. As a result of analysis of the team leader's communication process, the effort stage, approach stage, coping stage, and cycle stage were shown. As a result of the type analysis, task-oriented coping was a facilitator, conflict resolution coping was a supporter, and relationship promotion coping was a considerate. This study is an empirical study on how the corporate team leader perceives and expresses communication in the relationship with the team members.

• Environmental and Resource Economics Review
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• v.31 no.4
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• pp.801-824
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• 2022

Recently, United Nations found that 38% of global carbon emissions are generated in the building sector, surpassing other industries (32%) and transportation (23%), and ESG is actively used as a way to reduce carbon emissions in the building sector, led by overseas advanced countries. In Korea, as the National Pension Service announced "Consider ESG with more than 50% of investment assets" this year, the move to introduce ESG in the building sector is accelerating, centering on construction companies and asset management companies. However, as the domestic ESG evaluation system is still mainly focused on corporate governance and social responsibility, interest in the environmental sector is lagging behind that of advanced countries. As ESG in the building sector is expected to grow rapidly over the next 10 years, I would like to suggest the following development directions. The first is the expansion of the incentive system. In order for the government to successfully implement policies related to ESG in the building sector, incentive system such as tax reduction and building standards should be expanded further than now in addition to negative systems such as rent restrictions and punishment taxes due to regulatory violations. Second, standardized ESG standards are established. Rather than creating an independent Korean ESG standard that is far from global standards, it is necessary to organize the common parts of global standards and evaluation methods and create and provide guidelines in the form of standard textbooks that can be used equally by all stakeholders. Third, it is an effort to link ESG in the building sector with Digital Transformation(DX). This is because actual energy savings and carbon emission reduction can be realized only when the operation method of the building sector, which is operated mainly by manpower, is digitalized and converted to an intelligent way.

• Korea Trade Review
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• v.41 no.5
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• pp.235-254
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• 2016

Recently, enterprise information management activities have been applied to promote electronic trade, while changing the paradigm of cross-border trade and overall trade business processes. L/C, which facilitates payment from the trade transaction in a company, has been able to eliminate the high cost and inefficient element of the trade process by utilizing the electronic letter of credit (e-L/C). This study examines the influential relationship among the e-trade utilizing factor (such as the perceived ease of use and the volition of CEO), the e-L/C and corporate performance, and the study aimed to verify the moderating effect of customer service level by organizations utilizing e-trade. For the purpose of the research, we conducted a survey implementing the e-L/C and analyzed the 338 data collected. The results of this research are as follows. First, the perceived ease of use and volition of CEO have positive impact on the e-L/C. Second, the e-L/C has positive impact on the business performance. Third, a moderating effect shows on the customer expectation level. The main implication of this study is that the perceived ease of use is to be considered preferentially than the volition of CEO in order to utilize electronic trading, and the volition of CEO shows synergy effect with customer service level by organization utilizing e-trade.

• Asia Marketing Journal
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• v.15 no.3
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• pp.97-115
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• 2013

This paper was motivated by two gaps in the extant literature on brand portfolio planning. First, research has shown that, as the number of products connected to a brand increases, the extended product receives more favorable evaluations. However, this result was obtained by comparing two brands with different number of products while controlling the brands' breadths. Hence one may question if the above result would hold when the brand is narrow as well as broad. Second, the literature has investigated the effect of brand breadth on the perceived fit and evaluations of an extended product within a relatively limited range ("narrow vs. broad") and not considered the case of a "very broad" brand. To address these gaps, we propose two hypotheses: 1) the effects of the number of products associated with a brand on the perceived fit and evaluations of a moderately far brand extension are moderated by the brand's breadth (H1); and 2) the relationship between a brand's breadth and a moderately far extension's perceived fit and evaluations looks like an inverse-U shape (H2). Study 1 was conducted to test H1. Study 1 employed a 2 × 2 within-subjects design in which the first factor was the number of products (small (2) or large (5)), and the second factor was brand breadth (narrow or broad). We measured brand breadth as the perceived similarity among products associated with a brand. Participants provided the perceived fit and evaluations of an extended product. Study 2 was conducted to test H2 as well as to replicate Study 1 in a more general setting and with different products. It employed a 2 × 3 within-subjects design, in which the first factor was the number of products (small (2) or large (5)), and the second factor was brand breadth (narrow, broad, or very broad). The results from two experiments support both hypotheses. This paper contributes to the literature on brand extensions in two ways. First, it broadens our understanding of the effects of product number and brand breadth on extended product evaluations by considering the two factors jointly. Second, we believe this study to be the first to present evidence that brand breadth can exert an inverted U-shape effect on the perceived fit and evaluations of an extended product. The results also offer implications for marketers. First, marketers should heed the finding that adding similar products to a narrow brand does not help the brand's extension launch. Second, the finding that the relationship between brand breadth and extended product evaluations might not be linear provides practical implications. While a narrow brand should not keep launching close extensions, nor should a broad brand continue producing far extensions to broaden its breadth. A firm with a broad corporate or family brand might want to consider introducing a new brand instead of adding dissimilar products under the brand umbrella.

