내부고객에 따른 마케팅 세분화 전략

도현옥(Hyun-ok Do),이승희(Seounghee Lee) 대한경영학회 2018 大韓經營學會誌 Vol.31 No.7

TELL ALL YOUR FRIENDS: MULTILEVEL MARKETING IS AN ORGANIZATIONAL STRUCTURE FOR(ECONOMIC AND PERSONAL) GROWTH

Steven W. Kopp 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Introduction The research described in this abstract discusses “multilevel marketing,” including a review of academic literatures and studies that have used the direct sales business method as a research context. The multilevel marketing business structure represents an alternative to the business-employee-consumer relationships of those offered by traditional bureaucratic organizations. As such, they have, on one hand, collectively prospered and, on the other hand, attracted negative attention from regulatory and government entities, scholars, and competitors. Studies related to MLM organizations have examined these businesses on every populated continent, and have considered the viewpoints of consumers, MLM participants, and sales managers. Research has included a variety of empirical approaches, from quantitative survey methods to qualitative ethnographic studies. Consumer dispositions toward MLM have been measured intermittently over several years, and include consumer responses from many different countries. One consistent finding is that people who have purchased products from MLMs expressed more favorable opinions of them than do those who have not bought from MLM. Further, studies also provide evidence that consumers perceive that buying from direct selling is perceived to be less risky than some other non-store shopping modes (Gillett, 1976; Peterson, Albaum & Ridgway 1989; Alturas, Santos & Pereira 2005). Nonetheless, the practice is controversial and faces intense scrutiny in many countries while being banned in others. However, the research literature suggests careful consideration of the benefits of MLM organizations, in that the nontraditional organizational structure and methods of promotion may provide economic development in poor economies and also allow consumer-participants to develop important skills. One common method of retailing is direct sales. Direct selling companies emphasize promotion and distribution of their products through person-to-person contact, usually away from a physical retail location and usually through some network of independent sellers. The sales presentations are often held in homes, in the form of door-to-door solicitation, one-to-one meetings, through sales “parties,” or through some type of online social media platform (e.g., Facebook). Direct selling provides a channel of distribution for companies as an alternative to traditional retail outlets; it is attractive to companies that may be unable to compete with the vast advertising and promotion expenses that other manufacturers employ to gain shelf space in traditional retail stores. The variety of products and services that are sold through direct sales matches that of major traditional retailers, including cosmetics, home d?cor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-sellingretailers, including cosmetics, home d?cor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-selling distributors (World Federation of Direct Selling Associations, 2015). The primary product categories included cosmetics/personal care, wellness, household products, and clothing/accessories. The largest markets for direct selling include the United States, Europe, and Japan. The European Direct Selling Association (Seldia) reported that 2014 sales of direct selling firms in European Union countries were €24 billion (about $26.7 billion), with over 5 million direct sellers (Seldia, 2015). In Japan, 2012 direct selling revenues were ?177 trillion ($16 billion), with 3.3 million participants (WFDSA, 2015). In the United States, there were over 18 million direct-selling distributors in 2014 who generated $34.5 billion, a 5.5% increase from 2013. The Direct Sales Association reported that over 95% of U.S. direct sales in 2011 were through MLMs (Direct Sales Association, 2015). In terms of participation, the vast majority of direct distributors are women in both of two largest aggregate direct-selling markets. In the European Union, 79% of all direct sellers were women in 2014 (Seldia, 2015); seventy-six percent of direct sellers were considered to be part-time. In the U.S., the percentage of female direct sellers in the U.S. in 2014 was 74% (DSA, 2015). Criticism and Legal/Regulatory Issues Legitimate MLMs are often characterized as or confused with