• Journal of the Korean Operations Research and Management Science Society
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• v.35 no.1
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• pp.1-17
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• 2010

This article addresses how an organization's customer relationship management (CRM) process affects customer equity drivers and, in turn, organizational performance. By raising a three-staged model including the CRM processes, customer equity drivers, and organizational performance, the authors assert that the customer equity drivers mediate between the CRM processes and organizational performance. The empirical analysis is based on a composite survey structure that gathers data from different types of informants according to the variables. Findings indicate that the expansion process has positive relationship with all the customer equity drivers. However, the acquisition process significantly influences both perceived value equity and brand equity, and the retention process significantly influences relationship equity only. In addition, the study shows that all the customer equity drivers influence the organizational performance given the existing customers. The relationship equity among the customer equity drivers has the strongest effect on the performance.

• Asia Marketing Journal
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• v.24 no.4
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• pp.178-189
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• 2023

As the necessity of customer relationship management (CRM) increases, measuring the performance of CRM have been actively discussed. Customer equity (CE) is regarded as an appropriate indicator for evaluating the outcomes of marketing activities. There are three drivers of CE: brand, value, and relationship equity. This study aims to investigate the impact of three drivers on customer satisfaction. Market competition is an environmental factor that affects the effectiveness of CRM. This study divides target firms into leaders and followers. This study found that the differential impact of CE drivers on customer satisfaction depends on the firm's status (leader or follower). Specifically, the brand equity driver significantly impacts the leader firm. However, the impacts of value and relationship equity drivers are bigger for follower firms. The above results suggest that firms need to build CRM strategies that consider the competitive situation of the market and their position.

• Culinary science and hospitality research
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• v.22 no.7
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• pp.222-234
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• 2016

This study measures the impact of restaurant franchise brand equity and brand value on consumer loyalty and customer satisfaction. The purpose of this study was to investigate the relationship between variables based on previous studies. The survey for this present study was conducted from consumers who visited in a franchise restaurant within three months. in Seoul and the metropolitan area. Research revealed that brand equity and value of the franchise restaurant appeared to have a positive impact on customer loyalty, and then consumer loyalty exhibiting a positive impact on consumer satisfaction. In addition, brand equity and value of the franchise restaurant showed a positive impact on customer loyalty.

• Journal of Global Scholars of Marketing Science
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• v.20 no.1
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• pp.27-34
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• 2010

During the past 10 years, sales of luxury goods increased significantly to more than US$ 130 billion in 2007. In this industry, more than half of the revenue comes from Asia where the average income has risen significantly, and the demand for luxury products is forecast to grow rapidly. Purchasing luxury brands appears to be an intriguing social phenomenon that is profitable for companies in this region. As a newly developed country, Korea is one of the most attractive luxury markets in Asia. Currently, a total of 120 luxury fashion brands have entered the Korean market, primarily in luxury districts in Seoul where the competition is fierce. The purposes of this study are to: (1) identify antecedents of attitude toward luxury brands, (2) examine the effect of attitudes toward luxury brands on customer equity, (3) determine the impact of attitudes toward luxury brands on customer lifetime value, and (4) investigate the influence of customer equity on customer life time value. Previous studies have examined materialism, social need, experiential need, need for uniqueness, conformity, and fashion involvement as antecedents of attitude toward luxury brands. Richins and Dowson (1992) suggested that that materialism influences consumption behavior relative to quantity of goods purchased. Nueno and Quelch (1998) reported that the ownership of luxury brands conveys information related to the owner's social status, communicates an image of success and prestige, and is a determinant of purchase behavior. Experiential need is recognized as an important aspect of consumption, especially for new products developed to meet consumer demand. Since luxury goods, by definition are relatively scarce, ownership of these types of products may fulfill consumers' need for uniqueness. In this study, value equity, relationship equity, and brand equity are examined as drivers of customer equity. The sample (n = 114) was undergraduate and graduate students at two private women's universities in Seoul, Korea. Data collection was conducted using a self-administered questionnaire survey in March, 2009. Data analysis included descriptive statistics, factor analysis, reliability analysis, and regression analysis using SPSS 15.0 software. Data analysis resulted in a number of conclusions. First, experiential need and fashion involvement positively influence participants' attitude toward luxury brands. Second, attitude toward luxury brands positively influences brand equity, followed by value equity and relationship equity. However, there is no significant relationship between attitude toward luxury brand and customer lifetime value. Finally, relationship equity positively influences customer lifetime value. In conclusion, young consumers are an important potential consumer group that tries different brands to discover the ones most suitable for them. Luxury marketers that use effective marketing strategies to attract and engender loyalty among this potentially lucrative consumer group may increase customer equity and lifetime value.

