• Journal of Distribution Science
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• v.10 no.10
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• pp.17-24
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• 2012

Purpose - This study aimed to (a) investigate the effects of emotional intelligence on customer orientation, (b) examine the impact of customer orientation on customer relationship management (CRM) performance (including CRM-related variables such as 'relationship commitment,' 'image of corporation,' and 'customer loyalty'), and (c) identify the conceptual framework of emotional intelligence. Research design, data, and methodology - The data were collected using a questionnaire given to a sample of employees of luxury hotels in the metropolitan area. To test the hypotheses, AMOS were conducted for the 271 respondents of the sample using the SPSS Win 17.0 software. The concept of emotional intelligence (EI) has been on the radar of many leaders and managers over the past few decades. Emotional intelligence is generally accepted to be a combination of emotional and interpersonal competencies that influence behavior, thoughts, and interactions with others. Emotional intelligence consists of four factors: understanding the self's emotion, understanding other people's emotions, emotion utilization, and emotion control. Understanding the self's emotion means to understand of my own emotions. Understanding other people's emotions is to understand of the emotions of the people around me and to know how my friends feel based on their behavior. The concept of emotion utilization means to set goals for myself and then try to achieve them, encouraging myself to do my best. The concept of emotion control means I can control my temper, handle difficult situations rationally, and calm down quickly when I am very angry. Results - As a result of the analysis, three factors (understanding the self's emotion, understanding of other people's emotions, and emotion utilization) were shown to have a significant effect on customer orientation. Emotion control had an insignificant effect on customer orientation. Only emotion control makes it difficult to solve customers' problems because it is a passive behavior. In order to solve the customers' problems, hotel employees have to show a positive attitude. Second, customer orientation had a significant effect on customer relationship management performance (customer relationship commitment, corporate image, and customer loyalty). In other words, customer orientation increases commitment to customer relationships. For example, employees who have a customer-orientated perspective provide good service to their customers, while employees who don't have a customer-orientated perspective can't satisfy their customers. Customer orientation can also generate a good image among customers, because they evaluate the image of a hotel through the behavior of hotel employees. So it is very important for employees to show excellent customer orientation. Conclusions - It is very important for hotel CEOs to manage their employees' emotional intelligence. In order to increase their employees' emotional intelligence abilities, CEOs have to manage the overall corporate culture and reward programs to achieve what they want. This is because the system can lead to a customer-orientated mind-set and CRM performance among employees. As a result, the hotel CEO has to pay attention to the emotional intelligence of employees to achieve strong CRM performance. The sentence as originally written was a bit unclear. If this edit does not retain your intended meaning please consider: "Only emotion control does not have a significant impact on customer orientation, and therefore on the ability of an employee to solve customer problems, because it is a passive behavior." Please use the version of the sentence that best captures your original meaning.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.156-172
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• 2007

The high-tech industry is the economic lifeline for Taiwan. Its characteristics are short product life cycle, rapid changes in the market, and a high obsolescence rate for new products. Under globalization, the high-tech industry has adopted Information Technology (IT) to shorten the manufacturing process, reduce costs and conduct product research and development (R&D) to increase the core competence of enterprises and achieve the goal of sustainable operations. Enterprises should actively strengthen their integration with internal and external resources and lead in R&D management to increase industrial operating performance. Effectively managing operations and R&D management evaluation in Taiwan's High-tech Industry has become a critical subject. This study adopted 4 major Balanced Scorecard (BSC) perspectives to establish the Total Performance Evaluation Indicators for the R&D management department in Taiwan's High-tech Industry. The Analytic Network Process (ANP) was applied to evaluate the overall performance of the R&D management department. The research framework is divided into 2 phases. The first phase is combined with the 4 major perspectives, Financial, Customer, Internal Business Process and Learning and Growth, as the related indicators for each measurement perspective. The Key Performance Indicators (KPI) were selected using Factor Analysis to identify the key factor from the complicated indicators. The relationship between the characteristics of each BSC's evaluation perspective is dependence and feedback. This study applied ANP to conduct the calculation and adjustment of correlation between each KPI, and determine on their relative weights for the objective KPI. The "Financial Perspective" for R&D management department in Taiwan's High-tech Industry focused on the budget achievement rate of R&D management. The weight indicator value is (0.05863). The "Customer Perspective" focused on problem-solving satisfaction. The weight value of this indicator is (0.17549). The "Internal Business Process Perspective" focused on the quantity and quality of R&D. The weight value of this indicator is (0.13506). The "Learning and Growth Perspective" focused on improving competence in the research personnel's professional techniques. The weight value of this indicator is (0.02789). From the total weighting indicators, the order of the Performance Indicators for the R&D management department in Taiwan's High-tech Industry is: (1) Customer Perspective; (2) Internal Business Process Perspective; (3) Financial Perspective; and (4) Learning and Growth Perspective.

