• Journal of Korean Society for Quality Management
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• v.32 no.1
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• pp.21-39
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• 2004

In recent studies, there has been much interest in the relationship between customer partnership and its effect on CRM success. Yet, there is little empirical work on it. This study empirically examines the relationship between customer partnership and CRM success in Korean companies. The findings indicate that the success of the relational systems(information technology and education/reward) is significantly related to trust to customer and customer partnership. The study also provides empirical evidence that trust and customer partnership is positively related to the new CRM success and the traditional CRM success.

• Journal of Korean Society for Quality Management
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• v.37 no.3
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• pp.10-17
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• 2009

This study developed a new model for evaluating effects about the success of six sigma activities. This model consists of four constructs such as success of six sigma, employee's success experience, customer satisfaction, and business performance. Structural Equation Modeling (SEM) is used to analyze causality among the four constructs. Hypothesis were tested through a field study conducted for one hundred and thirty-one project leaders, who were asked to evaluate their experiences of six sigma projects. The results indicate that six hypothesis are statistically significant. As a result, the success of six sigma doesn't influence the customer satisfaction directly, but it influences customer satisfaction indirectly through employee's success experience. We find out that control for employee's success experience is important as well as success of six sigma in business innovation. Otherwise business performance is influenced directly by success of six sigma, that is business performance isn't influenced directly by employee's success experience but influenced indirectly through customer satisfaction. This study found that the change management raising employee's success experience is important in Six Sigma.

• Journal of Distribution Science
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• v.15 no.1
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• pp.57-70
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• 2017

Purpose - This study examined the effects of CRM success factors on business performance and customer performance, and the effects on job performance and customer performance through internal member satisfaction by considering of technology, organizational environment and customer relationship factors in CRM success factors from banking sectors. Research design, data, and methodology - An online questionnaire was conducted to 251 employees in banking sectors. The data were analyzed by SPSS 22.0 and Amos 21.0. CRM success factors, internal member satisfaction, job performance, and customer performance were analyzed by descriptive statistics and Pearson's correlation analysis. The bootstrapping in structural equations was conducted to verify the mediating effect of internal member satisfaction. Results - Internal members' satisfaction had a positive effect on job and customer performance. It mediated the relationship between organizational environment, customer relationship factors and job performance. It also mediated the relationship between organizational environment and customer performance. Conclusions - If internal members' relationship with customers is improved by the members' satisfaction, customer retention, customer satisfaction, and work performance will be achieved. The stability and usability in CRM system support jobs effectively, but the internal members did not feel their job satisfaction. Thus, they did not show a positive effect on job and customer performance.

• Asia pacific journal of information systems
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• v.16 no.4
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• pp.71-101
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• 2006

Modern companies have heavily invested in developing CRM systems without explicitly knowing how the systems improve customer relationship management. Many researchers have attempted to find the factors that contribute to the success of CRM systems. However, most research have investigated the direct relationships between CRM success factors and system success without explaining how the factors contribute to the system success. It seems to be logical to think that success factors enhance the customer equity value management (CEVM) capability of the firms and then these capabilities are the foundation for the success of systems. In this study, we developed a CRM success model that includes CEVM capability as a mediating variable. The research followed the following steps: (1) CRM success factors that have theoretical relationship with CEVM capability are identified and categorized, (2) the theoretical relationship between CEVM capability and CRM performance is established in the perspective of strategic CRM, and (3) the research model is tested with the survey data collected from Korean firms.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.231-244
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• 2012

The purpose of this study was to substantially analyze the relation between the success factors of quality management and performance. For this purpose, the success factors of quality management - CEO's leadership, customer-centeredness, process management, training, full participation of employees, and relationship with vendors - were identified as independent variables and performance was identified as dependent variable to substantially analyze the automotive parts industry. In result, the findings can be summarized into the following: First, for the relation between the success factors of quality management and financial performance, CEO's leadership, customer-centeredness, training, and full participation of employees were statistically significant, but process management and relationship with vendors were not statistically significant. Second, for the relation between the success factors of quality management and non-financial performance, CEO's leadership, customer-centeredness, full participation of employees, and relationship with vendors were statistically significant, but process management and training were not statistically significant. Third, it was also found that, among the success factors of quality management, CEO's leadership, customer-centeredness, full participation of employee should be considered more than any other variables to achieve performance. Based on the above findings, it was concluded that 'CEO's leadership' and 'customer-centeredness' had an influence on both financial and non-financial performances and were relatively more influential than other individual factors.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.65-76
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• 2021

This study aims at investigating the effect of product innovation accounting on the market success of instant food and convenience food businesses in Thailand with customer response capability as the mediator. In addition, it examines the effects of management accounting systems, marketing intelligence, and technology orientation on product innovation accounting. The sample for this study is 258 instant food and convenience food businesses in Thailand. To test the research relationships, a structural equation model is used. The results of this study show that product innovation accounting has a significant effect on both customer response capability and market success. Similarly, customer response capability significantly leads to market success while it mediates the product innovation accounting-market success relationship. Testing the antecedents of the research relationships, management accounting system, marketing intelligence, and technology orientation potentially affect product innovation accounting. Accordingly, product innovation accounting is a key source of competitive advantage. Product innovation accounting must be recognized by company management as a strategic tool for competing in markets and environments. They must invest their resources and capabilities to create and develop product innovation accounting principles, as well as encouraging their staff to implement and use these principles in the workplace.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.8-13
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• 2006

In this paper, we try to find success factor to satisfy Female Customer of a Family Restaurant We survey Female Customers Requirement and make a Questionnaire based on Female Customer by interview and internet Homepage. We find Potential customer satisfying factor by using Kano Analysis and Timko's CS coefficient and Potential Customer Satisfactionv improvement Index(PCSI) which is suggested by Leem represents how much a service feature can increase the degree of customer satisfaction when the service feature is fully fulfilled. We also discuss how to use this result, we hope our result to apply customer satisfying many fields not only Family Restaurant.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.3
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• pp.23-39
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• 2004

This paper focused on empirically testing the ESM(Electronic-Store Success Model). The model was developed by basing upon the ‘Updated D&M(DeLone and McLean) IS Success Model(2003)’ and reflecting the characteristics of marketing and e-business, and composed of the six dimensions including system quality, information quality, service quality, trust, customer loyalty and financial performance. The research model consisting of five dimensions, excluding financial performance, was proposed and empirically verified by structural equation model with respect to data from 224 customers on 69 Electronic-Stores. The results show that system quality and information quality significantly influence service quality, and that service quality also significantly influence trust and customer loyalty, and that trust has significant influence on customer loyalty.

• Journal of Information Technology Applications and Management
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• v.12 no.1
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• pp.241-259
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• 2005

This study explores a model of partnership to the success of outsourcing CTI(computer telephony integration) based customer service centers of a telecommunication service company. The motivation of the study is to extend the research on IT outsourcing to IT-enabled BPO of customer service centers as a specific IT outsourcing practice. Previous research on IT outsourcing partnership and success is reviewed for developing an a research model of IT-enabled BPO. This model is proposed based on the previous partnership success models in information systems research. The results of the study confirm major factors related to successful IT-enabled BPO in previous research. Especially, the specificity of a contract and strategic collaboration in partnership are found to be influential on the success of IT-enabled BPO.