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µµ½Ã¼³°è(Çѱ¹µµ½Ã¼³°èÇÐȸÁö) , v.11 n.3(Åë±Ç Á¦40È£)(2010-08) |
ÁÖÁ¦¾î |
ÀüÅë½ÃÀå ; À¯ÇüÈ ; µ¨ÆÄÀÌ ; Áß¿äµµ-¸¸Á·µµ ; Traditional Market ; Classification ; Delphi Analysis ; Importance-Performance |
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ÀüÅë½ÃÀåÀº Áö¿ªÀÇ °æÁ¦¿Í »ýÈ° Áß½ÉÁö·Î, ÀÔÁö¡¤»ó¾÷¡¤±â´É¡¤½Ã¼³ Ãø¸é¿¡¼ ´Ù¾ç¼ºÀ» Áö´Ï°í ÀÖ´Ù. ÇöÀç ÀÌ·¯ÇÑ ÀüÅë½ÃÀåÀÇ Àç»ýÀ» À§ÇÏ¿© °ø°øÇàÁ¤ ÁÖµµÀÇ È°¼ºÈ»ç¾÷ÀÌ ÃßÁøµÇ°í ÀÖ´Ù. ±×·¯³ª ÀÌ·¯ÇÑ È°¼ºÈ»ç¾÷Àº ¸ðµç ÀüÅë½ÃÀå¿¡¼ µ¿ÀÏÇÑ Á¢±Ù¹æ½ÄÀ» º¸ÀÌ°í ÀÖ¾î, ÀüÅë½ÃÀåÀÇ Æ¯¼ºÀ» °í·ÁÇÑ ½ÇÁúÀû È°¼ºÈ¿¡ ¹ÌÈíÇÑ ¸éÀÌ ÀÖ´Ù. º» ¿¬±¸¿¡¼´Â ÀüÅë½ÃÀå È°¼ºÈ¸¦ À§ÇØ, ÀüÅë½ÃÀå Ư¼ºÀ» ÃßÃâÇÏ¿© À¯ÇüÈÇÏ°í, À¯Çüº° Â÷º°Àû È°¼ºÈ Àü·«ÀÇ ¼ö¸³ °¡´É¼ºÀ» Á¦½ÃÇÏ´Â °ÍÀ» ¿¬±¸ ¸ñÀûÀ¸·Î ÇÑ´Ù. ¿¬±¸°á°ú ´ÙÀ½°ú °°Àº °á·ÐÀ» ¾òÀ» ¼ö ÀÖ´Ù. ù°, Ãæû³²µµ ÀüÅë½ÃÀåÀº ±× Ư¼º¿¡ µû¶ó 3°³ À¯ÇüÀ¸·Î ±¸ºÐÀÌ °¡´ÉÇÏ´Ù. µÑ°, ÁֹΠÁß¿äµµ-¸¸Á·µµ ºÐ¼®À» ÅëÇØ ÀüÅë½ÃÀå À¯Çüº° Â÷º°ÈµÈ È°¼ºÈÀü·«ÀÇ ¼ö¸³ÀÌ ÇÊ¿äÇÔÀ» ¾Ë ¼ö ÀÖ´Ù. ¼Â°, ÁÖ¹ÎÂü¿© Áß½ÉÀÇ »ç¾÷ÃßÁøÀ» ÅëÇØ ÀüÅë½ÃÀå À¯Çüº°·Î Â÷º°ÀûÀÎ È°¼ºÈÀü·« ¼ö¸³ÀÇ Çʿ伺ÀÌ Á¦±âµÈ´Ù. |
¿ä¾à2 |
Traditional market has diversity in the aspect of location, commerce, function and facility as the center of economy and life in a region. To revive the traditional market, a regeneration project is initiated by the public administration. However, there has been a criticism that the characterisitics of the markets were ignored because the projects adopted the same approach regardless of the markets' context. The purpose of this study is to classify the traditional markets according to the characteristics and to suggest the possibility of establishing a strategy depending on the classification. As a result of the study, the following conclusions are drawn. First, the traditional markets in Chung-Nam Province can be divided into three types according to their characteristics. Second, through analyzing the importance-satisfaction analysis of residents, the necessity of establishing a strategy for each classification is proved. Third, this study proposes that each project needs to establish a different strategy through a residentsoriented methodology to implement the project. |