• International Journal of Quality Innovation
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• 제3권2호
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• pp.1-12
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• 2002

Quality is distinguished from the other important management indicators, cost and profitability, by the features of its far longer history and of common concern to both manufacturer and customer. We may say from this that quality has a far more human aspect than either cost or profitability. We stress the importance of establishing “quality culture.” But we do not commonly use the terms of “cost culture” or “productivity culture.”In addition, we know from our experiences that improving quality by creative methods can lead to lower cost and higher productivity, although the converse is not necessarily true. In the Maslow's hierarchy of human needs, it is known that the character of human needs changes from extrinsic and material ones at lower levels to intrinsic and mental or spiritual ones at higher levels. We know from our experience that employee satisfaction is closely linked with quality, which is of more human nature and can further be deployed into the detailed elements of quality. The leaders and managers should positively display leadership and respond to the efforts of the subordinates. Without these managerial leadership and efforts, it is almost impossible to provide essential and true customer satisfaction. They are the indispensable elements for business excellence.

• 유통과학연구
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• 제12권6호
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• pp.31-39
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• 2014

Purpose - Environmental issues, climatic changes, and greenhouse gases are problems to be solved at a global level. With an increased emphasis on the environmental and social responsibility of the management of companies, the manner in which companies approach quality-oriented culture and their individual sustainability management are being discussed as truly important issues to help them secure their competitiveness and growth strategies. This study proposes strategic directions to help manufacturers not only in expanding their competitive quality-oriented company culture but also in strengthening their sustainability management abilities. This study conducts a literature review and empirical research to examine how significantly the variables of a quality-oriented company culture, customer-centered management, and process-centered and supply chain management-centered cooperation affect sustainability management performance in relation to economic profitability, environmental integrity, and social responsibility. Research design, data, and methodology - To verify research models and hypotheses, the study examined 170 companies using a questionnaire survey conducted over six weeks, and involved the performance of data analysis on 146 samples. Questionnaire responses were calibrated based on a Likert scale. The study used the Smart PLS 2.0 program designed for PLS (partial least squares), an analysis instrument of SEM (structural equation modeling). The study then verified empirical research hypotheses working on reliability analysis, validity analysis, factorial analysis, and path analysis. Results - Among the nine hypotheses, four are accepted and the rest are rejected. A quality-oriented company culture focusing on customer-centered management significantly influenced the maintainability management performance of environmental integrity and social responsibility, while economic profitability was dismissed. A process-focused quality-oriented company culture was significantly concerned with economic profitability but not with environmental integrity or social responsibility. A supply-chain cooperative company culture had a significant effect on economic profitability but not on environmental integrity or social responsibility. Conclusion - This study proposes strategic directions to help manufacturers expand their competitive quality-oriented company culture as well as strengthen abilities with sustainability management. It conducts a literature review and empirical research to examine how significantly the variables of quality-oriented company culture, customer-centered management, and process-centered and supply chain management-centered cooperation affect sustainability management performance in relation to economic profitability, environmental integrity, and social responsibility. There are two main conclusions. First, companies should consider the need for social responsibility management and environmental transparent management-focused maintainability management as avenues to create new markets and business, thereby helping the companies secure a reputation for having a customer and process-centered quality-oriented company culture by creating shared values between supply chains and enabling win-win situations through cooperation. Second, we are marching towards a creative win-win era from a society of conflicts and ruptures. Companies should understand that social responsibility management and supply chain management (SCM)-focused cooperation are the foundations of sustainable development, as they try to improve their culture while pursuing both win-win relationships with interested parties and equity in various conflictive relations.

• Asia Marketing Journal
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• 제10권1호
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• pp.1-23
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• 2008

고객만족경영을 통하여 기업이 이윤의 증진을 도모하는 것은 자명한 일이다. 따라서 고객만족과 기업성과와의 직접적인 관계를 밝히는 것은 학술적으로나 실무적으로 매우 중요하다. 고객만족이 기업경영성과에 미치는 영향에 관한 지금까지의 연구에서는 주로 당기의 고객만족이 당기의 기업경영성과에 미치는 현재효과를 분석하였다. 그러나 마케팅활동이 동태적 효과를 갖는다는 연구에 의하면 고객만족이 현재뿐만 아니라 미래의 기업 경영성과에 미치는 동태적 효과의 검증이 필요하다. 만약 이 효과가 존재함에도 불구하고 이를 충분히 측정하지 못한다면 고객만족의 효과는 낮게 평가될 것이다. 이에 본 연구에서는 패널자료분석을 통하여 기업의 수익성과 기업가치에 미치는 고객만족의 동태적 효과를 추정하였다. 연구결과, 고객만족은 기업의 수익성과 기업가치에 긍정적인 영향을 주며, 동태적 효과를 갖는 것으로 분석되었다. 또한 모형 추정결과, 모형의 적합도에서 이유재와 이청림(2006)보다 개선이 이루어 졌다. 한편 고객만족의 과거 항을 2기까지 추가한 비교모형은 추정결과의 해석이 어렵고, 다중공선성 문제가 있는 것으로 분석되었다.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2003년도 추계학술대회 및 정기총회
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• pp.183-186
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• 2003

