초록

Abstract

The paper deals with the impact of information and communications technology on carbon emissions and economic growth in South Korea. The quarterly time series data from the first quarter of 1970 to the third quarter of 2010 (163 observations) are collected and retrieved from the Bank of Korea database. The paper examines long-run equilibrium relationships using cointegration techniques and Granger causality with vector error correction models. In directional causality tests, information and communications technology shows highly significant positive effects on economic growth and marginal effect on carbon emissions. Carbon emissions and economic growth exhibit an inverse relationship with each other; that is, carbon emissions have an inverse relation to economic growth and economic growth does not significantly affect carbon emissions in South Korea. We also note possible implications regarding growth policies and the information communications technology and "green" technology sectors for economies in the range represented by Korea's 1970 - 2010 data.

초록

도농 복합형태인 인구 30만인 순천시에 종합슈퍼와 백화점 등 대규모점포 4개가 운영 중인 것은 대규모점포의 과잉공급이라는 지적이 제기되어 왔다. 그러나 순천시는 전남 동부권의 교통요지로서 광양시, 여수시, 보성군 및 구례군 등 인근 지역에서 1 시간 이내에 점포방문이 가능하다. 4개 점포는 도시와 농촌 지역의 거주자도 고객층으로 간주하여 차별화된 점포이미지 구축 전략을 수립하고 있다. 본 연구에서는 점포이미지 변수를 13개로 세분하여 각 점포의 이미지를 비교하였다. 점포이미지는 진열 상품의 다양성 및 품질, 점포 접근성, 매장 분위기 등 다양한 형태로 나타난다. 이러한 이미지는 고객들의 주관적 판단에 따라 각자에게 인지되고, 점포를 선택하는 주요 요인이 된다. 본 연구에서는 점포이미지 변수를 대분류 5개 소분류 13개로 분류하였다. SPSS Ver. 19를 이용한 요인분석에서는 5개로 대분류된 점포이미지가 3개의 요인으로 구분되어 추출되었다. 5개 대분류에서 편의성, 분위기 및 서비스 이미지로 분류된 이미지들이 첫 번째 공통요인으로 추출되었고 이를 본 연구에서는 부대서비스 요인으로 구분하여 기술하였다. 5개 분류에서 편의성 이미지로 분류되었던 접근성과 상품관련 이미지로 분류되었던 상품다양성과 가격 이미지는 같은 공통요인으로 추출되었다. 이는 점포가 위치하고 있는 지역이 대도시인가 또는 지방 중소도시인가, 설문 조사에 응한 집단의 특성에 따라 달라질 것으로 예상된다. 13개 이미지 변수에 대해서 점포간 및 응답자간 점포이미지 비교에서는 접근성, 가격, 브랜드 이미지 및 조명/음향 이미지에서 점포별 및 응답자 집단별로 차이가 있는 것으로 나타났다. 본 연구는 두 가지 측면에서 한계를 가지고 있다. 첫째, 도농복합형태의 지방 중소도시 거주자만을 대상으로 조사하였다. 점포가 소재하고 있는 지역의 교통체증 정도, 응답자 집단의 생활수준 등에 따라 고객이 느끼는 점포이미지는 차이를 보일 수 있기 때문이다. 둘째, 대규모점포를 이용하는 고객만을 대상으로 하였다. 지방 도시에는 비교적 규모가 큰 전통시장이 열리고 있으며, 대규모점포와 전통시장은 상품의 종류, 가격 등에서 경쟁을 하고 있다. 대규모점포를 이용하는 고객과 전통시장을 방문하는 고객이 느끼는 점포이미지는 다를 수 있다. 추후 연구에서는 대도시 소재 점포와 지방 중소도시 소재 점포와의 동시 조사로 점포이미지에 대한 상대적 비교가 필요할 것이다. 또한 동일 지역에서 대규모점포 이용 고객과 준대규모점포 또는 전통시장 이용 고객층에 대한 상대적 비교 연구도 이루어져야 할 것으로 사료된다.