• Fashion & Textile Research Journal
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• v.18 no.4
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• pp.438-449
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• 2016

Domestic and foreign tourism authorities show that the most favorite tourist activity is shopping. Tourism income in Korea set a record in 2014 due to a large influx of Chinese tourists. Dongdaemun fashion market was selected as the most preferred destination for Chinese tourists shopping in Korea. This study examines the effect of store attributes on customer equity at Dongdaemun shopping malls. This study adopted a survey; subsequently, 637 questionnaires were used in the final analysis. Collected data were analyzed using SPSS 21.0 and AMOS 18.0 statistics program. The main findings of this study are as follows. Among the three store attributes of Dongdaemun shopping malls, service and environment attributes appeared to influence the three drivers of consumer equity. In addition, value equity was identified to provide a positive impact on Customer Lifetime Value (CLV), brand equity, and relationship equity were identified as having a positive impact on revisit intention. Second, the relationships between the variables were significantly different in two types of the Dongdaemun fashion shopping mall (Doota vs Lotte Fitin). In addition, this study offers a valuable implication for brand marketers to maintain and develop customer equity in Dongdaemun fashion markets.

• CRM연구
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• v.2 no.1
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• pp.15-32
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• 2009

Companies consider customers as an equity, which is expected to increase customer loyalty. However, customer loyalty does not linearly increase in real world by the customer equity always. This research investigates a mediating variable which influence the relationship between customer equity drivers and customer loyalty. We focus on customer value as a customer equity driver which is the most basic factor among customer equity drivers. We examine that online trust as a mediator between the customer value and customer loyalty in on online shopping mall context. Customer value consists of perceived convenience, quality, and price. Findings indicate that online trust mediates the relationship between customer value and customer loyalty. Especially, online trust perfectly mediates the perceived convenience and the perceived quality. The perceived convenience influences online trust most significantly and perceived quality and perceived price are following in the order of strength. Our results implicate that online trust is an important mediator of the relationship between customer equity and customer loyalty in online shopping mall context and need to be managed as a customer relationship management index to increase customer loyalty. In addition, perceived convenience is the most important factor to increase online trust in matured online market.

• Journal of Digital Policy
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• v.2 no.2
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• pp.7-14
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• 2023

The purpose of this study is to emphasize the need for brand equity management to survive in a rapidly changing medical environment by identifying the impact of digital customer experience on brand equity and analyzing the influence of hospital brand equity on word-of-mouth (WOM) intention. The main findings are as follows. As a result of analyzing the effect of digital customer experience on brand equity, the relationship between aesthetic value and brand equity, functional value and brand equity, customer service value and brand equity all showed significant results. In addition, the relationship between brand equity and WOM intention also showed significant results. These findings have practical implications for revealing the importance of the digital service environment in building hospital brand equity, in strengthening relationships with customers and WOM activities, and suggesting the provision of customer services and benefits using digital technology.

• Fashion & Textile Research Journal
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• v.15 no.1
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• pp.103-115
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• 2013

This study identifies how the luxury brand marketing mix affects customer equity drivers and suggests intangible equity management strategies so that companies can make long-term profits through luxury brands based on empirical studies of Korean luxury consumers. The results of the study are as follows: First, this study classified the properties that use 8 key factors (product integrity, heritage, exclusivity, premium image, environment and consumption experience, premium price, luxury communication strategy, and brand signature). Second, it shows that product integrity and luxury communication strategy have a positive effect on all customer equity drivers, that brand signature has a positive effect on value equity and brand equity, and that premium price has a negative effect on relation equity. It is important to provide products and services equipped with high quality and luxurious designs based on excellent craftsmanship in order to establish brand equity and value equity. Brand identity needs to be maintained and unique brand signatures need to be developed based on the long history of luxury brands against a traditional backdrop. A diversified communication strategy improves brand recognition while playing a part in facilitating brand association and brand image. In order to improve relationship equity, actions such as a loyalty program to strengthen brand loyalty, need to be taken as well as measures to maintain and enhance customer trust through a reasonable price strategy.

• 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.

• 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.