• Journal of Distribution Science
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• v.10 no.2
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• pp.29-41
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• 2012

This paper undertakes a conceptual review of transaction cost to broaden the understanding of the transaction cost analysis (TCA) approach. More than 40 years have passed since Coase's fundamental insight that transaction, coordination, and contracting costs must be considered explicitly in explaining the extent of vertical integration. Coase (1937) forced economists to identify previously neglected constraints on the trading process to foster efficient intrafirm, rather than interfirm, transactions. The transaction cost approach to economic organization study regards transactions as the basic units of analysis and holds that understanding transaction cost economy is central to organizational study. The approach applies to determining efficient boundaries, as between firms and markets, and to internal transaction organization, including employment relations design. TCA, developed principally by Oliver Williamson (1975,1979,1981a) blends institutional economics, organizational theory, and contract law. Further progress in transaction costs research awaits the identification of critical dimensions in which transaction costs differ and an examination of the economizing properties of alternative institutional modes for organizing transactions. The crucial investment distinction is: To what degree are transaction-specific (non-marketable) expenses incurred? Unspecialized items pose few hazards, since buyers can turn toalternative sources, and suppliers can sell output intended for one order to other buyers. Non-marketability problems arise when specific parties' identities have important cost-bearing consequences. Transactions of this kind are labeled idiosyncratic. The summarized results of the review are as follows. First, firms' distribution decisions often prompt examination of the make-or-buy question: Should a marketing activity be performed within the organization by company employees or contracted to an external agent? Second, manufacturers introducing an industrial product to a foreign market face a difficult decision. Should the product be marketed primarily by captive agents (the company sales force and distribution division) or independent intermediaries (outside sales agents and distribution)? Third, the authors develop a theoretical extension to the basic transaction cost model by combining insights from various theories with the TCA approach. Fourth, other such extensions are likely required for the general model to be applied to different channel situations. It is naive to assume the basic model appliesacross markedly different channel contexts without modifications and extensions. Although this study contributes to scholastic research, it is limited by several factors. First, the theoretical perspective of TCA has attracted considerable recent interest in the area of marketing channels. The analysis aims to match the properties of efficient governance structures with the attributes of the transaction. Second, empirical evidence about TCA's basic propositions is sketchy. Apart from Anderson's (1985) study of the vertical integration of the selling function and John's (1984) study of opportunism by franchised dealers, virtually no marketing studies involving the constructs implicated in the analysis have been reported. We hope, therefore, that further research will clarify distinctions between the different aspects of specific assets. Another important line of future research is the integration of efficiency-oriented TCA with organizational approaches that emphasize specific assets' conceptual definition and industry structure. Finally, research of transaction costs, uncertainty, opportunism, and switching costs is critical to future study.

• Journal of Distribution Science
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• v.9 no.1
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• pp.17-27
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• 2011