• Asia Marketing Journal
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• v.13 no.4
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• pp.213-226
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• 2012

As the Korean rental car industry turned into a mature stage, the competition level has become stronger than ever. In 2006, AJ Rent a Car declared customer satisfaction management as its vision to make a breakthrough. Through various service innovation efforts, AJ has been successfully offering meaningful and differentiated values to the customers. As results, the complaints rate has decreased, while service quality index has significantly increased. These service quality indicators have led to improved customer satisfaction level which was measured by re-purchase intention and customer satisfaction index, and AJ outran its major competitors in these dimensions of competition. The first key success factor of AJ is its effective service system. AJ manages the VOC, ERP, and CRM system in a well organized manner. AJ's another key success factor is a effective service process, which helps the organization share and respond to customer complaints in an efficient way. Finally, the management communicates the clear vision and strategic direction not only with the customers but also with the entire organization. With these three factors combined, AJ has created the service oriented corporate culture. Based on the culture. AJ has been able to develop a strong and sustainable competitive advantage in customer satisfaction management.

• Korean Journal of Culture and Social Issue
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• v.18 no.1
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• pp.111-125
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• 2012

The total fertility rate of our nation has been in the world's lowest level with constant falling since it reached an all-time low in 1983. The increase in economic participation of women, difficulties to balance work and family life, and traditional gender role and family norms in our society have been blamed for causing low birth rates. In addition, the current economic recession and increased polarization of wealth make it more difficult for working families to balance work and family life, resulting in lowering fertility rates. The Korean government has recently prepared the second five-year basic plan(2011-2015) to deal with low fertility and population ageing. The basic plan aims at providing support for working families in balancing work and family life and helping people ease the burden of marriage, childbirth, and raising their children. The work-family balance policies based on gender equality will do much to increase fertility rates in the future. In this context, this study examined current status and problems of balancing work and family life in our society, the Korean government and corporate policies for work-family balance, and the effects of policies on childbirth. Suggestions for future directions are presented.

• Asia Marketing Journal
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• v.12 no.4
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• pp.183-201
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• 2011

In case of Aju capital, it adopted a strategy to use a single brand not two separate brands after M&A was completed. In order to implement this strategy, it has endeavored to effectively process the work of shifting existing marketing infrastructure of DAEWOO capital, the mergee, spending enough transition time for the brand migration. In the process of merging, Aju capital picked the strategy to use the brand of mergee first, which is the Daewoo Capital brand, and then took a transition time for a while to converge to the single brand of Aju capital. Putting another way, even if the M&A deal was completed back in 2005, it maximized the effect of launching its final brand "Aju capital" by capitalizing on the positive image of "Daewoo" during the transition time and changing its name just in the right moment. In a bid to implement this strategy successfully, it established a cautious but sophisticated brand migration strategy. 1) "Brand bridge" strategy through reinforcing brand power of "Naegeron", which is an individual product brand of Daewoo Capital 2) Establishing a good brand image through reinforcing customer satisfaction 3) It implemented and completed its brand transition initiative by going through the step of Aju Capital brand unification (from Sept 09 to present) Currently, the sales unit of Aju Capital is realizing quality growth through specialization. It's strategy is to construct a systematic sales portfolio in terms of both quality and quantity through product-by-product specialization where the existing practice was selling a variety of products in a single branch. Back in 2009, it opened a branch that specialize in imported cars and expanded its used car business to 6 specialized locations. Besides, the specialized locations for personal loan named "Naegeron" was expanded from 3 to 11 locations. Recently, it is expected that it will inject vigor to retail and corporate financing business alongside with its core business, which is auto financing.