illegal “pyramid” or “Ponzi” schemes, and seem to have always attracted regulatory scrutiny (Arun, 2015; Alpert, 2012; Croft, Cutts & Mould, 2000; Hyman, 2008; Herbig & Yelkurm, 1997; O’Regan, 2015). In response to illegitimate operations, consumer protection groups and federal and local governments have provided information and enacted laws which distinguish MLMs from their fraudulent counterparts. MLMs and pyramid schemes Much of the academic and legal literatures have ventured to provide formal delineation between legal MLMs and the illegal and unethical practices related to pyramid schemes (Stockstill, 1985; Coughlan & Grayson, 1998; Epstein, 2010; Vander Nat & Keep, 2002). There is nearly universal concurrence that whether a program is a legitimate multilevel marketing plan or an illegal pyramid depends on: (1) the method by which the products or services are sold; and (2) the manner in which participants are compensated. Basically, if an organization pays participants for sales by their “enrollees,” “recruits,” and/or their downline enrollees and recruits, that plan is multilevel. If a program compensates participants, directly or indirectly, merely for the introduction or enrollment of other participants into the program, unrelated to the sales of any product, it is considered to be a pyramid. In the United States, federal and state anti-pyramid statutes comprise a comprehensive consumer protection umbrella. These laws are designed to protect individuals from being defrauded through illegitimate programs which lure participants with the promise of easy money by compensating them from the investments of additional participants rather than from legitimate product sales. Federal and state regulatory agencies have sought to prohibit such illegal activity using laws that control pyramids, mail fraud, business opportunity, franchise, lottery, and securities. Internationally, many countries ban some forms of pyramid schemes. Pyramid selling and multilevel marketing both take the form of complex organizations, and because of different interpretations of business activities and underlying regulatory philosophies across countries, regulation takes different forms (Micklitz, Monazzahian & R?ßler, 1999; Dobson, 2011; Chan, 1999; China Daily, 2013; Epstein, 2010). Economic Development and MLM Organizations Several studies have observed that one of the key reasons for the establishment and growth of MLM organizations has been that they are often introduced into a larger socioeconomic context, using pre-existing social relationships to become engrained in the overall complex of an economy. Indeed, in communities where families and social networks are relatively large and geographically concentrated, MLM organizations have tended to thrive. MLMs are particularly attractive employment options for groups of people who may experience high unemployment and discrimination in the primary labor market (Brodie, Stanworth & Wotruba, 1998), for example women (Biggart, 1989; Casanova, 2011a, 2011b; Vincent, 2003; Dolan & Scott, 2009; Cahn, 2011; Singh & Aggarwal, 2012) and ethnic minorities (Dai, Wang & Teo, 2011; de Vidas, 2008). Further, as many countries attempt to follow a neo-liberalized, free-market approach to economic development, employment has become more feminized (Standing, 1999) and selling for a transnational direct sales organization is often an appealing option for women in developing countries, providing paid employment that takes place not only outside the home, but outside the archetypical, standardized workplace of the export-product manufacturing factory (Casanova, 2011a, 2011b; Wilson, 1998). Other evidence has suggested several macro-environmental developments that continue to have an impact on direct sales organizations (Ingram, 1993; Ragland, 2012). First, the splintering of market segments into subsegments has compelled companies with fewer resources to focus to avoid the “mass market,” and focus instead on smaller segments, tailoring their efforts to gain customer satisfaction (Kotler & Armstrong, 2014). MLMs are particularly suited to this consumer environment – distributors talking directly to consumers to find out what it is that they want, like, and prefer. One further outcome of this fragmentation has been that people have been forced to seek new groups to satisfy their need to belong, and “hybrid” economic social networks such as MLMs satisfy these nonmaterial needs of distributor participants (Green & D’aiuto, 1977). This appears to be a reasonable explanation of why many