• Management & Information Systems Review
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• v.36 no.3
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• pp.167-184
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• 2017

In this study, we investigated the effect of offline banking trust on smart banking trust. As influencing factors of smart banking trust, this study compared offline banking trust, smart banking's system quality, and information quality. For the empirical study, 186 questionnaire data were collected from smart banking users and the data were analyzed using Smart-PLS 2.0. As results, it was verified that there is trust transfer in FinTech service, by the significant effect of offline banking trust on smart banking trust. And it was proved that the effect of offline banking trust on smart banking trust is lower than that of smart banking itself. The contribution of this study can be seen in both academic and industrial aspects. First, it is the contribution of the academic aspect. Previous studies on banking were focused on either offline banking or smart banking. But this study, focus on the relationship between offline banking and online banking, proved that offline banking trust affects smart banking trust. Next, it is the industrial contribution. This study showed that offline banking characteristics of traditional commercial banks affect the trust of emerging smart banking service. This means that the emerging FinTech companies are not advantageous in the competition of trust building compared to traditional commercial banks. Unlike traditional commercial banks, the emerging FinTech is innovating the convenience of customers by arming them with new technologies such as mobile Internet, social network, cloud technology, and big data. However, these FinTech strengths alone can not guarantee sufficient trust needed for financial transactions, because banking customers do not change a habit or an inertia that they already have during using traditional banks. Therefore, emerging FinTech companies should strive to create destructive value that reflects the connection with various Internet services and the strength of online interaction such as social services, which have an advantage over customer contacts. And emerging FinTech companies should strive to build service trust, focused on young people with low resistance to new services.

• Asia Marketing Journal
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• v.13 no.4
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• pp.227-251
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• 2012

This study analyzed Woori Investment and Securities' industry-leading marketing from both a brand management and a marketing decision-making perspective. By executing a different marketing strategy from its competitors, Woori Investment and Securities recognized recent changes in the asset management and investment markets as an open opportunity, and quickly responded to the market changes. First, the company launched the octo brand as a multi-account product, two years before its competitors offered their own products. In particular, it created a differentiated brand image, using the blue octopus character, which became familiar to the general financial community, and was consistently employed as part of an integrated marketing communications strategy. Second, it executed a brand expansion strategy by sub-branding octo in a variety of new financial products, responding to rapid changes in the domestic financial and asset management markets. Through this strategic evolution, the octo brand became a successful wealth management brand and representative of Woori Investment & Securities. Third, it has converged market research, demand and trend analysis, and customer needs acquired through various customer contact channels into a marketing perspective. Thus, marketing has participated in the product development stage, a rarity in the finance industry. Woori Investment and Securities has a leading marketing system. The heart of the successful product creation lies in a collaboration of their customer bases among the finance companies in the Woori Financial Group. The present study suggested a corresponding strategy for octo brand, which is expected to enter into the maturity stage of its product life cycle. In addition, this study found a need to modify the current positioning strategy in order to position and preserve sustainability in the increasingly competitive asset management market. It also suggested the need for an offensive strategy to counter the number one M/S company, and address the issue of cannibalism in the Woori Financial Group.

• The Korean Journal of Nuclear Medicine Technology
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• v.14 no.2
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• pp.138-144
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• 2010

Purpose: Despite the rapidly changing healthcare environment, healthcare organizations have recognized the importance of patient safety management. But patient safety management has the problem of the lack of participation of members due to the process of focusing on the follow-up service and punishment. The department of nuclear medicine in Uijeongbu St. Mary's Hospital started this research to reduce the near miss and prevent patient safety accidents by both initiating the participatory near-miss-proof activities as an advance management and constructing a system without disadvantages of reporting. In addition, this research aims to establish a differentiated patient safety management system in the department of nuclear medicine. Materials and Methods: 1. Colleting cases of team members' past and present near miss and accidents(First data collection). 2. Quantifying the cases of near miss and accidents after identifying the degree of importance and urgency through surveys(Second data collection). 3. Quantifying cases and indentifying important points of contact through data analysis. 4. Making and standardizing a manual for important points of contact, and initiating participatory activities to prevent errors. 5. Activating web-based community for establishing the report system of near miss. 6. Estimating the result of before and after activities through surveys and focus group interviews. Results: 1) Quantified safety accidents and near miss in the department of nuclear medicine. About 50 near misses a month and one safety accident a year. 2) Establishing improvement measurements based on quantified data. About 11 participatory activities, the improvement of process, a manual for standardization. 3) Creating a system of safety culture and high participation rate of team members. Constructing a report system, making a check list and a slogan for safety culture, and establishing assessment index. 4) Activating communities for sharing the information of cases of near misses and accidents. 5) As the result of activities, the rate of near miss occurrence declined by 50% and the safety accident did not happen. Conclusion: The best service in the department of nuclear medicine is to provide patients with safety-guaranteed high-quality examination and cure. This research started from the question, 'what is the most faithful-to-the-basics way to provide the best service for patients?' and team members' common answer for this question was building a system with participation of all members. Building a system through the participatory improvement activities for preventing near miss and creating safety culture resulted in the 50% decline of near miss occurrence and no accident. This is a meaningful result from the perspective of advance management for patient safety. Moreover, this research paved the way for creating a culture to report and admit near miss or accidents by establishing a report system with no disadvantage of reporting. The system which sticks to the basics is the best service for patients and will form a patient safety culture system, which will lead to the customer satisfaction. Therefore, all members of the department of nuclear medicine will develop a differentiated patient safety culture with stabilizing the established system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.6
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• pp.91-101
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• 2019

