• The Journal of Information Systems
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• v.23 no.4
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• pp.75-91
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• 2014

The effective supply chain management(SCM) is a matter of survival in many firms because successful supply chains will effectively coordinate their processes, focus on delivering customer value, eliminate unnecessary costs in key functional areas, and create performance measurement systems. The balanced scorecard(BSC) is widely used to measure the performance of the SCM. The BSC framework suggests that balance is obtained by adopting performance measures from four different areas. In this study, we analyzed the causal relationship of SCM performance based on BSC framework. First, we reviewed the nested causal relationships among four different perspective of the BSC, namely, business process perspective, customer perspective, financial perspective, and innovation and learning perspective. Then, we used the chi-square difference test to identify the best model to fit the causal relationship of SCM performance. Of the 800 questionnaires posted, a total of 265 questionnaires were returned after one follow-up. A total of 66 questionnaires were eliminated due to largely missing values. The major finding says alternative model 3 is dominant to other models to fit causal relationships among four different perspective of the BSC. Innovation and learning perspective positively influence on customer perspective, business process perspective, and financial perspective. Business process perspective also positively influence on customer perspective and financial perspective whereas customer perspective does not influence on financial perspective significantly.

• The Journal of Information Systems
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• v.30 no.3
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• pp.93-112
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• 2021

Purpose Recently, many organizations are actively adopting enterprise architecture (EA) as a methodology to manage IT assets and build IT-based business system. This study intended to empirically examine how the role of EA operating unit and utilization capability of organizational members impact on system performance at the post-adoption stage. A balanced score card (BSC) is being used as a framework for a company's key performance indicator (KPI). Design/methodology/approach This study tried to investigate the causal relationship between the four perspectives of the balanced scorecard as an influencing factor of the introduction of the Enterprise Resource Planning (ERP) on the financial value. In particular, the mediating effect between the customer's point of view and the business process point of view was investigated between the learning growth point of view and the financial point of view, and the interaction effect (regulating effect) of strategic linkage in the system introduction process was investigated. Findings The results of the study were first, that the organizational learning and growth perspective had a positive effect on the customer perspective, business process, and financial perspective. In addition, the customer perspective and the process perspective also had a positive influence on the financial perspective. Second, between the learning growth and financial perspectives, the customer perspective and the process perspective showed a partial mediating effect. Third, as for strategic linkage, the interaction effect between the customer perspective, the learning growth perspective, and the process perspective and the financial perspective was not significant. The results of this study are expected to provide a framework for performance evaluation to organizations that have introduced ERP systems.

• Journal of Distribution Science
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• v.20 no.12
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• pp.71-79
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• 2022

Purpose: This study aimed to apply factors of successful online marketing strategy for food distribution SMEs and the effects of these successful strategies to achieve higher performances. Research design, data, and methodology: Questionnaires were used to collect data from 400 samples of SMEs in Thailand. We employed structural Equation Modeling techniques for data analysis. Results: The results revealed that distribution strategies directly affected the success of business operations, as follows: 1) Customer communication channels, product variety, preserved privacy, and personal service had direct positive effects on the distribution success in terms of financial perspective, customer perspective, internal process perspective, and earning and growth perspectives; 2) Ability to learn a competitor had a positive direct relationship with the distribution success in terms of financial perspective and learning and growth perspectives, excluding customer perspective and internal process perspective; and 3) Responses to market on time had a positive and direct influence on distribution success in terms of customer, internal process perspective and learning and growth perspectives excluding financial perspective. Conclusions: This research has made an essential contribution to SMEs that they should focus on and adopt these 6ODS+4BSC concepts as development guidelines for food distribution SMEs to be more efficient and effective.

• CRM연구
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• v.1 no.1
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• pp.3-22
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• 2006

As customer relationship management (CRM) has been increasingly adopted by corporations as a core business strategy, measuring performance of CRM is becoming an important managerial issue recently. In this study, we present a conceptual framework formeasuring CRM performance, and provide strategic priorities among the diagnostic perspectives and factors involved in the framework by analyzing their comparative weights. We first derived critical success factors of CRM from an extensive literature review and in-depth interviews with industrial and academic CRM experts, and categorized them into one of four different diagnostic perspectives. Then, we asked a group of CRM experts to evaluate each set of diagnostic factors in a pairwise fashion with respect to each perspective, computing their comparative weights by using the Analytic Hierarchy Process (AHP) technique. In terms of diagnostic perspectives, this study shows that customer perspective was the most critical perspective, whereas infrastructure was the least weighted perspective. The result also discloses that explicit goal and top management's attitude, expanding customer relationship, strengthening customer loyalty, and enhancing customer equity are the most important factors in infrastructure, CRM process, customer, and organizational performance perspective, respectively.

• Journal of Fashion Business
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• v.11 no.4
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• pp.221-231
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• 2007

SCM system is required inter-industrial cooperation as well as inter-organizational cooperation. It means not only standardization of inter-organization but also standardization of inter-industry. SCM makes possible one circulation from fiber to retail industry in the respects of information and product flows. QR is the SCM of textile apparel industry, which satisfy customer need with least cost and maximum profit. Customer-oriented supply chain system focused on information sharing, cost reduction, inventory control, lead time reduction, quick response on customer demand. How we can measure the performance of successful SCM is issued on the approach of Balanced Scorecard which evaluates 4 perspectives such as customer perspective, internal business perspective, financial perspective, and innovation and learning perspective. This can project the blueprint of textile fashion business to right direction with vision.

