• Journal of Distribution Research
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• v.15 no.5
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• pp.103-126
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• 2010

The development of an industry including distribution sector is influenced by not only government policy but the related firms' behaviors. Recently the large-scale retailers have had more enormous channel power than any other distributors including monopolistic makers. Now is the time for government to prepare some policies against the unfair transaction behaviors by large-scale retailers. In this paper I tried to inquire into the distribution competition policy from a political correspondent point of view related with the transition of distribution system. For the purpose of this article I compared the case of Korea with Japan. According to the results so far inquired, there are some commons and differences in the cases of the two. Some suggestions are as follows. Considering the predominant position the concept of large-scale retailers is to be extended from a single store to numerous chain stores in the political level. Government needs to examine the standard propriety for large-scale retailer; the size of selling area and amount of sales a year. When a large-scale retailer store is to be established, it need to be taken a permit or a pre-inspection. The Fair Trade Commission have to secure the neutrality from Government's strategies. And government should find out the examples of unfair transaction behavior types and prepare some proper guidelines continually. For the last time statistical data by distributors are to be fitted out and the actual investigations for estimating the effects of government policies need to be enforced.

• Journal of Distribution Research
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• v.17 no.5
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• pp.113-128
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• 2012

The growth of market share of distributors' brands, also known as private brand, has accelerated in recent years. Sales volumes and market shares of private brands, as well as their appeal to consumers have steadily increased. Carrying private brands comes with numerous advantages, one of which is the relatively high gross margin, which can be 20 - 30% higher compared to manufacturer brands. Recently, many big discount stores are expanding private brand for higher sales volume. Thus, private brands play an important strategic role for retailers. The tendency of growing private brand will decrease sales revenue of both channel members, distributer and manufacturer. The disadvantage for manufacturer is obvious, especially for the manufactures who not only produce their own brands but also retailer brands competing against their own. There are also possible to weaken the brand awareness of manufacturer's brand. The purpose of this study is to explore the perception gap between retailers and manufacturers. we investigated to identify how consumers perceive private brand. In other to study the impact of private brands on distributors, we surveyed the actual condition of private brand and perception towards private brands among consumers, retailers and manufacturers. Based these analysis, we recommended proposal for private brand policies as follows: First, it need to correct imbalance between large retailer and manufacturer. second, we suggest "win-win growth policy", Third, by registering trademark right of national brand, manufacturers have a way of protecting their brands. Forth, manufacturers are encouraged to produce PNB(Private National Brand).

• Journal of Distribution Science
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• v.13 no.11
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• pp.47-58
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• 2015

Purpose - This study aims to seek determinants of department store sales commission rates under consignment contracts based on transaction cost theory, the power-dependence view, and the resource-based view. A consignment contract is a unique contract where the retailer, over a given period, takes possession of goods owned by a supplier, promotes the sales of these goods, and receives a profit share from their sales. Under this contract, the supplier owns the goods until they are sold. In department stores in South Korea, over 70% of overall sales comes through consignment contracts. In other words, this is the most popular contract agreement between large retailers and vendors in South Korea. Consignment contracts yield high profits to department stores with minimal sales uncertainty, stock cost, and marketing investment. Many suppliers believe the consignment contract commission rates are too high. However, department stores disagree. They state that the commissions are not high as they generate new value for the suppliers by accumulating up-to-date merchandise and supporting various marketing programs on their behalf. Recently, consignment contracts have been critically examined and scrutinized by politicians, mass media, and the public of Korea. This study further intends to derive implications reflecting both buyer and seller perspectives as well as offer insights to policy makers in making appropriate decisions. Research design, data, and methodology - To verify the proposed research model and test hypotheses, the authors selected 164 suppliers, which currently have relationships with department stores. This study carefully investigated the reliability, content validity, convergent validity, and discriminant validity of the proposed model. The data were analyzed using SPSS 18.0 and AMOS structural equation modeling program Results - For the transaction cost theory and the power-dependence view, the results indicated that product diversity and demand volatility had a positive impact on the sales dependence on a department store. Dependence in turn had a positive effect on the sales commission under the consignment contract. Based on the resource-based view, the department store's marketing capability, the supplier's perception toward merchandising, and supporting activities could enhance the department store's channel leadership in the buyer-seller relationship. Subsequently, the channel leadership had a positive effect on the sales commission. However, product complexity had no relationship with department store dependence. Conclusions - This is the first empirical research that investigates the determinants of sales commissions under consignment contracts in the domestic retail industry. This study reveals several theoretical and practical implications for both marketing scholars and marketers. In terms of theoretical implication, this study integrated and enlarged certain theoretical background, such as transaction cost theory, the power-dependence view, and the resource-based view, to explain the determinants of sales commissions under consignment contracts that include sales revenue. From a business management viewpoint, this research offers useful insights for policy makers by applying two different perspectives, both the manufacturer and the retailer, in terms of the sales commission issue under a consignment contract.

