• Information and Communications Magazine
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• v.30 no.10
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• pp.3-9
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• 2013

최근 텔레매틱스 기술은 운전자와 차량, 차량과 외부의 정보들을 이용하여 다른 산업과의 융합이 급속히 진행되고 있으며, 다양한 서비스에 대한 요구 역시 점차 증가하는 추세이다. 최근에는 차량의 위치 및 궤적 데이터 정보 서비스뿐만 아니라 차량을 통한 차별화된 고객별 영업, 마케팅 및 서비스 제공에 대한 VRM(Vehicle Relationship Management)이 대두되고 있다. VRM은 차량의 주행 정보, 과거 이동정보, 운전자의 정보 등과 같은 차량에 관련된 다양한 정보에서 특정 규칙과 패턴을 추출한 후에 그것에 알맞게 영업, 서비스 생산, 마케팅 전략을 수립 및 적용할 수 있도록 해주는 것으로 CRM과 유사하다고 할 수 있다. 따라서 본 논문에서는 기존의 CRM의 성공 요인에 대한 선행 연구를 검토해 VRM의 전략적 관점에서 프로세스에 준거하여 고객자산가치관리와 VRM의 핵심기능인 고객자산가치 관리역량을 통해 차량의 주행정보, 차량 정검 정보, 운전자의 정보 등과 같은 차량에 관련된 모든 정보를 VRM 프레임워크가 갖추어야 할 요소를 도출하고 차량 기반 고객관계 프레임워크 모델을 제시해보고자 한다.

• Journal of the Korean Society of Clothing and Textiles
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• v.30 no.9_10 s.157
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• pp.1389-1399
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• 2006

The purpose of this study was to measure customer equity, to identify customer equity dimensions reflecting characteristics of fashion products, and to understand dimensions that influence customer equity of fashion product. As for this research, an exit poll was conducted at 6 department stores located in Seoul and total 406 responses were used for the analysis. For the data analysis, descriptive statistics(i. e. frequency, percent, $X^{2}$), factor analysis, multiple-regression were used by utilizing SPSS 10.0 program. The results of this study were as follows: First, 35.5% of fashion product customer equity distributes between 1 million and 3 million won, 32.8% between 100,000 won and 1 million won in present. Second, as a result of factor analysis, dimensions of fashion product customer equity consists of 6 factors, including 'personalized relationship', 'discriminative brand image', 'cognitive value', 'beneficial value', 'constant brand image', and 'credible relationship' Third, the effect of fashion product factors on consumer equity, the higher 'personalized relationship', 'unique brand image', and 'trust relationship' are, the higher customer equity is. In conclusion, this study has significance in that it helps measure customer equity by predicting consumer's future purchase behavior in money and to understand influencing factors for fashion product customer equity.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.9
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• pp.251-257
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• 2017

Private banking, which is a part of the financial services industry, is an investment advisory business targeting high-net-worth individuals (HNWIs). The demand for asset management services, which isexpanding in the world market as well as in the Asia-Pacific region, is rapidly increasing in Korea as the low-growth, low-interest environment has stabilized. In Korea, the private banking business is ahead of growth, and the evaluation and compensation system of playing institutions remains a challenge. While the aging of the population increases the demand for services, the increasing competition and regulations have decreased the profit margins in the industry. In this paper, a business model is derived from a professional service quality model. Modular advisory services, value-proposition through sophisticated services, and investment expertise with increased clarity would help wealth management firms pursue their opportunities. By interviewing the experts of wealth management banks, this study constructsa business model with elements derived from a relevant literature review. The contribution of this research is to enable these institutions to understand the key factors affecting their financial performances, in order to improve them. This study is limited by one of the research models, and it will be necessary to conduct an empirical test in the future.