Customer profitability recognition is easier with CRM enabling technologies and the strategy of firing unprofitable customers prevails in the market. However, in the digital and Internet age, network externality is becoming more important. Therefore, the concern over firing unprofitable customers has increased. Our research is intended to develop strategic guidance for customer selection when firms implement CRM in the market with network externality.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2003년도 추계학술대회 및 정기총회
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• pp.67-70
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• 2003

This paper analyzes the causal relationship between customer satisfaction and customer loyalty in Korean High-speed Internet market, where has achieved a rapid development in these days. According to the previous literatures, profitability results from customer loyalty influenced by customer satisfaction. So, we firstly define and analyze their relationships with the survey data from 737 subscribers, by using Factor Analysis and SEM(Structural Equation Model). Secondly, we find and select major cause variables to affect customer loyalty. Finally, we suggest some useful implications to marketers on the basis of the analysis results. As a result, customer loyalty depends on the degree of customer satisfaction on network quality and service quality in high-speed Internet service. Particularly the satisfaction level on network quality affects customer loyalty relatively stronger than one on service quality. Thus it is suggested that marketers invest in improving network quality rather than service quality to enhance customer loyalty.

• Asia Marketing Journal
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• 제15권3호
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• pp.141-157
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• 2013

Managing customers based on customer equity (CE) has emerged as the most effective way of doing business because of its ability to foster profitable customer relationship management (CRM) through appropriate marketing activities. Most research studies provide conceptual and empirical evidence of the positive link between CE and firm performance. However, regarding this possibility, it has been suggested by some researchers that this link may not hold true for other firms with different firmographic factors, such as firm growth rate, size, and resources. As previous research emphasizes that marketing managers should implement a strategy based on their unique business environment, our study addresses this issue by extending the framework to a different industry setting to investigate the impact of CE on firm performance. We develop a model for examining the relationship between the firm's estimated CE and firm performance by each time period using a distributed lagged model. Then, we investigate the effect of CE on the firm's profitability using a regression analysis. Finally, even though CRM is in increasing demand and firms are focusing on the customer as an asset, we conclude that there is a limited condition for this positive effect of CE. When the life cycle was divided by growth rate, CE was shown to have a distinctive effect on profit. In the case of a high-growth stage, the effect of CE on profit is positive because of its potential customer base, whereas the effect is not significant in a low-growth stage. That is, when the business environment is saturated and the firms are no longer competing in the market, CRM may not be effective. In other words, a long-term performance orientation may not be as effective as previously believed. This research contributes to the previous literature, providing a counterintuitive suggestion that firm managers should be cautious about implementing a CRM strategy and should allocate resources properly in terms of their resource capabilities and ability depending on their situation.

• 산업융합연구
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• 제1권2호
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• pp.205-216
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• 2003

CRM(Customer Relationship Management) is now moving to the center of corporate strategy because acquiring customers is usually much more expensive than keeping them. Some successful CRM cases of leading companies are surveyed and their critical success factors are discussed in this paper. For successful construction of CRM system, It must be considered some critical factors as follows (i) improvement of customer loyalty, (ii) higher customer profitability, (iii) reduced cost of sales.

• 대한전기학회:학술대회논문집
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• 대한전기학회 2007년도 제38회 하계학술대회
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• pp.818-819
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• 2007

생산자는 제품의 생산이나 판매에 소요되는 비용보다 낮은 가격으로 제품을 판매하지 않을 것이며, 신규시장의 진입에 따른 불활실성과 기타 영업비용의 지출로 인해 어느 정도 수익이 감소할 경우도 있다. 또한 CRM은 제품의 수익성을 논하는 것이 아니고, 수요자의 필요성을 만족시키기 위해 수요자와 관계를 발전시키고 궁극적으로 이윤을 창출하게 하는 분야이다. 그러므로 Customer Profitability Analysis(CPA)의 궁극적인 목표는 각 개인의 수익성을 평가하기 위하여 개인별 수입과 비용을 추적하는 것이 된다. 전력시장의 경우 경쟁체제로 변하고 있으며 전력사업자는 기존 고객을 어떻게 유지하고 이탈을 방지하느냐가 중요한 이슈로 떠오를 전망이다, 따라서 민간부분 경쟁 강화 등에 대비하여 기존 고객유지를 위한 서비스강화와 고객에게 맞춤형 서비스를 제공하여 수익성을 확보해야 한다. 본 논문은 CPA의 궁극적인 목표를 전력산업에 반영하여 전력사업자의 수익을 위한 전력서비자의 수익 성분석에 대한 방법론을 제시하고자 한다.

• 품질경영학회지
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• 제30권4호
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• pp.120-136
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• 2002

The CRM is the process of integrated customer management to increase the profitability of firm as a maximizing the consumer's value and supplying the high quality product or service. The Post Information Service Headquarter was recognizing the importance of CRM and constructed the customer relationship management system that based on CRM, steadily has made an endeavor for operating to improve the job operation such as posting, banking and insurance. This research analysed the impact of service quality on the customer satisfaction in the Korea Post Office. First of all, we review the existing literature on measurement of service quality and management. As a result of this review and survey of the employer in post office, nineteen factors emerged as important to the service management of The Korea Post Office; Postal Services, Banking Services, Insurance Services. The regression analysis was utilized for analyzing the influence of service quality factors upon the customer satisfaction. Results show that service quality factors have a statistically significant impact on the customer satisfaction of the Korea Post Office.

• 경영과정보연구
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• 제5권
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• pp.61-79
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• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.