• Journal of Distribution Science
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• v.11 no.12
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• pp.5-11
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• 2013

Purpose - The purpose of this study was to construct a turnover estimation model by investigating research by Park et al. (2006) on the market area of domestic distribution. The study investigated distribution by using a new tool for the turnover estimation technique. This study developed and discussed the turnover estimation technique of Park et al. (2006), applying it to a large-scale retailer in "D"city that was suitable for on-the-spot distribution. It constructed the new model in accordance with test procedures keeping to this retail business location, to apply its procedures to a specific situation and improve the turn over estimation process. Further, it investigated the analysis and procedures of existing turnover estimation cases to provide problems and alternatives for turnover estimation for a large-scale retailer in "D"city. Finally, it also discussed problems and scope for further research. Research design, data, and methodology - This study was conducted on the basis of "virtue" studies. In other words, it took into account the special quality of the structure of Korea's trade zones. The researcher sought to verify a sale estimate model for use in a distribution industry's location. The main purpose was to enable the sale estimate model (that is, the individual model's presentation) to be practically used in real situations in Korea by supplementing processes and variables. Results - The sale estimate model is constructed, first, by conducting a data survey of the general trading area. Second, staying within the city's census of company operating areas, the city's total consumption expenditure is derived by applying the large-scale store index. Third, the probability of shopping is investigated. Fourth, the scale of sales is estimated using the process of singularity. The correct details need to be verified for the model construction and the new model will need to be a distinct sale estimate model, with this being a special quality for business conditions. This will need to be a subsequent research task. Conclusions - The study investigated, tested, and supplemented the turnover estimation model of Park et al. (2006) in a market area in South Korea. Supplementation of some procedures and variables could provide a turnover estimation model in South Korea that would be an independent model. The turnover estimation model is applied, first, by undertaking an investigation of the market area. Second, a census of the intercity market area is carried out to estimate the total consumption of the specific city. Consumption is estimated by applying indexes of large-scale retailers. Third, an investigation is undertaken on the probability of shopping. Fourth, the scale of turnover is estimated. Further studies should investigate each department as well as direct and indirect variables. The turnover estimation model should be tested to construct new models depending on the type of region and business. In-depth and careful discussion by researchers is also needed. An upgraded turnover estimation model could be developed for Korea's on-the-spot distribution.

• Journal of Distribution Research
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• v.15 no.5
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• pp.37-60
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• 2010

Department Stores have been in place as typical large-scale retailer in Korean retail market. After Asian financial crisis in 1997, the market share of major three department stores has been increased and they have had a dominant position in relationship with vendors or manufacturers. Thus, they are able to control sales commission. Sales commission is defined as things that department stores which contribute to products sales instead of manufacturers take some portion of price as their revenue. In other words, vendors or manufacturers pay some amount of money from their sales by contracted ratio to department stores. The problem is that vendors or manufacturers think that sales commission is high. However, department stores have a different opinion that sales commission is not high because they generate new value from gathering customers and doing marketing activity on behalf of vendors or manufacturers. Because department stores have operated with business model of renting sales space to vendors or manufacturers instead of buying goods directly from them, this situation has been taken place. The revenue of department stores depend on sales commission. Thus, they want to get a dominant power to control sales commission in relationship with vendors or manufacturers. So, they have tried to increase their size and brand power. The considered policies related in sales commission of department stores are as following: preventing monopoly or oligopoly of department store, being strength of monitoring for department stores' unfair trade, strict enforcement of law for large-scale retailer's unfair trade, and inducing win-win strategy doing voluntarily by department stores.