• Culinary science and hospitality research
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• v.22 no.3
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• pp.224-239
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• 2016

The purpose of this study is to understand the influence of customer-based brand equity(CBBE) on brand trust, customer satisfaction, and repurchase intention in the stock farm products brand, Hoengsung hanwoo. Based on a total of 301 samples obtained from empirical research, this study reviewed the reliability and fitness of the research model and verified a total of 5 hypotheses using the AMOS program. The hypothesized relationships in the model were tested simultaneously by using a structural equation model(SEM). The proposed model provided an adequate fit of the data, ${\chi}^2=635.175$(p<0.001), df=233, CMIN/DF=2.726, GFI=0.863, NFI=0.859, CFI=0.903, TLI=0.885, RMSEA=0.068. The model's fit, as indicated by these indexes, was deemed satisfactory, thus providing a good basis for testing the hypothesized paths. The SEM showed that the sublevels of CBBE of stock farm product brand such as perceived product quality(${\beta}=.562$) and brand image(${\beta}=.377$) had a positive significant influence on brand trust. In addition, brand trust had a positive significant influence on customer satisfaction(${\beta}=.525$) and repurchase intention(${\beta}=.669$). This study confirms that a firm brand management works as a significant factor in forming brand trust, and, as a result, has a positive impact on its consumer's satisfaction and repurchase intention. Through the studys' results, it is study proposed that there is a needs for establishing effective marketing strategies to improve of regional economies.

• Journal of Information Technology Application
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• v.1 no.3_4
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• pp.113-132
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• 1999

실증적인 연구들에 의하면 고객회사(client firms)와 서비스 제공업자(vendor) 간의 파트너십의 질과 범위가 정보시스템 아웃소싱의 성공적인 구현에 결정적인 역할을 하는 것으로 알려졌다. 본 연구는 이러한 정보시스템 아웃소싱 구현에 있어서 파트너십의 역할을 좀 더 심층적으로 분석하려는 노력의 일환이다. 본 연구에서의 기본 명제는 파트너십 특성들의 아웃소싱 구현에의 효과는 아웃소싱 업무의 특성(task characteristics)과 같은 상황적 요인에 의해 영향을 받을 수 있다는 것이다. 구체적으로 본 연구에서는 자산특이성(asset specificity)과 파트너십 특성간의 상호효과(interaction effect)에 중점을 두고 조사를 하게되는데, 파트너십은 관계적거래 특성(relational exchange characteristics)에 의해 구체화되었다. 207개의 미국 회사의 아웃소싱 관계를 대상으로 한 설문조사를 기반으로 한 결과에 의하면, 전반적으로 비관계적거래(discrete exchange)보다 관계적거래에 기반을 두고 아웃소싱 관계를 운영하는 것이 아웃소싱의 성공적 구현을 위하여 필수적인 것으로 보인다. 한편 상호효과를 조사하기 위해서는 MRA와 하위그룹분석(subgroup analysis)을 시행하였는데, 자산특이성과 일부 관계적거래 특성들간에 상호효과가 유의성이 있음을 발견하였다. 발견된 상호효과를 근거로 상황 변수를 고려하지 않은 연구 결과 중 확실하지 않은 결과(inconclusive results)에 대한 해석을 시도하였다.

• Journal of the Korean Society of Clothing and Textiles
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• v.33 no.5
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• pp.782-792
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• 2009

The purpose of this research were 1) to identify the distribution of customer equity about sports fashion brands, 2) to identify the dimensions of fashion brand attributes influencing customer satisfaction and customer equity, and 3) to investigate relationships among sports fashion attributes, customer satisfaction and customer equity. Survey questionnaire was used to collect data and 900 responses were used for the data analysis. Descriptive statistics(i.e., frequency, percentage), factor analysis and multiple regression analysis were used for the data analysis. The results of this study were as following. First, 67.4%(i.e., outdoor sports brands) of customer equity distributes under 1 million won while 61.3%(i.e., general sports brand) and 54.3%(i.e., golf brands) distributes. Second, the sportswear brand dimensions consist of 6 factors, product quality value, convenience value, perceived value, unique brand image, trust relationship, and personalized relationship. Third, the higher the product quality value, perceived value, unique brand image, and trust relationship were, the higher customer satisfaction was. Fourth, the higher customer satisfaction was, the higher customer equity was.