of the largest MLM organizations have several million distributors, the majority of whom gain only very minimal financial rewards despite devoting a substantial portion of their time to company activities. A second macro trend is that of globalization. Over the past thirty years, a strong demand has developed for Western products in then-newly-opened European and Asian markets. This continues to be the case in central Asia (India, Russia) and Latin America. In addition to consumer demand, a high level of salesperson motivation in those countries cited as a key to success. Thus consumer demand for MLM-supplied products has grown, while the entrepreneurial spirit that multilevel marketing encourages is appealing to many who seek self-managed work and independence from the traditional employer-employee relationship. Third, manufacturers often pursue multiple channels of distribution to make products available, and MLMs offer a realistic (and often creative) alternative component. This makes it easy for shoppers to find what they want, and a “direct” channel can coexist with traditional channels, allowing entry into extremely local markets and extremely poor consumers (Ireland, 2008; Dolan & Scott, 2009). For example, Ireland (2008) provided several examples of the implementation of MLM in poor communities in South America. This strategy was executed by well-known brands, some of which were recognizable MLMs (e.g. Avon) and some of which were traditional consumer products manufacturers (e.g. Coca Cola). The MLM organization in each of these cases emphasized physical distribution – in some situations going so far as to provide refrigerators in the homes of poor consumers, who would then sell beer or soft drinks directly from their homes. Improving access to products involved elaborate multilevel marketing channels that used the social skills and energy of “bottom of pyramid” (very poor) residents who participated as distributors. A fourth macro-level trend has been that toward trust-based relationship marketing, defined as building, developing and maintaining strong relationships with customers and other stakeholders in order to obtain a high profitability through customer satisfaction (Berry, 1983). The success of the MLM business model as a strategic alternative may thus be linked to the macro-level processes in national and global economies. Discussion and Conclusions Modern versions of direct selling hold the potential to improve lives across the world’s developing economies as the range of products begins to include those that have high social value, such as medicines, hygienic items and communications. Multilevel marketing is an innovation that has become increasingly successful as it has evolved in Western economies to include well-known consumer products (Amway, Tupperware, Mary Kay) but also high-end fashion (J. Hilburn, Etcetera) and even sex toys (Passion Parties). In developing countries, the MLM represents a potentially lucrative channel for traditional companies seeking growth – the flexibility of the channel of distribution, the fact that it relies on existing relationships among potential consumers and distributors, and its ability to reach consumers directly make it a potential tool for economic development. Even still, multilevel marketing carries negative connotations in many marketplaces worldwide. Because MLM participants are technically not employees of their company, “control” over participants is difficult, and continued participation is difficult to maintain. The high degree of commitment and strong organizational culture seem to foster accusations of “cult” behaviors. While there is no question that false product or business opportunity claims may be made – as with any consumer product – academic research tends to suggest that prohibition or strict regulation needs to be carefully weighed against the potential benefits of MLM organizational structures and operations. Multilevel marketing and other direct sales channels of distribution may facilitate economic development, first by employing people who may have little business experience, and second by making products available to consumers in markets where few other retailers may be able to reach. Research also suggests that the MLM business method provides a legitimate alternative strategy to traditional retailing: marketers can get information to consumers in ways that are not feasible using traditional advertising or retail distribution, and person-to-person selling increases the likelihood of customer satisfaction.

