• The Korean Journal of Franchise Management
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• v.10 no.3
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• pp.7-12
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• 2019

Purpose - This study examines the status of franchises and qualifications for franchising business, examines the franchising qualifications focusing on overseas cases, and suggests policy directions for strengthening the qualifications of franchising business. In order to achieve these purposes, the study reviewed the cases of USA, China, Australia, and United Kingdom franchising business law. Literature Review - According to the Fair Trade Commission, franchise is defined as a transactional relationship in which a franchiser provides certain support and education to franchisees in order to sell their goods and services more effectively. In addition, a franchise is a legally and financially independent business of franchisers and franchisees, and according to the concept of affiliates, it is necessary to define a franchise as a product and service marketing based on close and continuous collaboration. A franchiser can be defined as a company with the ability to develop a franchise system, create sustainable value based on it, and replicate "KNOW-HOW" to sellers. Case Study - This study examined the requirements for establishing a franchiser in the United States, China, Australia, and United Kingdom. In most countries, the requirements of franchisers must be operated for at least one year, which means that education, manual production, and continuity of stores should be checked. Suggestion - Based on Korea's population density and consumption sales index, we propose a screening system that registers through 2 + 1 systems, which require two stores to be operated for more than a year, by dividing Korea's commercial rights into two and a screening system instead of simple registration. In the case of a small franchisors, at least one franchsing retail store must be operated for at least one year, which should be applied to only one brand.

• Korea Trade Review
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• v.41 no.3
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• pp.43-62
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• 2016

As global online business expands, direct overseas sales, where company directly sells products to foreign consumers, has become a new trend. The purpose of this study is to find out the characteristics of B2C Korean online exporters. This study analyzes export companies, 45,267 doing offline business and 205 online, and the two findings drawn from the study are as follows: First, B2C online exporters shipped 4-5 times more products to 10-13 times more countries than offline exporters. It also showed higher rate of export persistency. Second, from using gravity model analysis, it was found that export through online sales removes distance barrier by 60% more than offline. In addition, Free Trade Agreement appears to help boost online overseas sales. This study has significance in that it is the first analysis on B2C online export using actual proof, and it can be differentiated by other researches in terms of identifying the traits of Korean online export.

• Journal of Distribution Research
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• v.12 no.4
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• pp.49-77
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• 2007

The purpose of this study is to examine a relationship between the headquarters and the sales offices of a car manufacturing company by comparing their channel types. It examines how the level of communication and commitment of sales offices on their headquarters differently affects some mediating effects between participation and relationship performance. It also tries to find out what kind of mechanisms are needed in order to improve the relationship. Through the data analysis of a total of 200 sales offices which are directly managed stores and agency stores by a domestic car manufacturing company, the following conclusions were reached: Participation, one of the variables in bureaucratic structuring, influences all dimensions of communication. Also, it has found that communication dimensions influence commitment dimensions differently by the type of channels, and commitment dimensions influence relationship performance by the type of channels. Recently, import car makers are accelerating their moves in the domestic market, and the importance of a customer-oriented retail innovation and a relationship management in an auto manufacturing industry is increasing. This study will give an useful suggestion on how to improve a long term relationship of distributors through an enhancement of communication and commitment.

• Journal of the Korea Society of Computer and Information
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• v.15 no.11
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• pp.225-231
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• 2010

Transaction value of business-to-business(B2B) is composed of various factors for groups and time series. In this paper, we use the panel data for finding various variables and using this we analyse the factors that is major influence to transaction value of business-to-business. For analysis we looked at transaction value of business-to-business of 7 groups such as manufacturing industry, electric, gas and piped water industry, construction industry, retail & wholesale trade, traffic industry, publish, image; broad-casting & telecommunication and information service industry, etc. In our analysis we looked at the transaction value of business-to-business during the period from 2005.01 to 2009.12. We examined the data in relation to the transaction value of cyber shopping mall, company bond, composite stock price index, transaction value of credit card, loaned rate of interest in deposit bank, rate of exchange looking at the factors which determine the transaction value of business-to-business, evidence was produced supporting the hypothesis that there is a significant positive relationship between the transaction value of cyber shopping mall, composite stock price index and loaned rate of interest in deposit bank, rate of exchange. The company bond is negative relationship, transaction value of credit card is positive relationship and they are not significant variables in terms of the transaction value of business-to-business.