Tourism or travel business consists of a set of services for people who visit exotic places. Payment is usually marking the end of the series of activities relating to tourism, and it becomes the linkage for the next activity. With the recent advancement of mobile Fintech technologies, we have learned that more convenient and more secure financial transactions are improving the quality of tourism. It should be noted that tourism counts on information technology heavily in terms of mobile Internet and smart devices use, which yields to a wide business opportunities for Fintech startups. However, payment information has not been highlighted for additional marketing promotion activities. The lack of research into information technology-based business models that extend Fintech services related to payment in venture start-up studies hinders the understanding of the possibility of creating new business through the value creation process after payment. This study attempts to investigate this issue based on the theory of smart tourism and service-dominant logic with developing a new information system. More specifically, marketing promotion activities after payment for Chinese tourists visiting Korea are examined. Specifically, WeChat Pay and instant tax refund service were considered while the system was developed by following desing science research methodology. This study is meaningful in that it finds a new possibility of Fintech business model by applying scientific and academic methods, and it reminds the necessity of service automation system centered on instant tax refund.

• Journal of the Korean Society of Food Science and Nutrition
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• v.35 no.8
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• pp.1088-1096
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• 2006

The purpose of this study was to identify the service encounter blueprint by types of restaurants in order to manage moment of truth when customers who visit a restaurant encounter services. The service encounter blueprint gives an overall picture of the service provision to visualize an entire service process and its integrated structure. The blueprint is used for service process analysis technique. The random samples of 15 customers were observed by types of restaurants and the records were collected for three-days' observation. Interviews were performed by 3 managers, 3 service encounter employees, 3 cashiers, 3 cooks and 10 customers by types of restaurants. After drawing the first service blueprint, it was revised by the interview with the 3 managers and 6 service encounter employees. In this paper, restaurant service processes are reviewed and analyzed. By use of service blueprint, the processes are analyzed to find a fail point, customer wait, employee decision. As a result of making a blueprint of service encounter by types of restaurant, blueprints of fine-dining restaurants and family restaurants were similar, while fast-food restaurants showed a little difference. In particular, difference was indicated in a point where interaction of service encounter occurred. Difference was indicated depending on types of restaurants. Therefore, the efforts to improve this problem were needed. The blueprint is a map or flowchart (called a process chart in manufacturing) of all transactions constituting the service delivery process. The results showed that service encounter blueprint can be used to improve the service process in the restaurant's encounter.

• Culinary science and hospitality research
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• v.19 no.3
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• pp.87-104
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• 2013

This study attempts to effectively manage service orientation for deluxe hotel buffet restaurant workers in the kitchen organization. For this, the organization's service orientation in the relationship between employees' job satisfaction and organization performance was empirically tested. A survey was conducted to 300 restaurant employees working in the buffet kitchen of deluxe hotels in seoul. 276 copies of questionnaire were selected to take a regression analysis using Amos 16.0. The results of the test are as follows. First, the effect of service orientation on employee's job satisfaction showed that service leadership and service system of service orientation were significant factors about it. Second, hypothesis testing for the effect of service orientation on organization performance showed that human resource management of service orientation was a significant factor about it. The effect of employee's job satisfaction on organizational performance was significant as shown in previous studies. In conclusion, service leadership and service system should be a priority in order to improve service orientation and job satisfaction because employee's job satisfaction and organization performance have a direct relationship.

• Journal of Korea Port Economic Association
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• v.33 no.2
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• pp.33-52
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• 2017

The purpose of this study is to analyze the components and to verify the relationship among service orientation effort, job satisfaction, organizational commitment and turnover intention in logistics firms. A literature survey is presented; then, an empirical analysis is carried out using data from questionnaires to employees in logistics firms. The final results indicate that Service orientation effort of logistics firms is positively related to job satisfaction and organizational commitment. Moreover, service orientation effort, job satisfaction and organizational commitment are negatively related to turnover intention. Following these results, it is necessary to concentrate on enhancing the service orientation effort to increase job satisfaction and organizational commitment and decrease turnover intention.

