Incidence and case fatality of acute myocardial infarction in Korea, 2011-2020

Yeeun Seo(Yeeun Seo),Jenny Moon(Jenny Moon),Hyeok-Hee Lee(Hyeok-Hee Lee),Hyeon Chang Kim(Hyeon Chang Kim),Fumie Kaneko(Fumie Kaneko ),Sojung Shin(Sojung Shin),Eunji Kim(Eunji Kim),Jang-Whan Bae(Jang-W 한국역학회 2024 Epidemiology and Health Vol.46 No.-

THE IMPACT OF SELLING ORIENTATION ON SALES PERFORMANCE : THE MODERATING EFFECT OF INTEGRATION WITH OTHER FUNCTIONAL MEMBERS

Eunji Seo,Katsuyoshi Takashima 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.8

THE IMPACT OF SELLING ORIENTATION ON SALES PERFORMANCE: THE MODERATING EFFECT OF INTEGRATION WITH OTHER FUNCTIONAL MEMBERS

Eunji Seo,Katsuyoshi Takashima 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7

One of the longstanding goals of both managers and researchers has been to understand the characteristics of effective salespeople. Selling orientation (SO), one of the general approaches of salespeople, has also been referred to in several studies as selling behaviors (Saxe and Weitz 1982; Brown et al. 1992; Jaramillo et al. 2007). SO is the degree to which salespeople place their own needs and/or the needs of the firm before those of their customers by attempting to sell as much as possible to customers. This is exhibited when salespeople are primarily engaged in selling activities that emphasize “getting the sale” (Schultz and Good 2000; Boles et al. 2001). Few researchers focus their attention on SO as one of the sales approaches enhancing sales performance and previous studies generally discuss SO as a factor negatively correlated with customer orientation (CO) (Saxe and Weitz 1982; Brown et al. 1992). These studies suggest SO should be controlled to encourage CO. However, Schwepker (2003) shows in his overviews of recent research that there is not a general consensus on the relationship between SO and individual sales performance. In fact, some studies indicate that SO increases individual sales performance, while others find that it is not an influential factor (e.g. Goff et al. 1997; Boles et al. 2001; Wachnel et al. 2009). Salespeople are required to adopt long-term perspectives as well as short-term sales results simultaneously in a competitive market; thus, it is meaningful to explore whether SO, as an aggressive sales approach, improves individual sales performance and whether SO can be used as an effective organizational indicator. Some studies, on the other hand, argue that the relationship between SO and individual performance is affected by moderating factors, such as differences in performance measurement (subjective or objective) (Jaramillo et al. 2007) and the sales skill level salespeople possess (Wachner et al. 2009). For example, Wachner et al. (2009) tested the moderating impact of three selling skills: interpersonal skills, salesmanship skills, and technical skills. These studies show that various external and individual factors can affect the relationship between SO and performance. Unfortunately, the impact of internal factors, such as integration with other functional members of the organization, has largely ignored. However, integration between salespeople and a variety of functional members is crucial for exchanging information and activating organizational learning (Rouizes et al. 2005), which may affect sales strategy. Indeed, salespeople, as boundary spanners, cooperate with other functional members and provide the firm with external market information (Griffin and Hauser 1990; Singh 1998; Krohmer et al. 2002). On the other hand, salespeople also receive information and support regarding new products and product delivery from other functional members, which benefits individuals’ sales performance. Our study, therefore, aims to examine the performance impact of SO at the level of the individual salesperson. In addition, we test for the moderating effect of integration with other functional members. We use the term integration as proposed by Kahn (2001), in which levels of integration are gauged by the extent of information exchange and personal interaction, and argue that integration, as an option internally available to salespeople, will increase the effectiveness of a sales approach. The indices we use to judge individual sales performance are as follows: the sales figures achieved, the degree to which the salesperson commits to the target sales figure, the number of new customers found, and the level of task innovation displayed in comparison with other members of the same sales team. SO is usually seen as a short-term sales approach. While pure SO cannot have a positive effect on customer loyalty or satisfaction levels (Boles et al. 2001; Schwepker 2003), it is often the most effective short-term selling method. In fact, Wachner et al. (2009) report that SO directly increased individual sales performance in the B to B market settings. Moreover, Boles et al. (2001) reported that SO is not harmful to relationships with customers for in-store retail settings because customers expect salespeople to engage in selling-oriented behavior to some degree. Schwepker (2003) argues that salespeople are more likely to utilize SO in an effort to meet the demands and goals placed on them when managements use the outcome-based measurements (e.g. financial performance) to evaluate their performance. This may mean that when salespeople take a more strongly selling-oriented approach, they increase their attention on selling itself and find effective methods for increasing performance. These discussions show that SO is influential in increasing sales performance. Our first hypothesis, therefore, is: H1. SO positively affects individual sales performance. Meunier-FitzHugh and Piercy (2007) emphasize that the selling of products and services is not exclusive to marketing or sales. Integration between different functional members is vital to improved customer satisfaction and product development performance (Kahn 2001). In addition, Kahn and Mentzer (1998) show that integration between different functional members has a positive influence on performance in terms of department success, overall firm performance and new product development. The authors explain that the information exchange intrinsic to integration allows members to reduce uncertainty, thereby facilitating different types of performance. By transmitting information and interacting with members who work in complementary functions, salespeople are more likely to increase their product knowledge and control time schedules. Accordingly, we expect