Since the arrival of omni-channel retailing, which promotes seamless experience for consumers and zero effort commerce, channel integration has been a big issue in both the domestic and the international retail industry. Some researchers have identified problems that can occur in the process of channel integration, such as cannibalization and channel conflict (Coelho & Easingwood, 2003). However, many studies on channel integration report its positive impact on a firm’s revenue growth through improved trust (Schramm-Klein & Morschett, 2006), higher consumer conversion rates (Neslin et al., 2006), and greater cross-selling opportunities (Berry et al., 2010). Regarding the issue of effectively establishing channel integration in order to bring positive synergy to a company, the present study intends to identify a solution within a company’s internal factors. This study aims to provide a strategic perspective on channel integration formation of domestic fashion retailers by identifying some of the key organizational components that drive a firm’s channel integration in this omni-channel era, when the boundaries between online and offline markets are disappearing. This study predicts that organizational structure and strategic orientation are the key components of a fashion retailer’s channel integration implementation in an omni-channel environment. As shown in previous studies, channel integration has a positive impact on a firm’s performance through active and innovative transformation of the organization’s hardware and software (Cao & Li, 2015; Yan, Wang, & Zhou, 2010). In particular, this study introduces channel (extension) strategies (number of different types of channels in both online and offline markets) into channel integration as one of the crucial variables, in addition to the two existing variables. The data were collected through a survey targeting mid-level executives or above, within a business unit of Korea’s fashion companies with over $10 million revenue. Through this selection, a total of 120 samples were used in the final analysis. Hierarchical regression modeling was used to prove the study’s hypothesis. The revenue size of a parent company and SBU was used as a control variable in the level 1 model; channel strategies in the level 2 model; organizational structure in the level 3 model, and organization strategic orientation in the level 4 model, which was used as an independent variable. Integrated back-end system and integrated human resource management, which are the highest levels of channel integration (Cao & Li, 2015; Oh, Teo, & Sambamurthy, 2012), have been used as dependent variables. The main findings of this study are as follows: In a back-end system integration model, organization strategic orientation was identified as the highest level when the organizational structure becomes more centralized, whereas the system integration level is the highest when the model is competitor-oriented and innovation-oriented. In the human resource management integration model, the human resource management integration level is at its highest when the organizational structure becomes formalized and specialized, and organization strategic behavior becomes more competitor-oriented and innovation-oriented.

This study investigates the role of regionalisation in the endeavours of emerging economies to connect successfully to the global world economy. In the first part of the research, it summarizes connecting theories, using a multidisciplinary approach; International Relations, International Economics, Sociology (Granovetter, 1990; Li, 2003; Das, 2005; Yaquing, 2011) to discuss relationship-based versus rule-based governance as major characteristics of the ASEAN business environment. Descriptive statistical analysis is applied to identify the achievements of ASEAN-6 countries within global trade and FDI in 2000-2012. We suggest that the association examined in a broader context as ASEAN+3 (APT) did contribute to the greater integratedness of her member countries; and they have created a regional image with a common market, production base and exporting platform. Such achievements, however, can be in great part attributed to the micro-level activities of international and regional firms. In the second part of the study, marketing strategies of global companies are analysed based on empirical results in the literature to identify how they act in the ASEAN business environment when entering or expanding their presence. Two major manufacturing industries of the region, the household electrical appliances (characterised by fierce competition of Japanese and Korean manufacturers) and the Japanese dominated automobile industries are highlighted including the marketing mix elements of major market players. The Korean success can be attributed more to the relationship element, than the price factor. Upgrading of the maintenance service, sales and distribution network responding to local needs has been in focus. Rebuilding, restructuring of the entire ASEAN production/supply networks of corporations are expected to prepare for the ASEAN Economic Community 2015 environment. Localised products are designed for regional demand to obtain a competitive edge (Kabe, Ushiyama & Yamada, 2012). The first mover advantage of the Japanese car manufacturers has been kept since the 50’s through continuous product innovation with accelerated efforts into designing and manufacturing regional brands with cautious price-setting in recent years. There are important differences in marketing strategy of ASEAN-based companies investing abroad depending on the economic development level of their home country. Singaporean companies rely more on differentiation benefits, technology, product innovation, apply greater ODM/OBM (own design manufacturing, own brand manufacturing) than Malaysian ones (Sim, 2012). Movements in trade and FDI can also be observed in the evolving Asia-Europe interconnectedness with considerable scope for expansion. Our research identified promising examples of internationalizing SMEs beside the global players, which can be a further route to bridge Asia to the world. In order to investigate the role of the cultures (Hofstede, 2005), SMEs have been selected with presence both in the ASEAN and Visegrad four, the so called V4 countries (Hungary, Slovakia, Czech Republic, Poland) for case studies. The still very few investment cases of the V4 countries in Southeast-Asia base their marketing strategy on product or service innovation using strongly relationship elements. The research intends to shed light on the marketing strategies of ASEAN and EU-based start-up and mid-size companies when they invest in each others’ region.