• Journal of Service Research and Studies
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• v.12 no.3
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• pp.45-59
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• 2022

This study attempted to investigate how the transformational leadership perceived by flowers of telemarketing organizations. In particular, this study explored the moderating effect of followership in the relationship between transformational leadership and organizational performance. To verify the research model, 321 surveys collected from 10 domestic call centers were analyzed. Reliability, correlation, factor analysis, and hierarchical regression analysis were performed, and as a result of the analysis, it was found that the transformational leadership in the telemarketing organizations had a positive effect on organizational performance. In addition, it was confirmed that goal consistency, proactive participation, critical thinking, and team spirit, which are the four sub-variables of followership, all have a positive (+) effect on organizational performance, and both goal consistency and proactive participation moderate the relationship between transformational leadership and organizational performance. Considering the special working environment of telemarketing organizations, the results of this study suggest the need for a corporate educational role to increase transformational leadership and followership and the need to build environments by setting up an atmosphere for members to exercise follow-up, and opening up communication structures for members to follow.

• Journal of the Korean Society of Food Science and Nutrition
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• v.34 no.5
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• pp.667-673
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• 2005

The purposes of this study were 1) to analyze the preference of leadership style among ${\lceil}$Transformational leadership$\rfloor$ and ${\lceil}$Service leadership$\rfloor$, 2) to examine the differences of the job satisfaction between the high level of service leadership group and low level of the service leadership group and 3) to testify the hypothesis that the service leadership and its 4 elements (belief, attitude, ability, insight) affect the job satisfaction. The questionnaires were developed to measure the service leadership, the preference of leadership style (transfer-mational leadership and service leadership) and Job satisfaction. The surveys were distributed to 120 managers and employees in the family restaurant in Korea, and 104 questionnaires were responded (response rate: $86.7\%$). The SPSS 12.0 package program was used to conduct the descriptive analysis, correlation analysis, t-test and multiple regression analysis. The result of leadership style preference showed the followers preferred the service leadership $(75.0\%)$ to the transformational leadership $(25.0\%)$. Comparing the job satisfaction of high level of service leadership group and that of low level of service leadership group, the job satisfaction of high level of service leadership group was significantly (p<0.001) higher than that of low level of service leadership group (high level of service leadership group: 4.03, low service leadership group: 3.27, measured on a 5-point likert scale). All three factors of job satisfaction (human factor, service system and company image) in high level of leadership group were significantly (p<0.001) higher than those of lower level of service leadership group. The result of multiple regression analysis presented that the service leadership and it's 4 elements (concept, mind, skill, insight) have significant (p=0.000) effects on the job satisfaction. As a conclusion, we examined theoretical framework of service leadership model and testified the applicability in the field of family restaurants. But the service leadership was the new conceptual theory, so there should be the more empirical studies on managers and employees in the service industry.

• The Korean Journal of Franchise Management
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• v.5 no.1
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• pp.27-47
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• 2014

This research was conducted on the purpose of seeking the measures of how to cope with the changing industry of Topokki franchises. Despite of the fact the number of Kukdae Topokki's stores is quite smaller than that of its competitors, such as Jaws Topokki and Addal Topokki, Kukdae Topokki is recognized as one of the front-runners in the industry. But the competition in the topokki industry has become fiercer, as the market became saturated. To find a desirable solutions, this study analyzes past-to-current status of the Topokki industry by dividing it into 4 stages and provides few strategies that Kukdae Topokki can apply to the 4th stage where 'brand awareness' is very important. To this end, few drawbacks of Kukdae Topokki are proposed as the following. First, the brand image that Kukdae Topokki pursue does not correspondent with the image in consumer's mind. Second, Kukdae Topokki has selected the wrong targeting group. It aims for the image of 'retro' to target people in their 30-40s. However, most of the consumers are people in their 20-30s. Third, the taste of Kukdae Topokki is not uniform among franchises. Fourth, the awareness and accessability are low. To provide a proactive actions for the next stages, several solutions are proposed as following. First, By managing consistent Kukdae Topokki's Brand Touch point, consumers may have a strong image on the brand by communicating with consumers consistently at all touch points. Second, instead of the existing guide from the head office(franchiser), a standardized criteria for the usage of materials and periodical education for franchisee are needed. Third, to raise the awareness of Kukdae Topokki, open many branches in the area where the main consumers(20-30s women) are mostly spread out.