• Asia Marketing Journal
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• v.22 no.3
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• pp.87-105
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• 2020

With the development of Information Technology, customers require promptly higher quality products and services. Companies try to make newly digital marketing strategies, but there are no empirical researches on them. This article empirically presents a new perspective that companies can shape the customer decision journey ahead by coordinating customer experience. In this article, based on Elaborated Likelihood Model (ELM) theory, customer experience consists of the emotional or cognitive experience. We surveyed about 200 subjects (N = 217) in their 20s and 30s based on the International Music Industry Association's Music Listening 2019 report, then analyzed four different models (before personalization-cognitive experience, before personalization-emotional experience, after personalization- cognitive experience, after personalization-emotional experience) by JASP and R Studio. We conducted Structural Equation Model (SEM) and paired t-test. Personalization factors are about recommendation systems in Spotify. The results of survey represent that companies can shape the Customer Decision Journey (CDJ) ahead especially through enhance cognitive experience. It empirically proves Elaborated Likelihood Model (ELM). The conclusion can be drawn that 'pulling' customer experience can be a new marketing strategies in the digital era.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.45 no.4
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• pp.99-108
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• 2022

Today, as technology advances and market competition for products intensifies, the product design to improve customer satisfaction by accurately identifying customer needs is emerging as a very important issue for company. Accordingly, the customer-oriented or customer-centered design that maximizes customer satisfaction by grasping and analyzing customer requirements is in the spotlight as an important design theory. In this study, the customer-oriented design is defined as finding the optimal value of design variable with the maximum overall customer satisfaction while minimizing the difference in individual customer satisfaction responded to various customers from multiple product quality characteristics from the perspective of robust design. Therefore, this study presents a new method for modeling the customer preference structure as the different sets of desirability functions for multiple quality characteristics and proposes a new customer-oriented design approach by applying the desirability functions to Taguchi's robust design process to deal with multi-characteristic design problem. Finally, the proposed method is illustrated with the Kansei engineering design problem of wine glass.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.939-945
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• 2020

This study aims to develop propositions about the factors that influence the purchase intention of private label products. These factors are: in-store promotion, visual merchandising, store image, and customer value. This study elaborates on some of the results of previous studies that have examined the factors that influence purchase intention of private label products that have been published on Google Scholar and indexed by Scopus between 1991- 2020, to develop a proposition. This paper fills a lack of Studies which discuss purchase intention from a consumer behavior perspective. From the perspective of consumer behavior, purchase intention is influenced by three factors, namely: intrinsic factors including: consumer value, extrinsic factors including: in-store promotions, visual merchandising and store image, and consumer factors. This paper defines purchase intention as the effort and strong urge to buy a particular product in the future, the possibility of considering buying the product, the decision to rebuy the product and the desire to recommend the product. The main findings of this research are several propositions, namely: in-store promotion, visual merchandising and store image directly affect customer value and purchase intention. The following propositions are: In-store promotion, visual merchandising and store image influence purchase intention mediated by customer value.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.413-420
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• 2021