integration with other functional members to positively impact individual performance. According to Storbacka et al. (2009), sales can play an important role in new product development, which also increases opportunities to broaden customer relationships and modify sales strategies. We argue that when integration is coupled with SO, individual performance improves because integration modifies SO’s aggressive behaviors into an adaptive selling style. Adaptive selling is considered “the altering of sales behaviors during a customer interaction or across customer interactions based on perceived information about the nature of the selling situation” (Weitz et al. 1986, p. 175). Franke and Park (2006) argue that the benefits of adaptive selling behaviors are likely to outweigh the costs of gathering and applying information to specific situations, thereby improving overall individual sales performance. Thus, if salespeople integrate with other functional members in the process of selling products and providing customized service according to customer needs, we expect that the relationship between SO and individual performance will be stronger. On the other hand, role ambiguity of salespeople may be reduced by high SO, which stimulate salespeople to put higher priorities on selling and short-term purpose (Tubre and Collins, 2000; Wachner et al. 2009). Low role ambiguity will make functional integration efficient and effective since allocation and coordination regarding functional roles cost less compared with the situation where the roles are ambiguous. Therefore, when salespeople have higher SO, integration produces more results in shorter time. Hence, on the basis of this reasoning, we hypothesize that: H2. Integration positively affects individual sales performance. H3. The positive relationship between SO and individual sales performance is stronger when salespeople are more integrated with other functional members. 382 questionnaires were handed out to a firm and 186 salespeople including the sales managers filled in the questionnaires. This company’s services and products are related to real estate, car insurance and financial insurance. We chose this particular company because the salespeople are encouraged to use SO approaches and generally integrate with other functional members. Based on Wachner et al. (2009), SO was measured with a three-item indicator that included the following items: “high sales performance is more important than how to accomplish it,” “I try to focus attention on the degree of sales performance compared with others,” and “when a company appraises salespeople, only financial performance has to be considered.” These measures were modified from those used in Wachner et al. (2009) to reflect SO’s short-term transactional manner and emphasis on high financial performance. In addition, the integration with other functional members referred to in Kahn and Mentzer (1998) was also measured using an indicator with the following items: “I frequently exchanges information with other functional members,” “I am actively gathering information from colleagues with different functions,” “critical information is shared between colleagues with different functions,” and “the integration between sales and other functions is possible.” We assessed the validity and dimensionality of our reflective constructs by performing a confirmatory factor analysis (CFA). Our CFA model contains SO (three items, α= .730), integration (four items, α= .839), and performance (four items, α = .826). The model shows an acceptable fit with the data with a χ2 of 153.481 (df = 41, p< .001), a comparative fit index (CFI) of .926, AGFI of 0.846 and a root mean square error of approximation (RMSEA) of .10. We conducted a moderated hierarchical regression analysis to test our hypotheses. Regression results have been provided in Table 1. After mean-centering the interaction variables, multicollinearity was irrelevant because the VIF of the multicollinearity statistic was low level. Model 1 includes control variables and the effects of SO and integration. Model 1 reveals a positive effect of selling orientation (β= .201, p< .01) and integration (β= .358, p< .001) on performance. In Model 2, interaction terms were added. The Model 2 results indicate that the interaction effect between SO and integration on performance is positive and significant (β= .142, p< .05) supporting H3. Post hoc analysis also confirms that integration moderates SO to increase performance. Specifically, examination of the simple regression lines show that there is only an effect of the SO on performance when the salesperson’s integration level is high (t= 3.60, p< .00), but is not significant when integration level is low (t= 1.085, ns). Overall, our results indicate that SO and integration have an important impact on individual sales performance. In addition, as shown by Fig. 1, SO affects individual performance more positively when salespeople integrate more fully with other functional members. These results highlight the tact that, when they co-exist, SO and integration between different functional members contributes to increased individual sales performance. As one of the components of market orientation, integration with other functional members prompts salespeople to consider customer satisfaction. By exchanging knowledge and contributing to internal information flow, integration allows salespeople to develop SO into an adaptive selling approach, thereby increasing sales performance. On the other hand, because high SO results in salespeople using their time and efforts more effectively for performance with integration than low SO, sales performance increases. From a theoretical perspective, the findings we report here taking into account the moderating effects of integration, present a new understanding of the relationship between SO and individual performance. Moreover, our findings have managerial implications. Although SO has a positive effect on individual performance, SO also presents considerable challenges, such as decreasing customer loyalty and endangering salespeople’s job satisfaction (Boles et al. 2001; Schwepker 2003). As a result, the relationship between SO and salespeople’s individual performance requires more discussion and should be considered carefully. Our study shows that sales management could potentially increase sales performance by using cross function teams and setting financial goals, which would simultaneously encourage integration as well as SO (Rouzi?s et al. 2005).