As the world becomes more globalized, business competition becomes fiercer, while consumers' needs for less expensive quality products are on the increase. Business operations make an effort to secure a competitive edge in costs and services, and the logistics industry, that is, the industry operating the storing and transporting of goods, once thought to be an expense, begins to be considered as the third cash cow, a source of new income. Logistics centers are central to storage, loading and unloading of deliveries, packaging operations, and dispensing goods' information. As hubs for various deliveries, they also serve as a core infrastructure to smoothly coordinate manufacturing and selling, using varied information and operation systems. Logistics centers are increasingly on the rise as centers of business supply activities, growing beyond their previous role of primarily storing goods. They are no longer just facilities; they have become logistics strongholds that encompass various features from demand forecast to the regulation of supply, manufacturing, and sales by realizing SCM, taking into account marketability and the operation of service and products. However, despite these changes in logistics operations, some centers have been unable to shed their past roles as warehouses. For the continuous development of logistics centers, various measures would be needed, including a revision of current supporting policies, formulating effective management plans, and establishing systematic standards for founding, managing, and controlling logistics centers. To this end, the research explored previous studies on the use and effectiveness of logistics centers. From a theoretical perspective, an evaluation of the overall introduction, purposes, and transitions in the use of logistics centers found issues to ponder and suggested measures to promote and further advance logistics centers. First, a fact-finding survey to establish demand forecast and standardization is needed. As logistics newspapers predicted that after 2012 supply would exceed demand, causing rents to fall, the business environment for logistics centers has faltered. However, since there is a shortage of fact-finding surveys regarding actual demand for domestic logistic centers, it is hard to predict what the future holds for this industry. Accordingly, the first priority should be to get to the essence of the current market situation by conducting accurate domestic and international fact-finding surveys. Based on those, management and evaluation indicators should be developed to build the foundation for the consistent advancement of logistics centers. Second, many policies for logistics centers should be revised or developed. Above all, a guideline for fair trade between a shipper and a commercial logistics center should be enacted. Since there are no standards for fair trade between them, rampant unfair trades according to market practices have brought chaos to market orders, and now the logistics industry is confronting its own difficulties. Therefore, unfair trade cases that currently plague logistics centers should be gathered by the industry and fair trade guidelines should be established and implemented. In addition, restrictive employment regulations for foreign workers should be eased, and logistics centers should be charged industry rates for the use of electricity. Third, various measures should be taken to improve the management environment. First, we need to find out how to activate value-added logistics. Because the traditional purpose of logistics centers was storage and loading/unloading of goods, their profitability had a limit, and the need arose to find a new angle to create a value added service. Logistic centers have been perceived as support for a company's storage, manufacturing, and sales needs, not as creators of profits. The center's role in the company's economics has been lowering costs. However, as the logistics' management environment spiraled, along with its storage purpose, developing a new feature of profit creation should be a desirable goal, and to achieve that, value added logistics should be promoted. Logistics centers can also be improved through cost estimation. In the meantime, they have achieved some strides in facility development but have still fallen behind in others, particularly in management functioning. Lax management has been rampant because the industry has not developed a concept of cost estimation. The centers have since made an effort toward unification, standardization, and informatization while realizing cost reductions by establishing systems for effective management, but it has been hard to produce profits. Thus, there is an urgent need to estimate costs by determining a basic cost range for each division of work at logistics centers. This undertaking can be the first step to improving the ineffective aspects of how they operate. Ongoing research and constant efforts have been made to improve the level of effectiveness in the manufacturing industry, but studies on resource management in logistics centers are hardly enough. Thus, a plan to calculate the optimal level of resources necessary to operate a logistics center should be developed and implemented in management behavior, for example, by standardizing the hours of operation. If logistics centers, shippers, related trade groups, academic figures, and other experts could launch a committee to work with the government and maintain an ongoing relationship, the constraint and cooperation among members would help lead to coherent development plans for logistics centers. If the government continues its efforts to provide financial support, nurture professional workers, and maintain safety management, we can anticipate the continuous advancement of logistics centers.

• Journal of Bio-Environment Control
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• v.30 no.1
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• pp.77-84
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• 2021

This study attempted to find a way to maintain the quality of mixing baby wild leaf vegetables with existing baby leaf vegetables in various ratios. The crops for mixing baby leaf vegetables were Peucedanum japoincum Thunberg and Ligularia stenocephala, as wild vegetables, and red romaine, which is widely used in young leafy vegetables. The mixing ratio of red romaine and wild vegetables was red romaine 0: mantilla oil 5: L. stenocephala ratio 5 (R0: P5: L5), red romaine 3.3: P. japoincum 3.3: L. stenocephala ratio 3.3 (R3.3: P3.3: L3.3), red romaine 5: P. japoincum 2.5: L. stenocephala 2.5 (R5: P2.5: L2.5), red romaine 8: P. japoincum 1: L. stenocephala 1 (R8: P1: L1), red romaine 10: P. japoincum 0: L. stenocephala 0 (R10: P0: L0). All treatments were packaged in OTR (oxygen transmittance) 10,000 cc m-2·day-1·atm-1 film and stored for 27 days at 2℃/85% RH conditions. Fresh weight, carbon dioxide, oxygen, and ethylene concentrations of the baby leaf packages were examined approximately every 3 days, and visual quality, chlorophyll content, and chromaticity were examined on the 27th day of storage. The oxygen and carbon dioxide concentration in the packages were affected by the respiration rate of the crop. As the mixing ratio of lettuce, which had a low respiration rate, increased, the oxygen concentration in the packages was higher and the carbon dioxide concentration was lower. Oxygen concentration decreased significantly after 15 days, but was remained above 16%, and on the contrary, carbon dioxide concentration was kept at 1-4% until the 15th, and then gradually increased to 2-5% on the 27th day. The concentration of ethylene was maintained at 3-6 µL·L-1 until the end of storage (27th day). Visual quality score measured at the end of storage was slightly less than 3.0, which is the limit of marketability of all treatments. Although there was no significant difference, the chlorophyll content (SPAD) of red romaine and P. japoincum were most similar with an initial value in R8:P1:1 treatment, and L. stenocephala was higher value in R8:P1:L1 and R5:P2.5:L2.5 treatments at the end of storage. The leaf color (L∗, a∗, b∗, chroma) of the three crops at end of storage compared with the heat map showed the least change in the R5:P2.5:L2.5 and R8:P1:L1 treatments at the end of storage. Among them, R8:P1:L1 treatment maintained the highest chlorophyll content, the second lowest ethylene concentration, and adequate carbon dioxide concentration of 2-3%. Therefore, it is judged that the mixed ratio of red romaine 8: P. japoincum 1: L. stenocephala 1 (R8: P1: L1) is most suitable for the mixed package of baby leaf vegetables of these three crops.

