• Journal of Distribution Science
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• v.11 no.8
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• pp.25-30
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• 2013

Purpose - Foodservices have grown to over 60% of the franchise industry. However, despite reaching this high level, the foodservice franchise industry is experiencing severe ups and downs. While factors such as expansion by franchises and the entry of large multinational firms are causing this imbalance, the more serious problem faced by franchisees is the lack of know-how and correct operating procedures. Franchise headquarters should advise franchisees on important matters such as food ingredients, interior design, tableware, and fixtures. However, even though franchise headquarters have the ability to impart such management know-how, this is often a neglected area. Research design, data and methodology - This study was conducted in an industrial environment to present suitable competitive alternatives for foodservice franchises. Empirical analysis was conducted using a sample of 232 people with experience in targeting customers. The main purpose of this study is not to identify and analyze the factors affecting customer satisfaction. Customers of the Food Service Industry to invite contacts until departure for the service flow by identifying the expectations and allow this area by analyzing the resulting measures to enhance the competitiveness has presented. Results - Actual results contact factors affecting the quality of service on customer satisfaction was a significant influence. However, the end of this analysis, the actual customer satisfaction directly affects the quality of service that is only important factor can commit mistakes. Relatively large impact on customer satisfaction, which is relatively independent of the quality factor should be a review of zone of tolerance. In this study, eating phase relative to contact the service customer satisfaction was the most influential. The results, however, zone of tolerance for an area in the waiting and ordering dissatisfaction factors are appearing. And in the course of these services outside the zone of tolerance area is unsatisfactory evaluation is being done. Conclusions - After all, Foodservice, the contact service management for zone of tolerance the top priority should be can be seen. Foodservice contact first in the case of service quality factors caused by the continuous flow of services, so this step-by-step identification needs to be clearer. This, of course, to distinguish between the actual per unit of activity appears to be more difficult to follow, for it seems to need a lot of future complementary. Next is the assessment of customer service quality. Customers remember the experience for the services of a real contact through the assessment and service evaluation clearly emerge as the expected level can be difficult. However, this situation is controlled by the test method cannot be avoided unless there is no limit to the number of leave. Despite these limitations, the next step to contact a service evaluation and analysis have to continue to refine and thereby franchisees for the operation of the store in terms of practical know-how required to provide to the office believe.

• Proceedings of the CALSEC Conference
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• 2004.02a
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• pp.251-254
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• 2004

1. Research Background ·Customer support or service in organization is one of the most important business improvement theme in improving their business competences. -Many customers view customer support as one of the most impotant criteria when evaluating a product or a service(Foo et al., 2000) -Customer service has a strong link to customer satisfaction, which then yields customer loyalty and long-term profitability(Szymanski ＆ Henard, 2001： McKenna, 1991)(omitted)

• Korea Trade Review
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• v.47 no.5
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• pp.253-272
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• 2022

As the digital era accelerates, traditional perspectives have limitations in explaining the success or failure of export performance. The purpose of this study is to analyze new factors affecting export performance from the perspective of customer experience, which has emerged as an important factor in securing a competitive advantage and generating organizational performance. After deriving hypotheses based on literature review and discussion, a research model is designed in which three factors of customer experience such as understanding customer's objectives, customer value creation capability, and customer journey management are the antecedents, and export performance is the dependent variable. This model also includes organizational agility and personal contact as the moderating variables. To verify the hypotheses, multiple regression analysis was conducted on the collected data drawn from 198 SME exporters. According to the analysis results, it was found that all three antecedents positively affected export performance. In particular, the organizational agility and personal contact were confirmed to have a moderating effect that creates better export performance by interacting with customer value creation capability. The theoretical significance of this study is to find that effective customer experience management can be a key factor in creating export performance. The results suggest that checking the overall customer journey, exporters should select and intervene to intensively manage key touch points that can have a decisive impact on the quality of customer experience. At the end of the paper, practical implications to be considered in creating export performance through effective customer experience management are presented.

• Journal of the Korea Institute of Information Security & Cryptology
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• v.19 no.2
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• pp.117-125
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• 2009

In this paper, we analyze the Contact Center's specific-security characteristics, including the threat model and weakness and study effective security measures focussing on protecting customer's personal information. Also, we establish the information security management system to reduce the possibility of information leakage from the internal employee in advance. As a result, we propose the "Security management model for protecting personal information for customer Contact Center" that complies with current ISO/IEC JTC 1 ISMS 27000 series standards.

• Journal of Korea Society of Digital Industry and Information Management
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• v.19 no.1
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• pp.57-76
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• 2023

This study analyzes the factors and effects on the users' intention to switch from contact center-oriented to AI chatbot-oriented customer services by combining Push-Pull-Mooring Model and provides insights for companies considering the adoption of AI chatbots. To test the model, we surveyed users with experience using chatbots at least once across different age groups. Finally, we analyzed 176 cases for the analysis using IBM SPSS Statistics and SmartPLS 4.0. The results of hypotheses testing rejected the hypotheses for variables of inconsistent quality and low availability of push factors and low switching cost of mooring factor while accepting the hypotheses for the tardy response of push factors and all pull factors. Therefore, these findings provide important implications for researchers and practitioners who wish to conduct research or adopt AI chatbots. In conclusion, users do not feel inconvenienced by the contact center-oriented service but also perceive high trust and convenience with AI chatbot-oriented service. However, despite low switching costs, users consider chatbots a complementary tool rather than an alternative. So, companies adopting AI chatbots should consider what features the users expect from AI chatbots and facilitate these features when implementing AI chatbots.