A Comparative Analysis of Emotional Response from Dirrerent Age Groups to Changes to Color Temperature and Illuminances in General Diffused Lighting in Study Rooms

( Eunji Seo ),( Jiyoung Park ),( Chanung Jeong ),( Jinsook Lee ) 한국감성과학회 2014 춘계학술대회 Vol.2014 No.-

In a preliminary experiment designed to get the optimum photometric quantity for different acts in a study room, this study conducted a comparative analysis of emotional responses from different age groups to changes in color temperature and luminous intensity in the most basic condition of general diffused lighting. For those in their 20s and 30s, the color temperature was presented in the experimental space as eight stages of 3000 K, 3500 K, 4000 K, 4500 K, 5000 K, 5500 K, and 6000 K. For those in their 40s and 50s, the evaluation presented three ages of 4000 K, 4500 K, and 5000 K while pivoting on 4500 K, which was evaluated as the most preferred color temperature in the experiment for those in their 20s and 30s. The analysis showed that those in their 20s and 30s found 300 lx at 4500K most comfortable, appropriate for behavior, and preferred. In contrast, those in their 40s and 50s found 400~500 to lx at 4500 k the most comfortable, appropriate for behavior, and preferred. In a nutshell, compared to those in their 20s and 30s, those in their 40s and 50s found the higher luminous intensity the most comfortable, appropriate for behavior, and preferred. This is understood as the visual characteristic that appears to the aging eyes of the older groups.

A Comparative Analysis of Emotional Response from Dirrerent Age Groups to Changes to Color Temperatura and Illuminances in General Diffused Lighting in Study Rooms

Eunji Seo,Jiyoung Park,Chanung Jeong,Jinsook Lee 대한인간공학회 2014 대한인간공학회 학술대회논문집 Vol.2014 No.5

In a preliminary experiment designed to get the optimum photometric quantity for different acts in a study room, this study conducted a comparative analysis of emotional responses from different age groups to changes in color temperature and luminous intensity in the most basic condition of general diffused lighting. For those in their 20s and 30s, the color temperature was presented in the experimental space as seven stages of 3000 K, 3500 K, 4000 K, 4500 K, 5000 K, 5500 K, and 6000 K. For those in their 40s and 50s, the evaluation presented three ages of 4000 K, 4500 K, and 5000 K while pivoting on 4500 K, which was evaluated as the most preferred color temperature in the experiment for those in their 20s and 30s. The analysis showed that those in their 20s and 30s found 300 lx at 4500K most comfortable, appropriate for behavior, and preferred. In contrast, those in their 40s and 50s found 400~500 to lx at 4500 k the most comfortable, appropriate for behavior, and preferred. In a nutshell, compared to those in their 20s and 30s, those in their 40s and 50s found the higher luminous intensity the most comfortable, appropriate for behavior, and preferred. This is understood as the visual characteristic that appears to the aging eyes of the older groups. Also, the scope of luminous intensity acquired from the experiment has turned out to be minimum twice as bright as the maximum reference luminous intensity of ‘60-100-150 lx’, the scope of luminous intensity presented for my study room or study in the KS home.