• Knowledge Management Research
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• v.21 no.3
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• pp.1-25
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• 2020

This study analyzed key success factors of Korean car-sharing enterprises, Socar and Greencar, and the responsive strategies of Korean car-manufacturing company, Hyundai Motor Group, in the face of emerging sharing economy under the specific economic and regulatory system in Korea. The outcomes of the analysis are as follows. 'Timely market entry' in early startup phase and 'use of external resources' in early growth phase were key success factors common to both Socar and Greencar. However, the differences in the eventual business directions of the two companies also resulted in different key success factors in the expansion phase of their business. For Socar which focused on maintaining its independence and the external growth of B2C business, customer relation marketing and sufficient capital raising were key success factors. For Greencar which became a part of a business group and focused on improving the efficiency of business operations, timely market entry (B2B market) was key success factor. The use of external resources and cooperation with large corporations emerged as key success factors common to both companies in the rapid growth phase. The responsive strategies of the Hyundai Motor Group were collaboration, investment and direct management of DeliveryCar. The short-term goal of the responsive strategy was the operation of test-bed in collaboration with car-sharing company while the mid/long term goal was planning new mobility services by utilizing collected data. Securing opportunities for early market dominance for autonomous car industry was also found to be an important goal.

• The Journal of the Convergence on Culture Technology
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• v.8 no.2
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• pp.37-46
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• 2022

Recently, our society and environment has changed rapidly due to the pandemic caused by the COVID-19 virus. In this rapidly changing environment, companies fulfill their social responsibilities and require non-financial elements of transparent management activities. ESG has become one of the non-financial factors, and interest of ESG management is increasing worldwide. In this paper, we examine the importance of ESG concept and ESG management performance and the correlation with companies, and examine the necessity of ESG management for companies in the future. The literature reviews are conducted on CU which is currently best practicing ESG management through various secondary data. Also, we used interview articles so that reflect the rich voice of the distribution industry. In addition, after examining ESG characteristics through examples of global companies, we looked at BGF Retail's CU convenience store ESG activities, which is a leader in ESG management, in distribution industry. CU was divided into all sectors of E, S, and G, and all sectors were actively engaged in activities and flexibly coping with changing environments and social needs. In particular, it was confirmed that CU's environmental management, which focuses the most, achieved successful results due to the increase in actual consumption of customers. ESG management activities at CU convenience stores are currently ongoing and future tasks. As a leading company in ESG management in the current industry, it is meaningful to understand the process of growing into a company that shares concerns, efforts, and practical activities and fulfills social responsibility. Through this study, the changes and growth of CU and domestic companies to ESG and sustainable management are expected in the futures.

• Journal of Distribution Science
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• v.7 no.4
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• pp.15-26
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• 2009

The internet has dramatically changed a way of business management and competition in the business environment. Especially, it stimulated not only to evolve online floral distribution service but also to change a phase of competition among floral retail stores in industry. And that also led to keen competition among IT service providers as well. This study is to examine how floral retail stores have been evolved and competed with the radical situation of the floral distribution industry through IT service in the aspect of business and information technology. In addition, the Typhoon Positioning Strategy(TPS), a strategy for the IT service positioning, is introduced from IT service provider's perspective. For IT service providers to create high business value and continuous service providing, IT service should be positioned on the customers' "core business" and developed to the level of "solution." The Typhoon Positioning Strategy(TPS) is a strategy for the IT service positioning, indicating that IT service should be positioned according to a Business Process-Service model with the consideration of business development direction, IT service trend, and user's IT capability. That is, IT service providers should find out customers' "core business" area first to provide a right IT service to the company, and the IT service provided should meet to the level of business solution. The capability of the IT solution users is also an important factor to be considered for the advanced IT service. There are four principles of the Typhoon Positioning Strategy(TPS). Principle 1) IT service provided should be an IT solution Map suitable for customer business processes. Principle 2) IT service provided should be able to support customer core business. Principle 3) IT service provided should be a business solution. Principle. 4) IT service provided should be applied differently according to the level of customer's IT capability.