• Asia Marketing Journal
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• v.13 no.3
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• pp.233-248
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• 2011

This case illustrates a story of passionate and innovative new market development by Pulmuone, a fresh food provider in Korea. The company has been successfully developing a new market by introducing a (non-frying) fresh ramen, 'Jayeonun Masitda - The Nature Is Tasty' in the packaged ramen market dominated by fried ones. In this case, a detailed new market development process by Pulmuone will be investigated including; company overview, a new product development process, marketing strategy formulation, marketing mix implementation, market performance, and future directions. Pulmuone has been making efforts to create a new product category by marketing non-frying ramens since 1995, but with a modest success. In 2011, Pulmuone finally succeeded to develop an innovative product, 'Jayeonun Masitda' that brought more health and nutrition conscious consumers' attention in the ramen market. The company intended to change the current competitive structure in the ramen market, i.e., from the strength of taste and the amount of ingredient to fried/non-fried and the freshness of ingredient. By this new positioning, Pulmuone aimed to reshaping the ramen market into competition between healthy and unhealthy ramens. Pulmuone has been successful in developing a new market. Sales revenue of 'Jayeonun Masitda' has been continuously increasing, and customers are found to be highly satisfied with the product resulting in a high repeat purchase rate. The company's successful new market development can be attributed to a faithful new product development process, innovative technology, an appropriate positioning strategy, and consistent marketing communication. In addition, Pulmuone's eco-friendly corporate image and the organization's passion to grow are also important factors for success of this new market development.

• Asia Marketing Journal
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• v.7 no.1
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• pp.21-42
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• 2005

Customer Relationship Management (CRM) is a corporate marketing strategy maintaining and managing customers. And with CRM companies maximize the customer's value through a series of processes of new customer retention, VIP customer retention, customer value increase, potential customer activation, and customers for lifetime by collecting the customer information and taking advantage of it effectively. In particular, as the competitive environment is changing rapidly and getting more intense, maintaining the customer retention through customer churn management becomes more important in order to increase the customer value for maximizing the company's profit and to build up the relationship with customers. For example, the financial industry has managed the customer churn with the concept of customer segmentation. Recently the customer retention and churn management is becoming increasingly important in all business fields as well as financial industry since the companies expect the effect of preventing the customer churn by identifying characteristics of customers. However, despite the increasing interest and importance of the management of the customer churn, not many of studies are systematically executed by analyzing the data of customer churn. In this study we analyze the actual data of CRM activities for the customer retention, specifically the data of TV home-shopping. By doing so, we hope to identify the differences of demographic attributes and transaction specific characteristics in consumer behaviors between the churning customer and the retained customers. In addition, we try to find out the variables which can impact the churning of the customers and to predict the churn rate of individual customer through our proposed model of customer churn. In the end, based on our findings we suggest the possible marketing strategies for TV home-shopping companies.

• Asia Marketing Journal
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• v.9 no.1
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• pp.43-72
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• 2007

The recent development of industrial marketing explains the near absence of research on brand equity in business-to-business markets. With recent change, industrial companies have shifted from a production focus to a customer focus. Industrial brand concept is rapidly developing. The basic purpose of this study is to investigate industrial brand equity affecting the result of business relationship between industrial buyers and suppliers. This research presented a comprehensive constructive model consisting of components of industrial brand equity, and then propose the research model base on prior researches and studies about relationships among components of industrial brand equity. Data were gathered from respondents who work in industrial buying center. For this study, Data were analyzed by SPSS 11.0 and AMOS 5.0. The results of this research analysis were as fallow. Industrial brand loyalty was positively related with perceived value, perceived quality, brand awareness, relationship satisfaction, switching cost, relationship commitment. Also, Industrial corporate performance and purchasing value was positively related with brand loyalty and relationship commitment.