• Korean Journal of Human Ecology
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• v.21 no.2
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• pp.269-284
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• 2012

The main purpose of this study was to investigate factors affecting performance of casual wear franchise stores including franchiser support and social network between owners/managers. The study included the franchise stores of 55 casual wear brands located in Seoul, Incheon and Gyeonggi-do. In each store, one manager, owner or staff member with management responsibility was asked to fill out a questionnaire. A total of 184 questionnaires were collected with 165 used in the final analysis. The results showed that franchiser support consisted of educational support, marketing support and customer support. Path analysis indicated that only the educational support had a significant influence on the franchiser-franchise relationship, and in turn, the franchiser-franchise relationship positively influenced customer performance. Marketing support did not have a significant influence on the franchiser-franchise relationship, but did demonstrate a direct influence on customer performance. Social networks positively influenced customer performance, and there was significant a correlation between regions and social networks on customer performance. Sales performance was significantly influenced by customer performance.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.16 no.1
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• pp.21-41
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• 2005

This study proposes the customer quality a parameter of service quality from a new perspective, develops and evaluation scale for it in relation to service business, analyzes and evaluates the its effect on service quality and performance. First, the concept of service quality and customer quality was investigated in the literatures, to find a basis for its relation to the quality of hotel service. However, previous 1) Among the service quality components, the strongest correlation exists between physical quality and service quality. 2) Hotel quality is most influenced by customer quality, followed by service provider quality and physical quality showing that when customer quality is incorporated as a prerequisite parameter if hotel quality it has the most effect on hotel quality, which is a new result. 3) Customer quality plays a significant indirect role via hotel quality on performance, and the physical quality and service provider quality offered to the customer at a hotel have more direct effect on performance, illustrating the difference in the effect on hotel quality depending on the component of hotel quality. 4) The evaluation of hotel quality and performance becomes more meaningful and valid only when customer quality is included as a prerequisite parameter of hotel quality to strongly interact with service provider quality 5) Comparative analysis of the different qualities according to the hotel class show a significant difference in customer quality, physical quality and service provider quality and performance between first-class and second-class hotels.

• Asia Marketing Journal
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• v.18 no.4
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• pp.51-76
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• 2017

Although much attention has been paid to customer satisfaction (CS) as a leading indicator of firm performance, few studies have investigated the role of CS distribution across individual customers. With 10 years of National Customer Satisfaction Index (NCSI) data in Korea, we examine the relationship between the variance of CS and key corporate performance measures such as revenue, profit, Tobin's q, and stock return. There are three main findings. First, we confirm the findings of previous studies that the average CS for a firm is related to the firm's economic performance. Second, we find a moderating effect of CS variance such that the relationship between the level of CS and firm performance is attenuated by the variance of CS. Finally, the variance of CS is found to directly affect firm performance over and above the CS level effect. More specifically, the variance decreases sales and stock return.

• Journal of the Korean Society of Clothing and Textiles
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• v.36 no.9
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• pp.979-990
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• 2012

This study explores the correlation between personality traits, customer orientation, job satisfaction, and job performance. This study examines the impacts of personality traits and customer orientation on job satisfaction and job performance. Data were collected using a questionnaire survey. A convenience sample was drawn from salespeople working for department stores in Daegu and Pohang between September $1^{st}$ to $7^{th}$ 2011. A total of 337 responses were complete and usable questionnaires. Data were tested through factor analysis, correlation analysis, and regression analysis, using SPSS 12.0. Three main points are shown through this study. First, the correlation of all five factors extracted from salespeople personality traits with customer orientation was statistically significant. Personality traits and customer orientation were partially correlated with job satisfaction or job performance. Second, the regression analysis was conducted to examine the influence of personality traits and customer orientation on job satisfaction; subsequently, only two factors extracted from customer orientation (consideration for customers and customer-centered thinking) were significant predictors of job satisfaction. Third, the result of the regression analysis between personality traits and job performance showed that the most influential predictor of job performance was conscientiousness, followed by likeability, openness and introversion. The most influential factor between customer orientation and job performance was competence in providing product information, followed by consideration for customers, customer-centered thinking, and a reliability-focused response.

• Journal of Families and Better Life
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• v.20 no.3
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• pp.113-124
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• 2002

The purpose of this study was to identify the subarea of customer complaints handling service and to accomplish the data for an improvement of complaints handling get service through the evaluation of the importance and performance on customer handling service as subdivisions of customer complaints handling service. The data were collected 303 female/male, 20-30 age by outline survey. The major findings of this study were as follows: 1) The subdivisions of customer complaints handling service were classified into four different factors ; promptness, empathy, information, policy factors. 2) As the subdivisions factors, importance was promptness, empathy>information>policy factor and performance was empathy>information>promptness>policy factor in order. 3) There were question asking the performance evaluation of influencing the total satisfaction of customer complaints handling service. There were promptness, empathy of performance evaluation of influencing the total satisfaction.

• Journal of Korean Society for Quality Management
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• v.35 no.4
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• pp.38-51
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• 2007

The House of Quality(HOQ) is used in the development stage to identify important customer attributes and corresponding engineering characteristics. The importance of each customer attribute obtained in the HOQ affects to the quality of the final product or service. Traditionally, such importance is derived based on the assumption that customer satisfaction is linearly proportional to the product performance. In this paper, we propose a nonlinear function so as to relate the product performance with the customer satisfaction according to the Kano model. A performance goal is obtained by maximizing the total customer satisfaction under a cost constraint and the importance of each customer attribute is developed from the performance goal. Therefore, the proposed approach incorporates the Kano categories and the improvement cost in determining the importance of customer attributes.