The study aims to measures the service quality of Islamic banking in Malaysia from non-Malaysian customers' perspective based on the six different dimensions of the SERVQUAL model, namely, Shariah, assurance, reliability, tangibles, empathy and responsiveness. This study surveyed 100 non-Malaysian respondents from 25 different countries who have first-hand experience with Islamic banking services in Malaysia. The collected data were analysed by using the SPSS v23 for reliability analysis and descriptive statistics. The results indicates that customers' impressions of Islamic banks' service quality in Malaysia did not meet their standards. The independent variables, namely, compliance, assurance, reliability and empathy have positively affected customer satisfaction, while two dimensions, namely, tangibility and responsiveness does not significantly influence non-Malaysian customer satisfaction in the Islamic banking system in Malaysia. The findings of the study suggested that the Islamic banks should develop and obey the customer perception's policy by following customers' expectations and the results are also expected to include recommendations for improving the level of satisfaction of the Islamic banking system's foreign clients in Malaysia. Since this study was limited to Islamic banks in Malaysia, the findings may not be applicable to other traditional banks.

• Korean Business Review
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• v.12
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• pp.1-27
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• 1999

The author focus on the role of IMC(integrated marketing communication)that is important for increase of relationship equity value, stress on the integration of IMC and PR in relationship marketing. This paper present as follow. The first, marketing thought have evolved through market competition situation at a market segmentation level perspective, and the concept of relationship equity is necessary to individual marketing or relationship marketing. The second, firm should identify profitable customer, build strong relationship for relationship equity, based on customer equity and life time value in customer market. The third, IMC needs integration with PR for relationship building of stakeholder including customer market at a point of view of corporate equity. Finally, this article offer discussion about implications of integration IMC and PR for future study.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.11-30
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• 2008

The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit-based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure 'where we are now' and 'where to aim for next'. It prescribes a plan for translating 'vision' and 'strategy' into concrete action across four perspectives at different stages, depending on the business. These perspectives are 'financial', 'customer', 'internal processes' and 'learning and growth', each of which is connected by cause-and-effect relationships that reflect the firm's strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders' financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, sup plier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.

• Industrial Engineering and Management Systems
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• v.14 no.4
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• pp.347-371
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• 2015

A hybrid procedure based on multi-Criteria Satisfaction Analysis (MUSA) and a Network Data Envelopment Analysis (NDEA) is proposed to evaluate the relative efficiency of customer services in bank branches. First, a three-stage process including sub-processes such as customer expectations, customer satisfaction, and customer loyalty, is defined to model the banking customer services. Then, fulfillment of customer expectations, customer loyalty level, and the customer satisfaction degree are measured and quantified through a multi-dimensional questionnaire based on customers' perceptions analysis and MUSA method, respectively. The customer services scores and the other criteria such as mean of employee evaluation score, operation costs, assets, deposits, loans, number of accounts are considered in network three-stage DEA model. The proposed NDEA model is formed based on multipliers perspective, output-oriented, and constant return to scale assumptions. The proposed NDEA model quantifies and assesses the total efficiency of main process and assigns the efficiency to customer expectations, customer satisfactions, and customer loyalties sub-processes in bank branches. The whole procedure is applied on 30 bank branches in IRAN. The proposed approach can be used in other organizations such as airports, airline agencies, urban transportation systems, railway organizations, chain stores, chain restaurants, public libraries, and entertainment centers.

• Asia Marketing Journal
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• v.20 no.4
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• pp.21-47
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• 2019

This study empirically examines the synergy effect of a corporate-level loyalty program on customer equity (CE) known as the lifetime value of current and future customers (Blattberg et al. 2009). A corporate-level loyalty program refers to a company-wide integration loyalty program at the corporate-level in which subsidiaries (multi-divisions) participate as program members. It does not merely examine whether there is an integration effect of a corporate-level loyalty program from the CE perspective, but it provides practical implications for a firm's strategic focus by identifying which value creation channels (i.e., acquisition, retention, and cross-selling), brand characteristics (i.e., size of the customer base before integration, diversity of products, and sales channel type), and consumer characteristics (i.e., customer relationship stage, transaction amount before integration, transaction period, and number of purchased brands) are affected the most by the synergy effect.