• Journal of Distribution Science
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• v.7 no.2
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• pp.45-61
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• 2009

The aims of this paper is to examine the key factor of customer satisfaction in the medical service. Especially service waiting is a significant component of the customer's overall satisfaction with the service process. For this purpose, this study proposed 6 hypotheses as follow : H1 : Waiting cost, affect on perceived service waiting, will be different between patient customer group and health care group. H2 : Controllability of the cause, affect on perceived service waiting, will be different between patient customer group and health care group. H3 : Controllability of the cause affect on perceived service waiting, will be different between patient customer group and health care group. H4 : Waiting environment, affect on perceived service waiting, will be different between patient customer group and health care group. H5 : Transaction importance, affect on perceived service waiting, will be different between patient customer group and health care group. H1 : Waiting cost, Controllability of the cause, Controllability of the cause, Waiting environment, Transaction importance, customer satisfaction will affect on service waiting significantly This study find that 1) Waiting cost and Transaction importance are significant variables to influence customer satisfaction between patient group and health care group. 2) customer satisfaction is very important variables to minimize perceived service waiting.

• Korea Journal of Hospital Management
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• v.12 no.2
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• pp.69-92
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• 2007

This research has classified waiting times into the three different ones according to service offering process and investigated the antecedents and consequences of types of waiting times. A service provider's concern and customer involvement were modeled as antecedent variables and negative emotion and service value as dependent variables. The empirical results of the study are as follows. A service provider's concern had significant influences on all the three types of waiting times whereas customer involvement was found to affect preprocess-waiting and postprocess-waiting times. Preprocess-waiting time had a significant impact on both negative emotion and service value and inprocess-waiting time only affects negative emotion. However, postprocess-waiting time had influenced none of the variables. The findings illustrate an important role of concern and involvement regarding to a customer's perceived waiting time and relative importance of waiting types on negative emotion and service value. A summary of the results are reported and managerial implications are discussed.

• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.47-68
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• 2010

One of the important complaint factors by the patients using medical institutions is various kinds of waiting time. This research is about the causal relationships among waiting time(application of waiting time, perceived of waiting time, fairness of waiting, explanation of the delay, acceptance possibility), service values, and customer satisfaction. The subjects for this study were 256 out-patients currently using seven general hospitals in the Busan area. The findings of the empirical analysis are as follows: First, the good application of waiting time or fair waiting time procedure didn't actually affect perceived waiting time. Second, though the application of waiting time didn't affect acceptance possibility, the fair procedure of waiting time had an affirmative effect on acceptance possibility. Third, even when there was enough explanation about the need to wait, it could shorten perceived waiting time but failed to get sufficient sympathy or agreement from the patients. Fourth, the possibility of acceptance following the sufficient sympathy of patients had an effect on shortening perceived waiting time. Fifth, perceived waiting time lowered customer satisfaction, but had no negative effect on service values. Finally, the ranges of acceptance possibility by the patients were found to increase customer satisfaction and maximize service values. In conclusion, every medical institution needs to focus on, first of all, shortening waiting time for more customer satisfaction and improved service values.

• Korea Journal of Hospital Management
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• v.14 no.3
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• pp.132-153
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• 2009

The waiting time makes the customer be bored, and is the reason to obstruct the service quality evaluation. The managing waiting time appears to be the most important task, in accordance of physical inconvenience especially because the customers of the medical service are supplied in the unstabled status. Therefore, necessity and object of managing waiting time in the medical service were presented through the definition of waiting time and the consideration about preceding study, and the main cause of the waiting time was analyzed, furthermore the measure of actually indicated waiting time and various ideas for reducing the time were presented lastly as selecting a case study participative hospital for achieving the study object. This study will be one of role model as a solution to reduce the waiting time in each medical institution.

• Journal of the Korean Society of Food Culture
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• v.33 no.3
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• pp.250-260
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• 2018

The Korean buffet restaurant, which was developed by combining the Korean food and a buffet, allows a large menu to be enjoyed at a reasonable price and has become popular with men and women, young and old, and become a new type of eating out. This study examined the effects of the waiting time management and menu quality on the customer satisfaction and re-visit intention in a Korean buffet restaurant to help quality improvement and development of Korean buffet restaurants. The customer satisfaction and re-visit intention only had a significant effect on the staff attitude toward waiting time. Hygiene, sensory factor, and variety of menu quality were significantly related to customer satisfaction and re-visit intention, respectively. In addition, satisfaction with food and service had a significant effect on the re-visit intention and customer satisfaction. Therefore, it is important to establish a virtuous cycle structure that will improve the re-visit intention by satisfying customers through waiting time management and menu quality for the development of Korean buffet restaurants.

• International Journal of Reliability and Applications
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• v.3 no.4
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• pp.165-171
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• 2002

An optimization of the M/M/1 queue with impatient customers is studied. The impatient customer does not enter the system if his or her virtual waiting time exceeds the threshold K ＞ 0. After assigning three costs to the system, a cost proportional to the virtual waiting time, a penalty to each impatient customer, and also a penalty to each unit of the idle period of the server, we show that there exists a threshold K which minimizes the long-run average cost per unit time.

