• The Journal of Asian Finance, Economics and Business
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• 제9권6호
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• pp.159-173
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• 2022

This study examines the impact of CSR and its authenticity on customer loyalty through the brand image in the chain coffee shop industry. Using qualitative and quantitative methods, 601 survey questionnaires were distributed, of which 491 were analyzed. The results show that CSR has a positive impact on brand image and customer loyalty. In addition, authenticity does not moderate the impact of CSR on brand image and loyalty, as it is difficult for customers to verify the authenticity of CSR action programs. This study emphasizes the importance of CSR action programs and authenticity for businesses to sustainably enhance their distinctive brand image and customer loyalty. Therefore, for sustainable development in the future, managers of coffee shop chains need to focus on the following issues. First, the most important thing is the right awareness of businesses regarding CSR and CSR authenticity. Third, businesses should strengthen the transparency of CSR action programs in various media so that consumers can easily verify authenticity, to increase brand image and improve customer loyalty.

• 유통과학연구
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• 제15권6호
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• pp.47-56
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• 2017

Purpose - The purpose of this study is to examine the viability of imitation strategy. Imitation strategy is one of the strategic options that a late mover can choose, and by selecting the strategy, the company imitates key elements of the business model of first movers, and modifies them to suit its conditions. The author attempted to explain how the elements of first mover's business models were creatively adapted to suit the conditions of late movers so that they can secure market position face-to-face market leaders. Research design, data, and methodology - For the purpose of the study, Korean coffee franchise industry was selected to compare the strategies of first and late movers and to discuss imitation strategy in detail. The author conducted in-depth case study of first mover and business model innovator Starbucks and Ediya Coffee, one of their imitators. The paper examines how Ediya has imitated and modified the business model of Starbucks to secure its unique competitive position in domestic market by using value chain and generic strategy analysis. Results - Starbucks and Ediya were compared in terms of their interior design, the price level of beverages, the variety of side dishes, and shop locations. Starbucks have invested interior design heavily to shops, offered diverse beverages and side dishes with relatively high price, the shops are located in central areas, whereas Ediya has concentrated on achieving cost leadership in all value activities as maintaining the quality of key products. Ediya succeeded in achieving best-provider strategy, in which it enjoys both cost leadership and differentiation advantages, largely by the strategic alliance with the biggest coffee manufacturer, Dongsuh Foods in Korea. Conclusions - Though Ediya is the imitator of Starbucks, it has modified Starbucks business models and succeeded in providing the 'third place' experience for budget-minded customers. Ediya has also succeeded in benefiting its franchisees by lowering costs and simplifying the various tasks of coffee shop management. Due to these factors, Ediya could become one of the largest number shops as the coffee franchise in Korea.