• Journal of Distribution Science
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• v.9 no.3
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• pp.5-14
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• 2011

One of the new roles of modern retail stores is to supply consumers with a memorable experience. In Korea, enhancing a store's environment so that customers remember a unique shopping experience is recognized as a sound strategy for strengthening the store's competitiveness. Motivated by this incentive, awareness of the experience-store concept is starting to increase in various categories of the retail industry. However, many experience stores, except in a few cases, have yet to derive a significant profit, explaining why Korean consumers are somewhat unfamiliar with, yet fascinated by, the experience stores that now exist in the country. Consumer satisfaction directly, and indirectly, affects a company's future profit and potential financial gain; customer satisfaction also affects loyalty. Therefore, knowing the significant factors that increase satisfaction and loyalty is essential for any company, in any field, to be able to effectively differentiate itself from the competition. Intrigued by increased competition opportunities, most Korean companies have adopted experience-store marketing strategies. When establishing the most effective processes for increasing sales and achieving a sustainable competitive advantage of a new concept, companies should consider certain factors that influence consumers' ability to accept new concepts and ideas. The Technology Acceptance Model (TAM) is a theory that models how people accept new concepts. TAM proposes the following two factors that influence a person's decisions about how, and when, he or she will use a new product: "perceived usefulness" and "perceived ease of use." Much of the existing research has suggested that a person's character also affects the process for accepting new ideas. Such personal character attributes as individual preferences, self-confidence, and a person's values, traits, and/or skills affect the process for willingly consenting to try something new. It will be meaningful to establish how the TAM theory's components, as well as personal character, affect individuals accepting the experience-store concept. To that end, as it pertains to an experience store, the first goal of the study is to examine the influence of innovative factors (perceived usefulness and perceived ease of use) on satisfaction and loyalty. The second objective is to define the moderate effect of consumers' personal characteristics on the model. The proposed model was tested on 149 respondents who were engaged in leisure sports activities and bought sports outdoor garments and equipment. According to the study's findings, the satisfaction and loyalty of an experience store can be explained by perceived usefulness and perceived ease of use, with the study's results demonstrating the stronger of the two factors being "perceived ease of use." The study failed to explain the effects of a person's character on the model. In conclusion, when the companies that operate the experience stores execute their marketing and promotion strategies, they should stress the stores' "ease of use" product components. Additionally, it can be extrapolated from the study data that since the experience-store idea is still relatively unfamiliar to Korean consumers, most customers are not yet able to evaluate, nor take a position regarding, their respective attitudes toward experience stores.

• Journal of Distribution Science
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• v.10 no.6
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• pp.27-37
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• 2012

Many studies have focused on the importance of organizational integration when companies try to achieve growth through mergers and acquisitions (M&A). However, there has been little research that focuses on the new branding or customer base integration of the M&A process, despite the fact that this integration is very important for achieving M&A goals and business performance in industries such as retail. The purpose of this study is to provide an M&A case study of the retail industry, focused especially on the new branding and customer integration of two department stores. This study examined key integration processes in terms of brand name and membership systems of both companies by examining how the merged company achieved its new branding and the integration of its membership systems. The methodology of this research is the case study, which is used in both normative and empirical studies for distribution research in Korea. This research analyzes the case of both new branding and customer membership systems of the two companies. The new branding initiatives of this case centered on decision making including brand extension and brand naming. The customer membership integration of the two companies is analyzed on the basis of the customer reward programs that include both financial and service rewards. This study shows the success factors of new branding and customer integration in the M&A process in terms of achieving marketing goals and business performance as follows: First, companies should identify the integration areas by analyzing the brand and membership of both companies and make a balanced decision for both the customer and company. Second, the goals of new branding and membership integration in the M&A process should not emphasize business efficiency from a short-term perspective but rather should consider brand power and business synergy from a long-term perspective. Third, the post-merger integration process of the brand or customer areas requires not only the organized execution of integration tasks but also follow-up programs for changes in business strategy and marketing-related programs to realize the synergy effects of integrated organization. Although this study provides a detailed review and analysis of the new branding and customer integration processes in post-merger integration and in identifying the primary decision-making areas of these processes, there are some limitations requiring further research that may overcome or compensate for these limitations. The suggested future research areas are as follows: First, since this research is a case study of only one M&A, it makes few theoretical contributions such as new propositions or theories or possibilities for generalization. This limitation can be overcome through further research using multiple cases, which may lead to new propositions. Second, the methodology of this study lacks sufficient rigor in terms of its analytic approach because this case study was developed and analyzed descriptively. Further research is needed to compensate for these limitations, such as using a theory-based approach or comparative analysis approach that makes case analysis more systematic.