비영리 조직의 기업가지향성이 마케팅 역량에 미치는 영향

정갑연 한국기업경영학회 2017 기업경영연구 Vol.24 No.4

As competition among nonprofit organization (NPO) gets fierce recently, NPO needs to promote increase of financial income, let alone realization of public good. To overcome this condition, NPO needs to build organizational culture of risk taking, innovativeness and proactiveness, which is also referred as entrepreneurial orientation for realization of social value. Nonprofit organization with entrepreneurial orientation takes risk and does not fear innovation or change, thus, shows behavioral patterns, such as continuous information creation, sharing and response to changing market and customers. This trend of organizational behavior will build marketing capability in order to flexibly respond to market environment. This study aims to examine whether organizational culture of nonprofit organization, which is entrepreneurial orientation, builds marketing capability through tendency of market orientation within organization. Accordingly, this study reveals that entrepreneurial orientation of nonprofit organization is comprised of four components, such as innovativeness, proactiveness, risk taking and social value orientation. Also, market orientation is built by three components, such as market information generating, market information disseminating and market information responsiveness. In addition, marketing capability of nonprofit organization is reviewed as largely brand management capability and communication capability. For the empirical test, we collected survey data from 211 employees of non-profit organizations. SPSS 19.0 and AMOS 19.0 have been utilized for delivering the study results. Empirical analysis shows that components of entrepreneurial orientation in nonprofit organization, such as innovativeness, proactiveness and risk taking, had positive influence on components of market orientation, such as market information generating and market information disseminating, however, had no influence on market information responsiveness. Furthermore, social value orientation of nonprofit organization had all positive influence on components of market orientation. Also, this study confirms that tendency of market orientation in nonprofit organization had positive influence on brand management capability and communication capability. The study provides non-profit organizations with more accurate information that allow them to explore significant managerial insight so as to develop appropriate policy and strategy in enterprise of non-profit organizations. 본 연구는 비영리조직의 기업가지향성이 시장지향적인 활동 성향을 통해 마케팅 역량에 영향을 미치는지를 살펴보고자 하였다. 즉, 본 연구는 비영리조직의 기업가지향성을 혁신성, 진취성, 위험감수성, 사회 가치지향성 등의 하위개념, 시장지향성은 시장정보창출, 확산, 대응 등의 하위요소, 그리고 마케팅 역량은 브랜드 관리 역량과 커뮤니케이션 역량 등으로 살펴보았다. 본 연구는 사회복지시설, 병원, 대학교, 자선단체 등 8개의 비영리조직에 종사하는 직원들을 211명에게 설문을 통해 자료를 수집하고, 실증분석을 하였다. 분석 결과 비영리조직의 기업가지향성의 하위개념인 혁신성, 진취성, 위험감수성은 시장지향성의 하위요소인 시장정보창출과 시장정보 확산에는 긍정적인 영향을 미쳤지만, 시장정보대응에는 영향을 미치지 않는 것으로 나타났다. 또한 비영리조직의 사회 가치지향성은 시장지향성 하위요소 모두에 긍정적인 영향을 미쳤다. 그리고 비영리조직의 시장지향성 활동성향 모두 조직의 브랜드 관리 역량 및 커뮤니케이션 역량에 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구의 결과는 비영리조직이 지속적으로 성장하기 위해 필요한 조직문화 및 활동 성향, 그리고 마케팅 역량의 구축 및 활용에 대한 전략적 시사점을 제공할 것으로 생각된다.

비영리조직의 시장지향성이 마케팅 역량을 통해 성과에 미치는 영향

정갑연(Gap Yeon Jeong),이동훈(Dong Hun Lee),채명수(Myung Su Chae) 연세대학교 경영연구소 2017 연세경영연구 Vol.54 No.2

