• Journal of Distribution Research
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• v.8 no.2
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• pp.21-39
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• 2003

The objective of this study is examining regional differentiation of private brand customer. Factors found to influence private brand purchase intention included familiarity with private brand, perceived value, store loyalty, perceived risk, perceived quality variation between national and private brand products. For testing the research model, data were collected in Seoul and Busan. The hypothetical paths included in model are supported. There are regional differentiations in 1) negative relation of perceived quality variation and perceived value, 2) positive relation of familiarity and purchase intention, and 3) positive relation of store royalty and purchase intention.

• Fashion & Textile Research Journal
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• v.15 no.2
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• pp.219-230
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• 2013

To generate future profits, luxury brands need to recognize and understand customers as individually important and analyze the impact factors that improve specific customer equity. With the growing recognition that customer equity is a key strategic asset, this study empirically investigates the effect of customer equity drivers on customer loyalty based on the study of Vogel et al.(2008) which expanded the Rust et al.(2000)'s study on customer equity. We empirically examine if the customer equity drivers have a different impact on customer loyalty. This study hypothesizes that the relative effect of customer equity drivers would be different depending on the purchasing behavior of consumers and examines the effects of them on the relationship of the drivers of customer equity and customer loyalty. We use stepwise multiple regression analysis to empirically test the relationship of value equity, brand equity, and relationship equity and customer loyalty. Relationship equity influences customer loyalty more strongly than value equity and brand equity. Customers seem to build loyalty based on the careful assessment of all costumer equity drivers (value equity, brand equity, and relationship equity). In addition, their relative impact is different depending on the purchasing behavior of consumers. A company cannot maintain all customer equity drivers at a high level with limited marketing resources; therefore, marketing investment for all customer equity drivers need to be allocated differentially depending on the purchasing behavior of consumers.

• Korean Journal of Social Welfare
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• v.59 no.2
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• pp.303-325
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• 2007

This study explores the relationship between marketing activities and brand equity in nonprofit organizations, specifically investigating the relational linkage between four selected marketing mix elements and brand equity through the mediating role of brand equity dimensions. Employing a structural equation model, the study empirically tests research hypotheses and finds some important implication for brand equity creation strategies for nonprofits. The results show that brand association is the only dimension that is positively related to brand equity, reflecting the current donation market in Korea where nonprofits have such a low presence that donors have little knowledge and chance to identify their brands and to build trust relationships with them. Furthermore, the results highlight the importance and roles of promotion and process marketing efforts, as they are proved to enhance brand association. The study also finds that promotion is positively related to brand awareness and process contributes to perceived quality and brand loyalty. Based on these findings, the study suggest that nonprofits make further efforts on active promotion and process development to create positive, differentiated images and better accessibility, and finally improve their brand equity.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.6
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• pp.187-195
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• 2020

This study examined the relationships between the service convenience of restaurant kiosks and customer value, satisfaction, and trust. To this end, analyses were conducted with adults aged at least 18 years throughout the country who reported that they had used restaurant kiosks at least once over the last year. Information on restaurant kiosks was provided to minimize the possibility of errors in the survey. According to the results, first, the decision-making convenience and the convenience of restaurant kiosks were shown to have significant effects on the customer value. On the other hand, the place convenience and transaction convenience had no significant effect on customer value. Second, customer value was shown to have significant effects on trust and satisfaction. Third, trust was shown to have significant effects on satisfaction. If a restaurant considers kiosks in terms of customer service convenience, not labor cost reduction, they will maintain long-term relationships and enhance their differentiation by increasing satisfaction and trust. This study aims to present differentiated marketing strategies and practical implications of restaurants that have introduced kiosks.