Abstract

Suncheon is a city comprising a rural and urban area, where there are four types of large stores. Studies have shown that there are too many large stores serving the local population of just 300,000. However, geographically, Suncheon is located at a transportation hub that borders the cities of Gwangyang and Yeosu as well as the local counties of Boseong and Gurae. Residents of these areas can reach these shopping stores within an hour's drive. Thus, the managers of these four stores regard residents in these areas as their valued customers and endeavor to create a differentiated image among them. In this study, 13 different images were used to determine the public's opinions and feelings towards these stores and the differences were analyzed. The store images measured overall store impression, diversity of the product, the quality of products displayed at the store, accessibility, the atmosphere, service to the customers, and so on. These images are evaluated subjectively by each customer and are major factors in them deciding to revisit the stores. The 13 images are classified into five main categories and further classified into 13 sub-categories. Three kinds of factor images were extracted from the store images in the five main categories by factor analysis using SPSS Ver. 19. The first factor image was extracted from the images of convenience, atmosphere, and service in the main categories and is called a sub-service factor for the store in this study. Accessibility to the store was classified as a convenience image in the main category and was extracted as a common factor along with diversity and the price of goods. These differences are expected according to the store location, that is, the difference between stores located in a large city and those in a small local city, and depending on the nature of survey respondents. The result shows that there is a significant difference between the stores' images with regard to accessibility, the price of products, brand image, and lighting/sound image. This study has the following limitations. First, the survey sample was restricted to residents of a small local city that includes rural and urban populations. The differences between the store images regarding traffic and accessibility are factored by store location, whether they are located within a large or a small city as well as the economic situation of these cities. Second, only the customers of large-scale stores were included in the survey as respondents. Relatively large traditional markets are held every five days in local cities and there is competition between large-scale stores and traditional markets with regard to diversity and the price of goods. It could be expected that customers in large-scale stores and customers in traditional markets would hold different store images. In future studies, images of stores in large cities should be compared with the images of stores located in small local cities. In addition, customer behavior when buying goods in large-scale stores should be compared with their behavior when buying goods in traditional markets.

초록

M&A 과정, 특히 인수 후 통합에 관한 기존의 연구는 내부 조직의 통합에 중점을 두어 왔는데, 본 연구는 백화점 간의 인수합병 과정에서 브랜드 네임 및 회원 제도의 통합 사례에 대한 분석을 통해 양사의 브랜드와 고객의 통합 과정이 어떻게 이루어지며, 그 과정에서 무엇이 중요한지를 보고자 하였다. 본 연구는 유통학문의 연구방법론 중 규범적 연구방법론이나 경험적 분석기법에 적용되는 사례연구의 접근법을 적용하여, 인수합병을 통해 두 회사의 브랜드 네임과 회원 제도를 통합한 기업을 선정하여 분석하였다. 연구 결과, 인수합병 과정의 브랜드와 고객 측면의 통합을 위해서는 양사의 브랜드 및 고객 관리 현황에 대한 이해를 바탕으로 주요 통합 영역을 설정하여 고객과 기업의 양쪽 측면에서 의사결정을 고려해야 한다는 것, 통합의 목표를 단기적인 사업 효율성 추구가 아니라 장기적인 브랜드 파워와 구체적인 시너지 등으로 추구해야 한다는 것, 브랜드의 통합과 회원 제도의 통합은 사업 전략과 마케팅 프로그램 등의 변화를 유발하기 때문에 구체적인 후속 프로그램이 필요하다는 것을 알 수 있었다. 본 연구는 단일 기업을 대상으로 한 서술식 사례 연구라는 한계가 있어, 향후에는 복수 기업들의 비교분석적 연구나 브랜드 및 고객 통합 관련 이론들을 체계적인 분석의 틀로 이용하는 연구 등이 필요할 것이다.

Abstract

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.

초록

기업에 경쟁우위를 가져다주는 많은 자원들 중에서 특히 지식(knowledge)은 생산 활동을 위해 다른 자원을 변화시키거나 확보할 수 있도록 만드는 중요한 자원으로 알려져 있다. 이러한 조직 내 지식은 다양한 형태로 존재하고, 다양한 장소나 개인에게 산재해 있기 때문에, 이를 통합하고 체계적으로 활용하기 위한 기업의 전사적 관리 활동이 필요하다. 특히 지식관리시스템(KMS: knowledge management systems)은 조직 내 지식을 창조하고, 공유하고, 적절히 사용함으로써 지식관리 프로세스를 지원하고 조직이 가진 지식자원의 가치를 극대화하여 기업의 학습조직화와 성과 증진을 이끌 수 있다. 이에 본 연구는 국내 대표적인 프랜차이즈 기업인 파리바게뜨의 성공적인 지식관리시스템운영 사례를 분석하여 프랜차이즈 기업들의 지식경영을 강화 및 지식관리시스템(KMS) 구축과 개선을 위한 구체적인 시사점을 제안하고자 하였다. 결과적으로 최고경영층의 관심과 지원, 능동적인 지식 공유와 활용을 위한 학습조직 문화, 네트워크 활성화를 통한 지식의 변환, 정보기술, 지식경영의 내재화를 위한 촉진제도와 보상이라는 5가지 주요 요인이 프랜차이즈 기업의 지식관리시스템의 성공적 운영을 위해 반드시 고려되어야 하는 요인임을 밝혀낼 수 있었다.

Abstract

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.