• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.4
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• pp.109-123
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• 2011

This study proposes a value based service design (VBSD) approach using Kano's model and QFD. Key quality factors and key cost factors are identified, evaluated and then incorporated to produce customer value index (CVI) and provider value index (PVI) which are together used to determine the four value strategy zones. Each value strategy zone suggests its own appropriate service development strategy based on its corresponding CVI and PVI characteristics such as maintaining current service, reducing costs, raising quality or eliminating/creating services. A camping car service design case is applied to this study, which shows the practical contribution of this VBSD approach.

• Journal of East Asia Management
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• v.2 no.1
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• pp.23-48
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• 2021

The consumer is living in the frame which is called a city and is leading life through "the purchase act". As for there not being "the purchase act", our life doesn't stand up. It is possible to say that the retail trade it therefore occupies the mailbox which is important in the urban function. However, as for former research, the functional model about the retail trade in the city leaned to the gross income of the customer development degree of each retail store and the retail trade in the city and the overall show of the model of "the role of the retail trade in the city" wasn't done. Therefore, at this article, it focuses on the retail business status, the chain store which has a multitude ready in the retail trade, and it has a purpose of seizing out boiling and considering and making a new hypothesis about how the retail trade which is one of the urban functions contributes to the city.

• Journal of Information Technology Applications and Management
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• v.24 no.1
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• pp.93-110
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• 2017

This study aims at classifying and analyzing the business models of reverse overseas direct purchasing through online shopping-malls. After analyzing the current status of the reverse overseas direct purchasing online markets, this study identifies relevant critical business factors and synthesizes prior studies to construct and analyse the business models. This study proposes that the business models can be classified into five types according to the operation modes and three types according to the delivery methods. So theoretically 15 business models can be identified. For each business model this study analyzes the characteristics and the pros & cons. It also suggests deployment strategies for companies by considering cost reduction, brand establishment, customer management, customer aquisition, and easiness from the business perspective. From the customers perspective, cost reduction, reliability, royalty, ease to purchase, and accessibility can be considered according to the types of operation mode. The main contribution of this study is to provide the basic classifications and structures of reverse overseas direct purchasing business models systematically. As the result, our study evaluates the business models that which one is better than others in a situation in terms of company and customer. Lastly, we talk about limits and future prospects of the study.

• Journal of the Korean Dietetic Association
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• v.21 no.1
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• pp.72-82
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• 2015

The purpose of this study was to provide preliminary data for competitive dominance in an institutional foodservice environment. Data were collected from 85 experts and practitioners on customer-oriented service contact elements and contact fields in the foodservice industry. PASW Statistics ver.18 and MS Excel were used for data analysis. From the pilot study, 67 service contact-elements were derived. Contribution rate analysis and frequency analysis in each contact field were performed in order to categorize four factors, including environment-oriented contact, product-oriented contact, service-oriented contact, and image-oriented contact fields. Thirty three contact elements were derived, and environment-oriented contact consisted of eight contact-elements (cleanliness of restaurant/kitchen, etc.), product-oriented contact consisted of twelve contact-elements (food taste, etc.), service-oriented contact consisted of seven contact-elements (service quality, etc.), and image-oriented contact consisted of six contact-elements (image/reputation, etc.). The results of study will be useful to develop an effective marketing program for competitive dominance in an competitive foodservice industry environment.

• Journal of Information Technology Applications and Management
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• v.21 no.1
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• pp.17-34
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• 2014

As the numbers of Internet users have grown dramatically in recent years due to increased use of mobile devices, businesses using internet are also expanding rapidly. Internet marketing has the advantage of expanding business without any constraint of time and space using the global network which connects tens of thousands of world's computers and mobile devices. In a way of utilizing internet marketing, the present study examines the applicability of Customer Relationship Management (CRM) to the domestic professional baseball industry in Korea. The study focuses on the issue of whether the intangible value of customer satisfaction can create higher profits. We combine both inductive and conductive methods for this study. First, we carry out a random survey of baseball spectators and find that customers are willing to pay more when their satisfaction level is improved. Next, we recognize satisfaction factors that are considered as important by customers through literature survey. Then we use Decision Tree to find which satisfaction factors are most important to each clustered customer group. Finally we estimate how much they would pay more when the most important satisfaction factor improves by each customer group. Therefore, this study demonstrates that CRM implementation to one-to-one internet marketing can improve the profitability of baseball industry. The major contribution of the present study is to show that the introduction of CRM can be used as a profit-generating strategy in various industries for future internet marketing.