• Journal of Intelligence and Information Systems
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• v.11 no.3
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• pp.83-101
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• 2005

Customer retention is one of the major issues in life insurance industry, in which competition is increasingly fierce. There are many things for the life insurers to do many things to retain the customers. One of those things is to make sure to keep in touch with all customers. When an insurance-planner resigned, his/her customers must be taken care of by some planner-assistants. This article outlines the design of Contact Scheduling System (CSS) that supports planner-assistants for contacting the customers. Planner-assistants are unable to share the resigned insurance-planner's experience and knowledge regarding the customer relationship management. The CSS developed by employing both Classification And Regression Tree (CART) technique and Sequential Pattern Mining (SPM) technique has a two-stage process. In the first stage, it segments the customers into eight groups by CART model. Then it generates contact scheduling information consisting of contact-purpose, contact-interval and contact-channel, according to the segment's typical contact pattern. Contact-purpose is derived by schedule-driven, event-driven, or business-rule-driven. Schedule-driven contact is determined by SPM model. In the operation of CSS in a realistic situation, it shows a practicality in supporting planner-assistants to keep in touch with the customers efficiently and effectively.

• Journal of the Korea Society for Simulation
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• v.27 no.2
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• pp.91-100
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• 2018

Recently, the traditional call center, which has an important role as the customer's primary contact point, has been transformed into the omni-channel contact center which supports an additional variety of access channels in addition to phone calls in order to improve customer accessibility and convenience. The omni-channel contact center has agents on each channel which are vital in determining the response rate and waiting time for the customer. In traditional call centers, agents can be assigned to a call based on the characteristics of the call, however in omni-channel contact centers, the characteristics of issues vary and come in through multiple channels, each with their own characteristics, making it difficult to assign the appropriate agent for the issue. Customers must also be processed at the same time, adding an additional layer of complexity to the issue. This paper analyzes and simulates an omni-channel contact center that accommodates email, chat, voice calls and video consultation, and investigates how to optimize the allocation of agents.

• Asia pacific journal of information systems
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• v.25 no.3
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• pp.519-539
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• 2015

Customers are now demanding ever better service from customer service representatives (CSRs) to create superior customer service. Accordingly, CSRs are required to have more specialized knowledge and abilities of customer service. This study examines the roles of accumulated customer knowledge in electronic knowledge repositories (EKRs), which a firm has developed for customer service over time to enhance CSRs' work capabilities and work performance, in the context of call centers. To test the proposed research model and hypotheses, we conducted LISREL analysis using 261 responses collected on CSRs working for inbound call centers. The key results are as follows. First, accumulated customer knowledge in EKRs enhances CSRs' knowledge utilization and service expertise during the customer contact. Second, CSRs' knowledge utilization reinforces service expertise. Finally, service quality depends on CSRs' knowledge utilization and service expertise, but it is not directly related to accumulated customer knowledge. Overall, the findings suggest that accumulated customer knowledge in EKRs enhances CSRs' knowledge utilization and service expertise, and thereby leading to superior service quality.

• The Journal of Industrial Distribution & Business
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• v.12 no.3
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• pp.7-19
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• 2021

Purpose: This study aims to examine customer experience toward repurchase intention in offline and online stores and discuss customer satisfaction as a mediator variable. Research design, data, and methodology: This study investigates customer experience that consists of product, customer service, staff service, shopping environment and shopping procedure toward customer satisfaction using Regression Linear. This study also measures customer satisfaction as a mediated variable in the relationship between customer experience and repurchase intention using Sobel Test. Results: Almost all of the customer experience hypothesis is significant toward customer satisfaction, shopping process experience in the context of the online channel to customer satisfaction is not significant. We also found that customer satisfaction can be mediated variable in customer experience toward repurchase intention. Conclusions: Retails who want to make customers feel satisfied to have to make sure that have good resources in improving the product, the customer service is easy to contact to find the solution over customer problem in purchasing product, also develop the staff member skill in functional product knowledge, presentations, and communicating with customers online or offline, the retailer has to create enjoyment and pleasurable customer emotion through the shopping environment and also give seamless shopping experience to their customer in two-channel.

• Journal of Korean Society for Quality Management
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• v.28 no.3
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• pp.133-144
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• 2000

Many organizations have developed their own information systems not only for internal efficiency but also for effectiveness of external customer services. One of the most effective service tools for their customers is the use of information technology. The web technology is rapidly becoming one of the most effective tools for online customer services. In order to gain competitive edge, organizations must have effective web site planning methods for their customer service. A study on traditional information systems planning methodologies has been conducted and they are compared with web site planning techniques. Cases of web sites in order to Improve customer relationship are analyzed. finally, a new conceptual framework for web site planning strategy for e-CRM is proposed in this paper. In order to support effective web site planning, online customer contact points and online service activities are defined and classified as several stages. And, web site strategies corresponding to each customer service activities are developed and proposed, With this framework, organizations can build competitive web strategies for improving their online customer relationships, thereby increasing customer satisfaction.