• 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 Intelligence and Information Systems
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• v.9 no.3
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• pp.23-47
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• 2003

Traditional studies for customer relationship management (CRM) generally focus on static CRM in a specific time frame. The static CRM and customer behavior knowledge derived could help marketers to redirect marketing resources fur profit gain at that given point in time. However, as time goes, the static knowledge becomes obsolete. Therefore, application of CRM to an online retailer should be done dynamically in time. Customer-based analysis should observe the past purchase behavior of customers to understand their current and likely future purchase patterns in consumer markets, and to divide a market into distinct subsets of customers, any of which may conceivably be selected as a market target to be reached with a distinct marketing mix. Though the concept of buying-behavior-based CRM was advanced several decades ago, virtually little application of the dynamic CRM has been reported to date. In this paper, we propose a dynamic CRM model utilizing data mining and a Monitoring Agent System (MAS) to extract longitudinal knowledge from the customer data and to analyze customer behavior patterns over time for the Internet retailer. The proposed model includes an extensive analysis about a customer career path that observes behaviors of segment shifts of each customer: prediction of customer careers, identification of dominant career paths that most customers show and their managerial implications, and about the evolution of customer segments over time. furthermore, we show that dynamic CRM could be useful for solving several managerial problems which any retailers may face.

• Journal of Distribution Science
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• v.4 no.2
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• pp.41-64
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• 2006

The research is focused on planning the politic direction and on establishing an activating planning for retailer shops such as traditional market, super supermarket, discount store in Daejeon. The empirical study shows that the consumers most satisfied with discount store, meanwhile least with traditional market. Especially, it is proved that parking facility is the most important factor affecting consumer's satisfaction. This study also suggests some important strategic implications through IPA (important- performance analysis). Those are, first, the traditional market needs to improve for six categories of IPA factors, however the super supermarket for four, and the discount store for three. Second, the discount store has eight prominent advantages of the factors, however the super supermarket has seven, and the traditional market has five. Finally, the traditional market has to concentrate facility improvement for consumer's convenience in the long term.

• Journal of Distribution Science
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• v.15 no.10
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• pp.41-50
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• 2017

Purpose - Online product review has become a crucial part of the online retailer's market performance for a wide range of products. This research aims to investigate how an individual reviewer's review frequency and timing affect her/his average attitude toward products. Research design, data, and methodology - To conduct reviewer-level analysis, this study uses 42,172 posted online review messages generated by 6,941 identified reviewers for 59 movies released in the South Korea from July 2015 to December 2015. This study adopts Tobit model specification to take into account the censored nature and the selection bias arising from the nature of J-shaped distribution of movie rating. Results - Our estimation results support that the negative impact of review frequency and timing on valence. Furthermore, review timing has an inverted-U relationship with the user's average valence and enhance the negative effect of review frequency. Conclusions - This study contributes to the growing literature on the understanding how eWOM is generated at the individual consumer level. On the basis of the main empirical findings, this study provides insights into building a recommendation system in online retail store based on the consumer's review history data - frequency, timing, and valence.

• Journal of Distribution Science
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• v.15 no.8
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• pp.15-28
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• 2017

Purpose - Many researchers analyze VMI as a supply chain collaboration program to reveal its true value. Most of them focus on the dyadic relationship in two stage supply chain systems. This study examines the effect of VMI when it is applied to the different parts of three stage supply chain systems. Research design, data, and methodology - Based on three stage supply chain, this study compares three different systems including full VMI, partial VMI, and non-VMI by using mathematical models. The performances of three systems are compared with the numerical examples of the proposed supply chain models. Results - The numerical examples reveal that full VMI where the manufacturer controls inventories at all stages outperforms any other systems in terms of the system profit and enables all individual members to gain greater profits than non-VMI. Meanwhile, under partial VMI where VMI is implemented between the wholesaler and retailer, only these two members improve their performances and the manufacturer who does not belong to VMI makes less profit than even under non-VMI. This study also examines the impact of market size and profit margin on the system performance. Conclusions - The result of this study supports the common belief that VMI secures the best result when it is applied to the entire supply chain system. The additional findings from the numerical analysis are discussed.