• International journal of advanced smart convergence
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• v.10 no.3
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• pp.257-278
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• 2021

As the definition of the vendor-oriented implementation method, which was utilized in adopting an ERP system, has been centered around the project construction business, it was difficult for the EPR adopting organization to systematically prepare ERP projects and have enough deliberative opportunities to change-related policies. Furthermore, this method does not have a fully standardized construction process. Accordingly, by defining an organization that wants to adopt an ERP system as a customer, this paper develops the customer-based ERP construction process framework that assists both customers and developers who construct the system. For this purpose, this paper reviews the previous research and collects the construction processes of the commercial ERP SW vendor and ERP construction cases while proposing the three-layer process framework to construct ERP through the KJ method. The ERP process framework consists of 7 processes, 32 activities, 141 tasks while providing definitions for concepts of each component. Furthermore, the proposed processes and phases were set in order of the recommended execution, while the activities were suggested as an open-ended type so that the application and usability can be increased and polished by reflecting experts' opinions. The contribution of this study is to standardize the ERP project process by transforming the previous supplier-based ERP construction method into the customer-based one while providing important procedure and activity frameworks that apply to diverse ERP solutions per vendor. At the same time, this study provides an theoretical foundation to develop the construction process for the customer -based Cloud ERP. In practice, At the beginning of the ERP system construction project, it provides communication or process tailoring tools for the stakeholder.

• Asia Marketing Journal
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• v.6 no.3
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• pp.99-121
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• 2004

Using Keller's customer-based brand equity framework, we attempt to understand and analyze marketing efforts that Pigeon has made to build the most valuable brand in the fabric softner marketing over the last 25 years. Our analysis revealed that first, Pigeon has developed and executed its brand system, brand elements, and marketing programs in a consistent and complementary way. Second, Pigeon's dedication to R&D as well as to customer needs has enabled it to offer a series of successful products with high quality and great value. Third, Pigeon has made good use of both scientific and intuitive approaches in the strategic management process. Lastly, the power leadership of the top management and its emphasis on personnel made a significant contribution to the success of Pigeon.

• Journal of Distribution Science
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• v.11 no.10
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• pp.93-105
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• 2013

Purpose - This empirical analysis determines the structured causal relations between perceived value, customer satisfaction, and repurchase intention among users of traditional markets. The results of this analysis would help merchants and market operators indevisingan appropriate strategy to successfully manage traditional markets. Research design, data, methodology - The perceived value model of traditional markets includes functional value (price), functional value (quality), emotional value, and social value. In this study, the perceived value of traditional markets is considered as an independent variable, while customer satisfaction and repurchase intention are shown as the dependent variables, where customer satisfaction is also considered as the mediating variable. The study aims to ascertain the extent of influence of the perceived value of traditional markets on customer satisfaction and repurchase intention. We use regression analysis to verify the effects. The measurement items were already deemed as reliable and valid in the previous study, but for this purpose, we made some modifications. We distributed questionnaires to 300 consumers on a national scale, and finally used 241 consumer responses among these as a sample. We analyzed the data using the SPSS 21.0 statistical program. Results - We obtained the following results. First, the order of perceived value dimensions of traditional markets that positively impact customer satisfaction is functional value (price), social value, emotional value, and functional value (quality). Second, the perceived value sometimes directly affects repurchase intention; its effect is typically strong with customer satisfaction as a parameter. The order of perceived value dimensions that positively impact repurchase intention is social value, functional value (price), emotional value, and functional value (quality). Third, the perceived value significantly influences repurchase intention, with customer satisfaction as the mediating variable. Conclusions - We should recognize the importance of perceived value in retail distribution markets, such as traditional markets. Moreover, we need to develop strategies to improve the perceived value. The practical implications of the study are as follows. First, with regards to functional value (quality; price) dimensions, we should have an appropriate assortment of high quality products that are reasonably priced. In addition, customers are satisfied with the friendly service, discounts, and other benefits provided by the merchants. Second, in terms of emotional value dimension, we need to develop differentiated events that provide fun and emotional experience to the customers. Third, in the context of social values dimension, we should strive to positively influence society to enhance social image through activities such as social services and contribution to community development. On the basis of these results, we present the implications, limitations, and future directions for the research. One of the policy implications of the study is that merchants of traditional markets must actively select customers and develop customer value. However, this study is limited in the fact that the population used for data collection is not fully representative, as the survey only covered some specific areas. Moreover, future studies could also benefit with additional research using moderating variables.

• The Journal of the Korea Contents Association
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• v.15 no.8
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• pp.495-504
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• 2015

The purpose of this study is to examine the effects of corporate social responsibility on organizational identification and customer orientation by flight attendants. In this study, 2 hypotheses based on literature reviews were employed. Questionnaire was also developed based on previous studies. A convenience sample of 217 flight attendants was surveyed and 203 usable questionnaires were analyzed. Corporate social responsibility was divided into economic responsibility, legal responsibility, ethical responsibility, philanthropic responsibility by the literature review. Confirmatory factor analysis were conducted to validate the measured variables. Then the data and hypotheses were examined using structural equation modeling (SEM) by AMOS. The results are as follows. Firstly, 'economic responsibility' and 'philanthropic responsibility' have positive effect on organizational identification while 'legal responsibility' and 'ethical responsibility' have no effect on 'organizational identification'. As for the degree of influence, 'philanthropic responsibility' has a greater impact than 'economic responsibility'. Airlines should focus on the responsibility to the community as well as social contribution. Secondly, 'organizational identification' has positive effect on customer orientation. The contribution and limitations of this research were discussed and the future possible researches were mentioned.

• 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.