본 연구는 조직문화 관점에서 비영리조직의 시장지향성이 마케팅 역량을 통해 성과에 영향을 미치는 관계를 살펴보고자 하였다. 이에 본 연구는 비영리조직의 시장지향성을 고객지향성, 경쟁자지향성, 부서 간 협력 등으로 분류하고, 마케팅 역량을 브랜드 관리 역량과 커뮤니케이션 역량 등으로 구분하였다. 또한 사회의 다양한 이해관계자들을 고려해야 하는 비영리조직의 특성에 맞춰 비영리조직의 성과는 경제적 성과와 사회적 성과로 구성하였다. 본 연구는 사회복지시설, 병원, 대학교, 자선단체 등 8개의 비영리조직에 종사하는 직원들을 211명에게 설문을 통해 자료를 수집하고, 실증분석을 하였다. 분석결과 고객지향성, 경쟁자지향성, 부서 간 협력 등으로 구성된 비영리조직의 시장지향성 조직문화는 브랜드 관리 역량 및 커뮤니케이션 역량에 긍정적인 영향을 미치는 것으로 나타났다. 또한 비영리조직의 브랜드 관리 역량 및 커뮤니케이션 역량 모두 비영리조직의 경제적 및 사회적 성과에 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구의 결과는 비영리조직이 재무관련 성과와 사회적 평만을 호의적으로 이끌기 위해서는 시장지향적인 조직문화의 구축을 통해 마케팅 역량을 개발해야 한다는 것을 시사하고 있다. In terms of activity and content, non-profit organization plays multiple roles in a variety sectors including woman, environment, human right, education, youth, consumer, medicine and health, welfare, culture, and art in this diverse society. As practical alternative to improve citizen’s quality of life, the status of non-profit organization is rising. However, as current nonprofit organization is fiercely competing each other, marketing capabilities need to be enhanced based on organizational culture of market orientation in order to overcome the difficulties. Thus, the purpose of this study is to examine culture and marketing capability essential for nonprofit organization and confirm the effect on nonprofit organization’s performance based on market orientation culture and marketing capability. In other words, this study examines the impact of market orientation and marketing capability on managerial and social performance in non-profit organization. For the empirical test, we collected survey data from 211 employees of non-profit organizations. SPSS 19.0 and AMOS 19.0 have been utilized for delivering the study results. The results of hypothesis testing are as follows: First, market orientation such as customer orientation, competitor orientation, inter-departmental orientation of non-profit organizations positively influence marketing capabilities including brand management capability and communication capability. Second, brand management capability and communication capability in non-profit organization have a positively effect on managerial and social performance. The study provides non-profit organizations with more accurate information that allow them to explore significant managerial insight so as to develop appropriate policy and strategy in enterprise of non-profit organizations. In other words, this study result implies the necessity of building organizational culture of market orientation and developing marketing capability for nonprofit organization to survive in fiercely competitive environment.

실시간 마케팅의 선행요인 및 성과 연구

정주훈,이호배 한국마케팅학회 2008 ASIA MARKETING JOURNAL Vol.9 No.4

Real-time marketing is emerging as new type of marketing which is suitable for meeting customers' needs in real-time with flexible modular product architectures. This study developed real-time marketing framework for implementing the strategy. This framework included 4 antecedents(modular marketing process, information technology availability, flexibility of organization structure, and market-based orientation), 2 mediators(real-time responsive product architecture and market-related speed), and SBU performance. 10 hypothesis were tested with path analysis, and the results were as follows; First, modular marketing process, information technology availability, and market-based orientation influenced on the market-related speed of company by mediation of real-time responsive product architecture indirectly. Second, information technology availability, flexibility of organization structure, and market-based orientation directly influenced on the market-related speed of company. Finally, real-time responsive product architecture influenced on SBU performances by mediation of the market-related speed of company. 급속히 변화하는 최근 시장상황에서 실시간 마케팅은 기업들이 실행할 수 있는 마케팅 전략에 대 한 충분한 이해와 해결점을 제공하고 있다. 그러나 실시간 마케팅에 대해서 학문적으로나 실무적으로 명확한 개념이나 의미가 정립되어 있지 않아서, 실시간 마케팅의 개념화 및 기본 가정, 선행요인, 그 리고 기업성과에 대한 영향 등을 살펴볼 필요가 있다. 본 연구에서는 실시간 마케팅의 선행요인인 모듈화 마케팅프로세스의 수행정도, 정보기술 시스템의 유용성, 기업구조의 유용성 및 시장중심 지향성이 실시간 마케팅 효과인 다양성, 변동성 및 신속성을 향상시킬 수 있는지, 그리고 이것들이 기업성과에 미치는 영향을 실증적으로 알아보았다. 그 결과 다 음과 같은 사실들을 알아냈다. 첫째, 기업이 모듈화 마케팅프로세스의 수행정도가 높을수록 모듈화 제품구조를 통해 다양하고 변 동가능한 제품을 창출하였다. 모듈화 마케팅프로세스는 기업의 시장대응 속도를 직접적으로 증대시키 지는 못하였지만, 실시간 대응 제품구조의 매개에 의하여 시장대응 속도를 증대시키는 것으로 나타났다. 둘째, 기업의 정보기술 시스템의 유용성 수준이 높을수록 다양하고 변동가능한 제품을 창출할 뿐만 아니라, 이렇게 창출된 실시간 대응 제품구조의 매개와 정보기술의 직접적인 효과를 통해 시장대응 속도를 향상시키는 것으로 나타났다. 끝으로, 실시간 대응 제품구조는 시장대응 속도에 매우 유의적으로 긍정적인 영향을 미치고, 시장 대응 속도는 다시 기업성과에 매우 유의적으로 긍정적인 영향을 미쳤다. 그러나 실시간 대응 제품구 조의 기업성과에 대한 직접적인 영향은 유의적이지 않았다.