• CRM연구
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• v.2 no.2
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• pp.41-51
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• 2009

VIP marketing has recently become the main concern in the field of marketing, which could increase customer loyalty and sales through providing customers in the top 20% with customized services. In this study, some cases of RFID (Radio Frequency Identification) technology based VIP channel management are introduced and analyzed in the technology point of view. As a result of case studies, it has been shown what the companies may consider when applying RFID technology in customer relationship management (CRM) and its general scenario. As one of the AIDC(Automatic Identification and Data Capture) technologies, RFID can enable to identify humans or objects with radio frequency and is being widely used to many industrial areas such as logistics, delivery, inventory management, and so on. If this technology is applied to CRM as a new channel for customer management, it will be possible to provide an individual customer with various types of intelligent services customized to his or her spending habits. RFID for CRM channel management is still in its early stages, but it is sure that RFID technology will be an useful tool to manage customers including especially VIP in many businesses and capture important information applicable to marketing campaign in the near future.

• Fashion & Textile Research Journal
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• v.15 no.2
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• pp.219-230
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• 2013

To generate future profits, luxury brands need to recognize and understand customers as individually important and analyze the impact factors that improve specific customer equity. With the growing recognition that customer equity is a key strategic asset, this study empirically investigates the effect of customer equity drivers on customer loyalty based on the study of Vogel et al.(2008) which expanded the Rust et al.(2000)'s study on customer equity. We empirically examine if the customer equity drivers have a different impact on customer loyalty. This study hypothesizes that the relative effect of customer equity drivers would be different depending on the purchasing behavior of consumers and examines the effects of them on the relationship of the drivers of customer equity and customer loyalty. We use stepwise multiple regression analysis to empirically test the relationship of value equity, brand equity, and relationship equity and customer loyalty. Relationship equity influences customer loyalty more strongly than value equity and brand equity. Customers seem to build loyalty based on the careful assessment of all costumer equity drivers (value equity, brand equity, and relationship equity). In addition, their relative impact is different depending on the purchasing behavior of consumers. A company cannot maintain all customer equity drivers at a high level with limited marketing resources; therefore, marketing investment for all customer equity drivers need to be allocated differentially depending on the purchasing behavior of consumers.

• 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.

• Journal of the Korean Society of Clothing and Textiles
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• v.28 no.12 s.138
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• pp.1583-1595
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• 2004

Simon and Sullivan(l993) estimated that clothing and textile related brand equity had the highest magnitude comparing any other industry category. It reflects that fashion brands reinforce the symbolic, social values and emotional characteristics being different from generic brands. Recently, Kim and Lim(2002) developed a fashion brand equity scale to measure a brand's psychometric properties. However, they suggested that additional psychometric tests were needed to compare the relative magnitude of each brand's equity. The purpose of this study was to recognize the psychometric constructs of fashion brand equity and validate Kim and Lim's fashion brand equity scale using the measurement invariance test of cross-group comparison. First, we identified the constructs of fashion brand equity using confirmatory factor analysis through structural equation modeling. Second, we compared the relative magnitude of two brands' equity using the measurement invariance test of multi-group simultaneous factor analysis. Data were collected at six major universities in Seoul, Korea. There were 696 usable surveys for data analysis. The results showed that fashion brand equity was comprised of 16 items representing six dimensions: customer-brand resonance, customer feeling, customer judgment, brand imagery, brand performance and brand awareness. Also, we could support the measurement invariance of two brands' equities by configural and metric invariance tests. There were significant differences in five constructs' mean values. The greatest difference was in customer feeling; the smallest, in customer judgment.