• The Journal of the Korea Contents Association
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• v.9 no.3
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• pp.241-249
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• 2009

With the recent growth of the Internet, the on-line brand community has been a major vehicle for building a corporate brand asset. This study aimed to identify the effective relationship between confidence, identification, and a brand attitude according to the on-line brand community type. As a result of an empirical analysis, first, the customer-driven community showed higher confidence and identification than those of the corporate-held community. Also, the customer-driven community was assessed more favorable also in the brand attitude. Second, the interactive effect between the community type and community activities was found to be significant in the confidence of the community confidence, and it was also the same for the identification of the community. Therefore, it would be necessary for companies to prepare strategies for improving the level of confidence and the identification of consumers in consideration of the community type for effective brand management on-line.

• CRM연구
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• v.3 no.2
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• pp.43-68
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• 2010

One of the recent research trends that universities are increasingly adopting the concept of 'customer' and the customer-oriented strategy has urged us to research enterprise-wide CRM strategy adaptable to university administration. As the first step of CRM strategy for university management, we try to validate the difference of CRM strategic factors among university types. Drawing upon both CRM process and customer equity drivers, which have been recognized as core frameworks for CRM strategy, we developed those survey instruments adoptable into university industry, and validated statistically-significant difference among 12 types of university group constructed by the levels of university evaluation and the location of the universities. We collected 261 responses from 177 universities from all over the country and analyzed the data to see the levels of CRM processes consisting of customer acquisition, retention, and expansion, and customer equity drivers consisting of value equity, brand equity, and relationship equity by using multivariate ANOVA(MANOVA). The result confirms the explicit differences of the levels of CRM processes and customer equity drivers between the groups by university evaluation levels(high/middle/low). However, the analysis failed to show the significant differences of those between the group by university locations(the capital/the suburbs/the six megalopolises/other countries). More specifically, the level of activities for customer acquisition and retention of the universities in the higher-graded group are significantly different from those in the lower-graded group from the perspective of CRM process. In terms of customer equity drivers, the levels of both brand equity and relationship equity of the higher-graded group are significantly higher than those of both middle and lower-graded group. In addition, we found that the value equity between the higher and lower-graded groups, and the brand equity between the middle and lower-graded groups are different each other. This study provides an important meaning in that we tried to consider CRM strategy which has been mainly addressed in profit-making industries in terms of non-profit organization context. Our endeavors to develop and validate empirical measurements adoptable to university context could be an academic contribution. In terms of practical meaning, the processes and results of this study might be a guideline to many universities to build their own CRM strategies. According to the research results, those insights could be expressed in several messages. First, we propose to universities that they should plan their own differentiated CRM strategies according to their positions in terms of university evaluation. For example, although it is acceptable that a university in lower-level group might follow the CRM process strategy of the middle-level group universities, it is not a good idea to imitate the customer acquisition and retention activities of the higher-level group universities. Moreover, since this study reported that the level of universities' brand equity is just correlated with the level of university evaluation, it might be pointless for the middle or lower-leveled universities if they just copy their brand equity strategies from those of higher-leveled ones even though such activities are seemingly attractive. Meanwhile, the difference of CRM strategy by university position might provide universities with the direction where they should go for their CRM strategies. For instance, our study implies that the lower-positioned universities should improve all of the customer equity drivers with concerted efforts because their value, brand, and relationship equities are inferior compared with the higher and middle-positioned universities' ones. This also means that they should focus on customer acquisition and expansion initiatives rather than those for customer retention because all of the customer equity drivers could be influenced by the two kinds of CRM processes (KIm and Lee, 2010). Surely specific and detailed action plans for enhancing customer equity drivers should be developed after grasping their customer migration patterns illustrated by the rates of acquisition, retention, upgrade, downgrade, and defection for each customer segment.