일본의 유기농산물 유통실태

정만철 ( Jung Man-chui ),강충관 ( Kang Choong-kwan ) 한국유기농업학회 2003 韓國有機農業學會誌 Vol.11 No.2

Recently, together with consumers’ increasing concerns on food safety and environmental issues, there is increasing demand on the environmentally friendly agricultural products such as organic products. At present, Japan, as a biggest net importing country of the agricultural products, is a market of the international-scale in the organic product marketing. Also, it is expected that the possibility of market expansion in the future is very high. According to the 2000 agricultural census in Japan, the number of the environment-friendly agricultural farmers were 501,556 householders. This number is about 145 percent higher than that of the 1996 results of 204,600 householders. Organic products in Japan were mainly marketed through the producer and consumer cooperation, producers’ cooperation, specialized marketing company etc. However, along with the department store, big supermarket and others’ participation in the market recently, the marketing channels are diversified. As of October 1999, market sales of the organic products were estimated about 350 billion yen. It is expected that organic certification system, organic products import, resturant industry scale and others will be more influential factors on the market expansion of the organic products in the future.

컨벤션조직의 공익마케팅활동이 개최지 효과 및 브랜드가치에 미치는 영향 연구

장소월(Zhang, Xiaoyue),윤영혜(Yoon, Yeong Hye),이혜련(Lee, Hey Ryon),윤유식(Yoon, Yoo Shik) 한국전시산업융합연구원 2015 한국과학예술융합학회 Vol.19 No.-

최근 공익마케팅활동에 대한 관심과 중요성에 대한 인식이 확산됨에 따라 국내 일부 컨벤션센터와 지역컨벤션뷰로에서 사회공헌활동을 추진하고 있으나, 공익마케팅활동에 관한 연구들은 대부분 소비자의 시각에 치중되어 컨벤션센터나 지역 컨벤션뷰로 등 컨벤션 조직원의 관점에서 공익마케팅활동 중요성인식이 어떤지 반영되어 있지 않은 실정이다. 따라서 본 연구에서는 컨벤션과 관련된 공공조직의 종사자들을 대상으로 컨벤션조직의 공익마케팅활동의 중요성 인식을 파악하며, 컨벤션조직의 공익마케팅활동을 실시할 때 컨벤션개최지의 긍정적 또는 부정적 효과에 영향을 미치는지 살펴보고, 개최지 긍정적 효과와 부정적 효과가 개최지 브랜드가치에 어떠한 영향을 미치는지에 대한 분석하고자 한다. This study aims to find the significance of the convention-related public organizations workers" cognition about the importance of public marketing activities. As well as to analysize the outcome of convention organization of public marketing activities holding positive, negative effects and the host brands value relationship. In order to strategically maintain the importance of conventions" differentiation marketing and the brands value of exhibition organization, this research is necessary to explore the importance of public marketing activities held by the public value and brand image link here. In this research, On the convention field public marketing activities" arguments were marketing strategy. In order to construct the convention destination"s competitiveness and the differentiation of public marketing strategy, it is necessary to investigate the relation of convention organizations" public marketing activities" importance recognization and destination effections, destination brand value. As the results we can propose the implication of public marketing activities can enhance the competitive.