주의집중력에 따른 학습 유형별 적정 조명환경 도출에 관한 연구

서은지(Eunji Seo),이중엽(Jungyub Lee),김도형(Dohyeong Kim),이진숙(Jinsook Lee) 한국색채학회 2016 한국색채학회 학술대회 Vol.2016 No.5

조명회사 또는 연구 결과를 통해 학습 유형에 따라 적정한 조명환경이 제시되고 있으나, 조명방식 또는 조도의 범위는 명확하게 제시하지 않고, 색온도 범위만 제시하고 있다. 따라서 본 연구에서는 주의집중력 그룹별 수리와 암기 영역의 효율적인 학습을 위한 적정 색온도 및 조도 범위 도출을 목적을 한다. 낮은 그룹과 높은 그룹으로 구분하여 평가한 결과, 모든 평가어휘에서 색온도에 의한 영향이 큰 것으로 나타났다. 수리영역의 경우 주의집중력이 낮은 그룹은 색온도 6000K의 조도 800 lx이며, 높은 그룹은 색온도 6000 K의 600∼800 lx인 것으로 나타났다. 암기영역의 경우 낮은 그룹은 색온도 6000 K의 600 lx이며, 높은 그룹은 4500∼6000 K의 600∼800 lx로 도출되었다. 본 연구결과를 바탕으로 주의집중력 정도 및 학습 유형의 특성에 따라 조명환경을 다르게 할 경우 학습 효율을 향상 시킬 수 있을 것으로 사료된다.

대학교 도서관에 위치한 열람실의 사용자 만족도 조사 및 개선사항 도출

서은지(Eunji Seo),고기현(Gihyun Go),복제욱(Jewook Bok),박지영(Jiyoung Park) 한국색채학회 2020 한국색채학회 학술대회 Vol.2020 No.11

선행연구의 분석 결과, 학습을 위한 공간에서 조도가 너무 낮거나 높으면 독서 및 학습활동, 자료 이용 등에 불편을 느끼게 되는 것으로 분석되며, 보조조명의 병용을 권장하고 있는 것으로 분석되었다. 또, 자료의 내용적 분석과 이해를 위한 인지력, 사고력, 판단력, 집중력 등이 저하됨으로써 기회비용이 증가하는 등 비효율적이 되며, 두통, 피로도 등의 신체적 고통이 증가하는 것으로 나타났다. 이에 본 연구에서는 대학교 도서관에 위치한 공공열람실의 실내 색채 및 조명환경에 대한 사용자의 만족도 조사를 진행하고, 개선사항 도출을 목적으로 한다. 또한 도출된 개선사항을 열람실의 환경 구성에 반영할 경우 학습효과에 긍정적인 영향을 미칠 것으로 사료된다.

셀룰로오스 추출법에 따른 왕겨 기반 나노셀룰로오스 특성 분석

서은지(Seo Eunji),허경아(Her KyeongA),박진환(Park Jinhwan),조민국(Jo Minguk),노상철(Rho Sangcheol) 한국펄프·종이공학회 2023 한국펄프·종이공학회 학술발표논문집 Vol.2023 No.4

성격유형별 색채 및 톤에 따른 감성평가 연구

서은지(Eunji Seo),홍석준(Sukjun Hong),황태성(Taesung Hwang),이진숙(Jinsook Lee) 한국색채학회 2017 한국색채학회 학술대회 Vol.2017 No.11

상업가를 중심으로 한 프랜차이즈 커피전문점의 실내 색채 및 조명환경 실태조사 결과

서은지(Eunji Seo),정주영(Jooyoung Jeong),윤태섭(Taesub Yoon),양득용(Deukyong Yang),박지영(Jiyoung Park) 한국색채학회 2020 한국색채학회 학술대회 Vol.2020 No.11

현재 우리나라의 커피 산업은 해마다 빠르게 성장하며 변화하고 있다. 현대경제연구원의 조사결과에 따르면 2016년 기준 5조 9천억 원이었던 반면 2023년 8초 6천억 원에 달할 것으로 예측하고 있다. 커피시장의 규모 확산은 프랜차이즈 커피전문점 간의 치열한 경쟁을 의미하고, 이는 소비자가 브랜드 선택의 폭이 넓어지고 있음을 의미한다. 이에 본 연구에서는 유동인구가 많고 회전이 빠른 중심 상업가에 위치한 프랜차이즈 커피전문점을 대상으로 실내조명 및 색채환경에 대한 실태조사를 목적으로 한다. 또, 이용자의 방문선정 요인 및 선호하는 것으로 조사된 분위기를 마케팅에 적용 시 감성 만족도를 충족할 수 있을 것으로 사료된다.