• Journal of the Korean Applied Science and Technology
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• v.35 no.4
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• pp.1120-1133
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• 2018

The purpose of this study is to validate the failure attribution factors affecting emotional changes after a failed service by local restaurant users, and the relapse effects of the perceived failure of a customer's brand relationship. In this study, the implications of this study can be divided into the null theory and the homogenous theory, in which the study of the relationship between individual belief that influences the null theory and the post-gender emotional response is minimal. The independence of the crash response (angerous VS compassion) has been equally validated as building a belief-gathering-emotion three-step model. First, emotional BRQ (intimate and love) has a reduction effect on controllable geeks, and behavioral BRQ (relative existence) has an extended effect on controllable geeks. From a management perspective, restaurant managers should be less aware of the repeatability of a customer's service failure and call for customer sympathy. Integratedly, restaurant managers must control the customer's perception of service failure and restore the impact of the customer's BRQ on emotional reactions. A variety of service recovery measures should be established and the cerumen should be controlled. In addition, since BRQs have different effects on anger and sympathy (extended VS), different service failure recovery plans should be presented depending on the characteristics of the customer BRQ. For example, measures such as monetary compensation or fair dealing, emotional distribution to close and loving customers, and persuasion of reciprocal benefits to interdependent customers should be developed according to circumstances. This study explored the effectiveness of the geeks after a service failure and has limitations that do not take into account the various regulatory factors in the BRQ-return-Empression process. Thus, in further studies, the effects of adjusting service failure strength should be considered and a more complete model should be built.

• Korea Trade Review
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• v.43 no.3
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• pp.27-46
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• 2018

By conducting a survey on Vietnamese customers' attitude towards domestic and international franchise coffee shops, the purpose of this research is to examine the impacts of service quality and customer equity on customer satisfaction, customer trust and customer loyalty. Based on this research's results, solutions for service improvements were considered to help franchise coffee shops improve customer satisfaction, customer trust and customer loyalty. Specific results were as follows. First results suggest that service quality has positive impact on customer satisfaction and customer trust. Secondly, in terms of customer equity, relationship equity has positive impacts on customer satisfaction and customer trust; However, although brand equity has positive impacts on customer satisfaction, it does not affect customer trust. Finally, customer trust has direct and positive influences on customer satisfaction and customer loyalty. Based on these results, this research proposes practical and theoretical implications and limitations for future research.

• Journal of the Korean Home Economics Association
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• v.49 no.7
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• pp.97-109
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• 2011

This study examined the relations among CRM activities of cosmetic companies, relationship benefits, relationship commitment, and brand switching reduction intention. The participants consisted of 399 women over the age of 20. The results of this study were as follows: First, CRM activities were perceived as a concept of sub-components, and the customers recognized the relationship benefits and commitments. Second, CRM activities did not make a positive effect on brand switching reduction intention. Third, CRM activities had a positive influence on relationship benefits, and the relationship benefit affected the brand switching reduction intention positively. Fourth, CRM activities created a positive effect on relationship commitment, and also the relationship commitment had a positive effect on brand switching reduction intention. Lastly, relationship benefits had a positive effect on relationship commitment and it was precedent variables.

• The Journal of the Korea Contents Association
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• v.14 no.1
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• pp.488-504
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• 2014

The purpose of this study was to identify whether environmental evidence and experiences respectively could affect brand attitude in Korean restaurant. Also, this study investigated a moderating effect of brand reputation in the causal relationship between environmental evidence and brand attitude and, between experiences and brand attitude. Questionnaires were given to a sample of customers who visited branches of H or B Korean restaurant brand which ranked within 20th in sales volume among Korean restaurant brands. A total of 353 questionnaires were analyzed with hierarchical regression analysis using SPSS/PC+. There were four major empirical research findings. Firstly, among components of environmental evidence, space, aesthetics, cleanliness and pleasance affected brand attitude. Secondly, all components of experiences, act, relate, think and feel affected brand attitude. Thirdly, brand reputation had a moderating role in the causal relationship between aesthetics dimension and brand attitude, but space, cleanliness, convenience and pleasance dimensions did not have a moderating role of brand reputation to the relationship of brand attitude. Fourth, brand reputation had a moderating role in the causal relationship between act and brand attitude, but relate, think and feel didn't have a moderating role of brand reputation to the relationship of brand attitude. Based on these findings, marketers of Korean restaurants were recommended to strengthen environmental evidence and experiences. Also, they are advised to strengthen brand reputation with use of marketing.