비영리기관 서비스의 재이용의도에 미치는 통합마케팅 요인들의 구조적 관계에 관한 연구

박성복(Park Sung-bok) 서울행정학회 2010 한국사회와 행정연구 Vol.21 No.1

This study seeks to identify the structural relationship of the integrated marketing factors impacts with the continuing reuse of nonprofit organizations' services. Owing to the increasing demand of nonprofit organizations' contributions to society and the competitive social climate, the marketing techniques of for-profit organizations has begun to be widely applied to nonprofit organizations and the recognition of the necessity to market services is also being universalized. Recently, the necessity is strongly trending towards relationship marketing; overcoming the limits of transactional marketing. This study, however, tries to integrate the two approaches by introducing the intermediate variable of relationship marketing factors through the theoretical examination. The transaction marketing factors are composed of five elements, that is, service quality (professionalism), ethics, organizational image, physical environment, and orientation to the client. The relationship marketing factors are composed of three elements, that is, client content. trust. commitment. And the intention to reuse was introduced as a resulting or dependent variable. Through this theoretical examination, I set up the concepts and variables, the hypotheses resulting from the relationships, made operationalized definitions of those concepts and variables, and conducted a survey to get the relevant data. Using the structural equation model, I empirically tested the hypotheses and analysed the structural relationship of the relevant concepts and variables. Finally I identified that the relationship marketing factors play a role as intermediate variables.

Examination of Ecological Marketing Strategy Based on Technology- Organization-Environment Framework : Focus on MI Case in China

Mingxing Wang,Daewan Kim,Simon Lee 한국디지털융합학회 2020 IJICTDC Vol.5 No.1

An ecological marketing strategy is a new marketing concept for sustainable development. The goal of ecological marketing is to build an ecological system with potential enterprises, enable members in the ecosystem to make profits, and achieve a win-win situation. This paper uses a single case (MI) study approach to aligning the concepts and guidelines prescribed by the technology-organization-environment framework. The qualitative research method of content analysis will be applied to analyze secondary sources such as MI corporate sustainability reports, journal articles, case study materials, trade publication articles, etc. Most of these materials are available on the website. By conducting the analysis through technological, organizational, and environmental aspects, the result answers the question that why the ecological marketing strategy could promote MI’s successful transformation and upgrading. After a comprehensive analysis, the other modern enterprises can learn more about ecological marketing strategy and realize ecological marketing can be concluded. Moreover, both the result and the analytic framework of Ecological marketing can also be a reference for modern enterprises to obtain their interests and establish a symbiotic ecological marketing system.

LONG-TERM STRATEGIC ORIENTATION IN MARKETING-DRIVEN ORGANIZATIONS: THE ROLE OF MARKETING ANALYTICS

Zabkar Vesna,Arslanagic-Kalajdzic Maja 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7

The strategic orientation of a firm contributes positively to its business performance. However, there are still many unexplored facets of strategic orientation of a firm and its antecedents, thus preventing researchers and practitioners from fully understanding how this contribution takes place. Strategic orientation assumes corporate-level perspective, where differences in perspective can be expected between marketing-driven and finance-driven organizations. If strategic orientation is placed in the context of today’s Big Data era, marketing analytics becomes an increasingly important tool in shaping strategic orientation. Hence, this paper has two objectives: (1) to investigate how marketing-driven and finance-driven organizations achieve long-term strategic orientation and (2) to examine the role of marketing analytics for long-term strategic orientation. The participants in a quantitative survey were managers responsible for marketing from a cross-industry sample. The results indicate that marketing-driven organizations achieve long-term strategic orientation indirectly through marketing analytics. Finance-driven organizations are not significantly related to long-term strategic orientation. Authors confirm a positive relationship between long-term strategic orientation and business performance.