• 지능정보연구
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• 제17권2호
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• pp.97-107
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• 2011

본 논문에서는 2차원 바코드를 이용한 오디오 워터마킹 알고리즘을 제안하였다. 삽입되는 워터마크 정보로는 2차원 바코드인 QR 코드를 변형하여 이용하였다. 2차원 바코드가 1차원 바코드에 비하여 많은 정보를 표현할 수 있고, 코드자체가 에러 보정능력을 내재하고 있는 장점을 이용하여 워터마킹 알고리즘의 견고성을 높였다. 또한 부분적인 워터마크 정보의 손실에 대응하기 위하여 직교코드를 이용하여 삽입대역을 확산했으며, 삽입강도 0.7에서 50dB 이상의 우수한 품질을 확보할 수 있었다.

• 지능정보연구
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• 제19권3호
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• pp.45-55
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• 2013

최근 모바일 디바이스와 휴대기기의 발달로 원격접속이 늘어남에 따라 보안의 중요성도 점차 증가되었다. 그러나 기존 패스워드나 패턴과 같은 보안 프로그램은 지나치게 단순할 뿐 아니라 다른 사용자가 쉽게 취득하여 악용할 수 있다는 단점이 있다. 생체인식을 활용한 보안 시스템은 보안성이 강화 되었지만 위조 및 변조가 가능하기 때문에 완전한 해결책을 제시하지 못한다. 본 논문에서는 이러한 문제점을 해결하기 위해 지문인식과 패스워드를 결합하여 보안성을 향상시킬 수 있는 방안을 연구하였다. 제안한 시스템은 하나의 지문이 아니라 다수의 지문을 이용하는 방법으로, 사용자가 패스워드를 입력할 때 여러 지문 중에서 정확한 지문의 순서를 제공하도록 한다. 오늘날 스마트폰은 패스워드나 패턴, 지문을 이용할 수 있지만 패스워드의 강도가 낮거나 패턴이 쉽게 노출되는 등의 문제가 있다. 반면에 제안한 시스템은 다양한 지문의 이용과 패스워드의 연계, 또는 다른 생체인식 시스템과 연결함으로써 매우 강력한 보안장치가 될 수 있다.

• Asia Marketing Journal
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• 제15권4호
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• pp.131-159
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• 2014

Corporate rebranding has been evident in the qualitative corporate rebranding studies as an imposed organizational change that induces mixed reactions and ambivalent attitudes among consumers. Corporate rebranding for the established and familiar corporate brands leads to more ambivalent attitudes as these companies represent larger targets for disparaging information. Consumers are found to hold both positive and negative reactions toward companies and brands that they are familiar with. Nevertheless, the imposed change assumption and ambivalent attitude, in particular corporate rebranding, have never been widely explored in the quantitative corporate rebranding studies. This paper aims to provide a comprehensive empirical examination of the ambivalence towards rebrandingrebranded brand attitude-purchase intention relationships. The author proposes that corporate rebranding for familiar corporate brands is a double-edged sword that not only raises the expectation for better performance, but also induces conflicted and ambivalent attitudes among consumers. These consumers' ambivalent attitudes are influenced by both the parent brands-related and general attitude factors which further affect their rebranded brand attitude and purchase intention. A total of 156 useable questionnaires were collected from Malaysian working adults; and two established Malaysian airfreight operators were utilized as the focal parent brands. The study found a significant impact of prior parent brand attitudes on ambivalence towards rebranding (ATR). The parent brand attitudes served as anchors in influencing how new information was processed (Mazaheri et al., 2011; Sherif & Hovland, 1961) and closely related to behavioral intention (Prislin & Quellete, 1996). The ambivalent attitudes experienced were higher when individuals held both positive and negative reactions toward the parent brands. Consumers also held higher ambivalent attitudes when they preferred one of the parent brands; while disliked the other brand. The study also found significant relationships between the lead brand and the rebranded brand attitude; and between the partner brands and ATR. The familiar but controversial partner brand contributed significantly to the ambivalent attitudes experienced; while the more established lead brand had significant impact on the rebranded brand attitude. The lead and partner brands, though both familiar, represented different meanings to consumers. The author attributed these results to the prior parent brand attitudes, the skepticism and their general ambivalence toward the corporate rebranding. Both general attitude factors (i.e. skepticism and general ambivalence towards rebranding) were found to have significant positive impacts on ATR. Skeptical individuals questioned the possibility of a successful rebranding (Chang, 2011) and were more careful with their evaluations toward 'too god to be true' or 'made in heaven' pair of companies. The embedded general ambivalent attitudes that people held toward rebranding could be triggered from the associative network by the ambiguous situation (Prislin & Quellete, 1996). In addition, the ambivalent rebranded brand attitude was found to lower down purchase intention, supporting Hanze (2001), Lavine (2001) and van Harreveld et al. (2009)'s studies. Ambivalent individuals were found to prefer delay decision making by choosing around the mid-ranged points in 'willingness to buy' scale. The study provides several marketing implications. Ambivalence management is proven to be important to corporate rebranding to minimize the ambivalent attitudes experienced. This could be done by carefully controlling the parent brands-related and general attitude factors. The high ambivalent individuals are less confident with their own conflicted attitudes and are motivated to get rid of the psychological discomfort caused by these conflicted attitudes (Bell & Esses, 2002; Lau-Gesk, 2005; van Harreveld et al., 2009). They tend to process information more deeply (Jonas et al., 1997; Maio et al., 2000; Wood et al., 1985) and pay more attention to message that provides convincible arguments. Providing strong, favorable and convincible message is hence effective in alleviating consumers' ambivalent attitudes. In addition, brand name heuristic could be utilized because the rebranding strategy sends important signal to consumers about the changes that happen or going to happen. The ambivalent individuals will pay attention to both brand name heuristic and rebranding message in their effort to alleviate the psychological discomfort caused by ambivalent attitudes. The findings also provide insights to Malaysian and airline operators for a better planning and implementation of corporate rebranding exercise.