• Asia Marketing Journal
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• v.13 no.2
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• pp.99-130
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• 2011

In recent years, a new way of differentiating product design has emerged -better known as 'masterpiece marketing,' this is a strategy where famous art pieces are borrowed on to product designs. Because the recent trends of well-being and LOHAS have encouraged the consumers' desires to enjoy culture and live a more opulent lifestyle, famous and notable paintings have grown to be more of "approachable masterpieces" to the public. As a strategy intended to develop a new consumerism, while still prioritizing customers' values and their satisfaction, companies have been drawn to this new type of marketing. The current consumption society has converted renowned art pieces from simply works of 'high culture' to a further way of marketing, aimed to differentiate products and dominate the market. Though many products have had masterpieces applied to their designs and have been noticed for their marketability, there has been less systematic research done on the scientific background behind this marketing approach. This research focused on the art pieces' fundamental nature of inducing emotions in the viewer, and hypothesized about how the evaluation of a product may be influenced by the affect provoked by the art piece used. To be more specific, if art pieces with different levels of pleasure and arousal -the two axis of emotion suggested by existing research on emotion -were used on each product, the goal was to see how the different levels influenced the consumer's assessment of the products, focusing on product's type as well as the evaluation of their attributes. First, a pretest was done to verify the relationship between the emotion provoked by the art piece and the consumer's preference. There were two types of surveys, each with five drawings from the ten that were assumed to differ in levels of the two axis of emotion. The survey was composed of questions asking for positive emotion, negative emotion, level of arousal, and preference. The correlation between the measurements of positive and negative emotions was -0.792, so an integrated entry was used in the analysis by subtracting the measurement of negative emotions from that of positive emotions. The first hypothesis that paintings that provoke positive emotions will be more preferred than paintings that bring out negative emotions was supported; and through this research, paintings that were to be used for the products were selected. The second pretest was conducted to settle on an item that would be used in the research. Items meant to measure utilitarian and hedonic attributes of milk and chocolate, the two products to be used in the research, were extracted. Because milk is a utilitarian product with strong practical attributes while chocolate is a hedonic product with strong hedonic attributes, these two were selected to be used in this research. The first study was executed to see if there is a difference in attitude about products that have different painting on their designs, which either induces positive or negative emotions. It was also to verify whether this difference in attitude was mediated by the viewer's preference for the art piece. This study showed that when positive emotion inducing painting was used, the product was better evaluated compared to the product with a painting that provokes a negative emotion, thus supporting the second hypothesis. It was also supported that the effect of affect on product evaluation was mediated by preference for the art piece. The second study was done to see the influence of the level of arousal on the evaluation of the product's attributes. Art pieces that differ in the level of arousal were selected through the pretest, and later it verified the hypothesis that the level of arousal has an effect on the assessment of the attributes of the product. In the case of milk, a utilitarian product, the fourth hypothesis that a high-arousal painting will better evaluated for its hedonic attributes was supported, as well as the fifth, which hypothesized that a low-arousal painting will receive a higher assessment for its utilitarian attributes. However, for chocolate, a hedonic product, both fourth and fifth hypotheses were not supported. This study is significant for the following basis: first, it verified the importance of the emotion induced by the painting on the evaluation of the product's attributes, by applying a systematic and scientific method. Second, it expanded from the existing research on positive/negative emotions to confirm the additional influence of the state of arousal on product evaluation.