• Journal of Technology Innovation
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• v.13 no.1
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• pp.265-293
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• 2005

This research examines the relationship between the characteristics of Government S&T Research Institutes (GRI) and their institutional performance evaluation system. First, based on Kaplan & Norton (1992) Balanced Scorecard Model, six perspectives suitable to Korean GRI are derived. Second, personnel who works on evaluation job classified current performance measures into the six perspectives. Analyzing comparative weights of individual perspectives, the characteristics of performance evaluation systems among institutes are derived and compared with their missions. The results are as follows: First, GRI evaluation systems put most weight on the customer perspective and least weight on the financial perspective. This result complies with Korean GRI's missions and strategies as well as findings of foreign cases. Second, Basic-technology GRI group relatively more priotizes long-term customer perspective, while Applied-technology GRI Group relatively more priotizes short-term customer perspective. Public-technology GRI Group is located in the middle in terms of priority of customer perspectives. Third, for three yews (2000-2002), performance measure weights of Basic-technology Group are changed much less than those of the other two groups. Further research are needed for reasons of drastic changes for Applied-technology and Public-technology groups and some abnormally high and low measure weights.

• Korea Journal of Hospital Management
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• v.22 no.1
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• pp.40-50
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• 2017

The purpose of this study is to develop the KPIs(Key Performance Indices) needed to improve management and strategy in the dental clinic based on the four perspectives of BSC(Balanced Scorecard). The questionnaire was conducted on 52 dentists approved by Dental Managment Research Committee in Seoul National University as a panel. Using the Delphi technique, the top five KPIs for each point of perspective in BSC were extracted from KPI pools. In the third survey, the top five KPIs of all points were compared with each other through AHP(Analytic Hierarchy Process) method, and priority and overall importance rankings were calculated. The biggest difference in the three level AHP results was the customer perspective took priority to others. In the second survey, the financial perspective, which was number one, was pushed back. The overall significance of KPIs was in the order of customer, internal process, finance, learning and growth perspective, with the exception of medical profits (5th of 20) and new patient growth (10th of 20). We were able to overcome the limitations of the Delphi Technique with the AHP method. In general, the financial perspective in BSC is known to be the most important, but we conclude that the customer perspective is more important through the pairwise comparison survey. In the current dental service market, which is a long-term recession, excessive competition, customer satisfaction and customer relationship management seem to be the first goal to pursue in dental clinic.

• Journal of Distribution Science
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• v.13 no.8
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• pp.91-96
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• 2015

Purpose - This study reviews the delivery of child welfare service quality and examines how the dimensions of the variables of customer satisfaction impact the results from a service distribution perspective. This study differs from existing research since it proposes that a recognized level of child welfare service quality is necessary to achieve customer satisfaction from the perspective of service distribution. Research design, data, and methodology - This study explores child welfare service quality factors that affect customer satisfaction. The study examines and analyzes demographic variables, service quality dimensions, and the causal relationships between child welfare service quality and customer satisfaction. Data from 300 child welfare cases were collected from organizations in Korea in the areas of Busan and Gyeongsangnamdo. The methods of analysis are as follow. First, using descriptive analysis frequency, the percentages were evaluated to assess the demographic variables. Second, Cronbach's α was used to test reliability and to evaluate the internal consistency of the measuring of items. Third, multiple regression analysis was conducted to find out how much the independent variable can affect customer satisfaction. Results - Five factors of child welfare service quality were identified in three categories: process quality (assurance, empathy), results quality (reliability, caring), and physical environment quality (tangibles). There were significant differences among the effects of the child welfare service quality factors on customer satisfaction. A multiple regression analysis was done with process quality (assurance, empathy), results quality (reliability, caring) and physical environment quality (tangibles) to test the hypothesis: assurance (t=2.434, p<0.05), empathy (t=3.677, p<0.001), reliability (t=3.271, p<0.05), caring (t=4.380, p<0.000), and tangibles (t=3.654, p<0.01) had a positive influence on child welfare service quality from a service distribution perspective. Therefore, hypotheses 1, 2, 3, 4, and 5 were supported. In addition, multiple regression analysis on the effects of the variables showed that caring (β=0.273), empathy (β=0.246), tangibles (β=0.265), reliability (β=0.152), and assurance (β=0.131) all had a positive and strong influence on child welfare service quality from a service distribution perspective. Therefore, all child welfare service quality categories (process, results and physical environment quality) were positively statistically significant. Conclusion - In this study, the main findings can be summarized as follows. First, the quality of service of child welfare consists of three dimensions of quality: process quality, results quality, and physical environment quality. The results of the multiple regression analysis also showed that caring and reliability were confirmed as more meaningful variables by the increasing loading factors. Second, the family members involved in child welfare proposed caring as the most important variable among the dimensions of service quality. Third, the results of the hypothesis testing using regression showed that all child welfare service quality factors had a positive impact on customer satisfaction. The results of the study could provide useful information to help increase the effectiveness of delivery strategies for child welfare service quality from a service distribution perspective.

• Journal of Korean Society for Quality Management
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• v.39 no.1
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• pp.45-56
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• 2011

The purpose of this research is to find key factors to invigorate customer satisfaction management from TQM perspective. Consequently, the results show that CS leadership has an effect on team competency, CS evaluation and feedback, and customer information system positively. Team competency and CS evaluation and feedback take positive effects on improving activities for customer focus. Improving activities for customer focus takes positive effects on result of customer satisfaction significantly.

• Journal of Korean Society for Quality Management
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• v.33 no.3
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• pp.31-40
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• 2005

Existing researches indicated that customer orientation was related to customer performance, customer satisfaction and customer commitment positively. We investigate the effect of customer orientation to customer performance, according to service mechanism. This study extends the past researches by measuring customer orientation from customer's perspective. Results show that the effect of customer orientation to customer performance is different according to service mechanism.