• Journal of Global Scholars of Marketing Science
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• v.20 no.1
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• pp.4-14
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• 2010

Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. This study addresses the specific types of collaboration used in the fashion industry while also examining strategies that have been most successful for fashion companies and perceived benefits of collaboration from the customer perspective. In the present study we define fashion companies and brands as collaborators and their partners or stakeholders as collaboratees. We define collaboration as a cooperative relationship where more than two companies, brands or individuals provide customers with beneficial outcomes utilizing their own competitive advantages on an equal basis. Collaboration strategies entail information sharing and other varied forms of cooperation that are mutually beneficial to the company and stakeholder groups. Through collaboration, fashion companies have pursued both tangible differentiation, such as design and technology applications, and intangible differentiation such as emotional and psychological benefits to customers. As a result, collaboration within the fashion industry has become an important, value creating concept. This qualitative study utilized case studies and in-depth interview methodologies to examine customers' attitudes concerning collaboration in the fashion industry. A total of 173 collaboration cases were identified in Korean and international markets from 1998 through December 2008, focusing on fashion companies. Cases were collected from documented data including websites and industry data bases and top ranked portal search sites such as: Rankey.com; Naver, Daum, and Nate; and representative fashion information websites, Samsungdesignnet and Firstviewkorea. Cases were collected between November 2008 and February 2009. Cases were selected for the analysis where one or more partners were associated with the production of fashion products (excluding textile production), retail fashion products, or designer services. Additional collaboration case information was obtained from news articles, periodicals, internet portal sites and fashion information sites as conducted in prior studies (Jeong and Kim 2008; Park and Park 2004; Yoon 2005). In total, 173 cases were selected for analysis that clearly exhibited the benefits and outcomes of collaboration efforts and strategies between fashion companies and stakeholders. Findings show that the overall results show that for both partners (collaborator and collaboratee) participating in collaboration, that the major benefits are reduction of costs and risks by sharing resource such as design power, image, costs, technology and targets, and creation of synergy. Regarding types of collaboration outcomes, product/design was most important (55%), followed by promotion (21%), price (20%), and place (4%). This result shows that collaboration plays an important role in giving life to products and designs, particularly in the fashion industry which seeks for creative and newness. To be successful in collaboration efforts, results of the depth interviews in this study confirm that fashion companies should have a clear objective on why they are doing the collaboration. After setting the objective, they should select collaboratees that match their brand image and target market, make quality co-products that have definite concepts and differentiating factors, and also pay attention to increasing brand awareness. Based on depth interviews with customers, customer benefits were categorized into six factors: pursuit for individual character; pursuit for brand; pursuit for scarcity; pursuit for fashion; pursuit for economic efficiency; and pursuit for sociality. Customers also placed more importance on image, reputation, and trust of brands regarding the cases shown in the interviews. They also commented that strong branding should come first before other marketing strategies. However, success factors recognized by experts and customers in this study showed different results by subcategories. Thus, target customers and target market should be studied from various dimensions to develop appropriate strategies for successful collaboration.