• The Journal of Information Systems
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• v.21 no.2
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• pp.27-44
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• 2012

The goal of supply chain integration is to improve the effectiveness and efficiency of supply chain for creating customer values. Supply chain integration can be classified into IT integration and structural integration. Also, structural integration can be collapsed into three dimensions: internal, supplier and customer integration. In this study, we investigate the relevance between customer value and supply chain integration. To explore the current study, we collected from 73 Korean firms. The results are as follows: First, customer value has a positively significant effect on IT integration. Second, customer value influences on customer integration but does not has an effect on internal and supplier integration. Third, IT integration improve internal, supplier and customer integration. Finally, each of structural integration positively influences firm performance. These results indicated that declaration of customer value is important factor in supply chain integration.

• Fashion & Textile Research Journal
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• v.6 no.3
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• pp.314-320
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• 2004

The purposes of this paper were to investigate the effect of customer orientation on salespeople performance and the effects of sales training on customer orientation and salespeople performance. Data were obtained from 297 apparel salespeople working at 6 department stores in Daegu, Statistics used for data analysis were frequency, t-test, ANOVA, and regression analyses. The unanticipated result was found that the customer orientation of salespeople did not influence their performance. Though there was found the significance of the anticipated results that sales training affected customer orientation and salespeople performance, the results were not strong.

• 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.

• Journal of Global Scholars of Marketing Science
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• v.17 no.4
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• pp.1-22
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• 2007

Customer satisfaction is important in an increasingly competitive and global marketplace. This implies that customer service is a critical factor for many organizations. In service encounter context, customer satisfaction is affected by employees' attitudes and behaviors. Accordingly, service firms have been focusing on selecting high quality of service employees, which resulted the ability to identify and select quality service- or customer- oriented employees to become critical for an organization's success. It was suggested that customer service orientation links to performance and subsequent organizational revenue. Moreover, it was found that service encounter failures were among the major reasons for customers' service switch. Therefore, the selection of customer service oriented employees is a key factor in establishing customer service - a potential source of sustained competitive advantage. However, the measurement of employee service orientation is more confusing than that of definitive answers. The difficulty of measuring service orientation is attributed to the use of broad versus narrow measures of personality. Advocates for the broad perspective prefer using basic personality constructs, such as the Big Five personality traits. On the contrary, the latter prefer a construct-oriented approach of personality research that provides a better measure of job performance because it requires the specification of the relationship of the personality traits with multiple dimensions of job performance. The customer service orientation was defined as "a set of basic individual predispositions and an inclination to provide service, to be courteous and to be helpful in dealing with customers and associates." Similarly, it is a fact that the Big five personality traits are predictors of customer orientation, and employee's self- and supervisor performance. They propose that basic personality traits may be too far removed from focal service behaviors to be able to predict specific service behaviors (customer orientation) and service worker performance. Also, customer orientation is defined as "an employee's tendency or predisposition to meet customer needs in an on-the-job context." This means that people who have job-relevant personality traits such as concern, empathy, and conscientiousness will be more adept at customer service than people who do not possess these traits. However, little attention has been given to the exploration of the service orientation of customer-contact employees who play a key role in creating satisfactory service encounters in the hospitality industry except for Kim, McCahon, & Miller (2003)'s study, especially in family restaurants context. Thus, the purposes of this study are to examine and validate the customer service orientation of customer-contact employees using the instrument developed by Donavan (1999) in Korean family restaurants, because the scale was developed to measure the personality traits related job behaviors. And this study explores the relationships between customer service orientation, job satisfaction, organizational commitment, and self service performance using structural equation modeling (SEM). And this study explores the relationships between customer service orientation, job satisfaction, organizational commitment, and self service performance using structural equation modeling (SEM). For these purposes the author developed several hypotheses as follows: H1: Employee's service orientation is associated with service performance. H2: Employee's service orientation is positively associated with job satisfaction. H3: Employee's service orientation is positively associated with organizational commitment. H4: Service performance is positively associated with job satisfaction. H5: Service performance is positively associated with organizational commitment. H6: Job satisfaction is negatively associated with organizational commitment. The data were collected from 278 employees in 5 deluxe hotels located in Pusan, Korea. The researcher contacted the manager of the restaurants, and managers consented to administer surveys to their employees. The survey was executed during one month period in the October of 2007. The data were analyzed with structural equation modeling with LISREL 8.7 W. The result of the overall model analysis appeared as follows: $X^2$=122.638 (p = 0.00), df=59, GFI=.936, AGFI=.901, NFI=.948, CFI=.971, RMSEA=.0625. Since the result of the overall model analysis demonstrated a good fit, we could further analyze our data. The findings can be summarized as follows: First, the greater the employee service orientation, the greater the service performance. Second, the greater the employee service orientation, the greater the job satisfaction. Third, the greater the employee service orientation, the greater the organizational commitment. Fourth, the greater the service performance, the greater the job satisfaction. Fifth, the greater the service performance, the greater the organizational commitment. Finally, the greater the job satisfaction, the greater the organizational commitment. Seventh, the greater the customer satisfaction, the greater the customer loyalty.