• Journal of Korean Institute of Industrial Engineers
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• v.28 no.2
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• pp.187-192
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• 2002

In this paper we consider an M/G/1 queueing system with vacation. The length of vacation period may be controlled by the waiting time of the first customer. The server goes on vacation as soon as the system is empty, and resumes service either when the waiting time of the leading customer reaches a predetermined value, or when the vacation period is expired, whichever comes first. We consider two types of vacation, say, multiple vacation type and N-policy type. We derive the steady-state distributions of the number of customers at arbitrary time and arbitrary customer's waiting time by means of decomposition property. Also, the mean lengths of busy period, idle period and a cycle time are given.

• Communications for Statistical Applications and Methods
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• v.7 no.2
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• pp.489-497
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• 2000

The M/M/1 queue with impatient customers is studied. Impatient customers wait for service only for limited time K/0 and leave the system if their services do not start during that time. Notice that in the analysis of virtual waiting time, the impatient customer can be considered as the customer who enters the system only when his/her waiting time does not exceed K. In this paper, we apply martingale methods to the virtual waiting time and obtain the expected period from origin to the point where the virtual waiting time crosses over K or reaches 0, and the variance of this period. With this results, we obtain the expected busy period of the queue, the distribution, expectation and variance of the number of times the virtual waiting time exceeding level K during a busy period, and the probability of there being no impatient customers in a busy period.

• Asia Marketing Journal
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• v.12 no.1
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• pp.1-30
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• 2010

Customers often experience waiting for buying service. Managing customers' waiting time is important for service providers since customers who are dissatisfied with waiting, secede from a service place at last. Not a few studies have been done to solve waiting time problem and improve customers' waiting experience. Hui & Tse(1996) identify evaluation factors in customers' behavioral mechanism as customers wait. That is, customers experience perceived waiting time, waiting acceptability and emotional response to the wait when they wait. Since customers evaluate the wait using these factors, service provider should manage these factors in order to minimize customers' dissatisfaction. Therefore, this study explores that evaluation factors of waiting are influenced by customers' situational and experiential characteristics, which include customer loyalty, transaction importance for customer and waiting expectation level. Those situational and experiential characteristics are usually given to service providers so they can't control these at waiting point. The major findings derived from two exploratory studies can be summarized as follows. First, according to the result from the study 1 (restaurant setting), customers' transaction importance has the greatest positive influence on waiting experience. The results show restaurant service provider could prevent customers' separation effectively through strategies which raise customers' transaction importance, like giving special coupons for important events. Second, in study 2 (amusement part setting) customer loyalty has large positive impact on waiting experience as well as transaction importance. This results show that service provider could minimize customers' dissatisfaction using strategies which raise customer loyalty continuously. This results show customer perceives waiting experience differently according to characteristics of service place and service itself. Therefore, service provider should grasp the unique customers' situational and experiential characters for each service and service place. It could provide an effective strategy for waiting time management. Third, the study finds transaction importance and waiting expectation level have direct influence customers' waiting experience as independent variables, while existing studies treated them as moderators. Customer loyalty which has not been incorporated in previous waiting time research is known to affect waiting experience. It suggests that marketing strategy which builds up customer loyalty for long period of time is also quite effective, compared to short term tactics to help customers endure waiting time. Fourth, this study reveals the importance of actual waiting time along with perceived waiting time. So far most studies only focus on customers' perceived waiting time. Especially, this study incorporates the concept of patient limit on waiting time to investigate effect of actual waiting time. The results show that there were various responses to the wait depending on how actual waiting time exceeds individual's patent limit on waiting time or not, even though customers wait about the same period of time. Finally, using structural equation model, conceptual path between behavioral responses is verified. As customer perceives waiting time, then she decides whether she can endure it or not, and then her emotional response occurs. This result are somewhat different from Hui & Tse(1996)'s study. The study also includes theoretical contributions as well as practical implications.

• The Korean Journal of Franchise Management
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• v.12 no.2
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• pp.51-60
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• 2021

Purpose: Waiting occured frequently in the service industry. Because waiting time is perceived as a loss by customers, perceived waiting time affects positive and negative responses to restaurants. If the waiting time is perceived as long, the waiting receptivity to accept the wait may also decrease. Therefore, restaurant stores need to increase waiting satisfaction so that customers can feel the waiting time shorter. Therefore, in this study, the effect of perceived waiting time and waiting satisfaction of customers visiting Taiwanese restaurant companies on waiting acceptability, emotions (positive and negative emotions) and satisfaction is investigated. Research design, data, and methodology: This study examines the structural relationship between perceived latency, waiting satisfaction, emotion, and satisfaction. To verify the purpose of this study, a research model and hypothesis were developed. The questionnaire items were modified and used according to the content of this study based on previous studies. All configurations were measured with multiple items tested and developed in previous studies. Data collected from 407 Taiwanese restaurant customers were analyzed using SPSS 22.0 and SmartPLS 3.0 programs. Confirmatory factor analysis was performed to measure the reliability and effectiveness of the measurement tool. Structural model analysis was performed to validate the study model. Results: The study results are as follows. Perceived waiting time was found to have a positive effect on negative emotions. In addition, it was found that waiting acceptability had a negative effect on negative emotions, and had a positive effect on positive emotions and customer satisfaction. Positive emotions were found to have a significant positive effect on customer satisfaction. Also, waiting satisfaction was found to have a positive effect as a moderating variable on the relationship between perceived waiting time and waiting acceptability. Conclusion: According to the results of this study, perceived waiting time was found to have a negative effect on eating out consumers. However, if the waiting time is satisfied, waiting time will increase the waiting time acceptability. Therefore, if customers are satisfied with the waiting environment by improving the quality of the waiting environment, it will be possible to establish a marketing ^*strategy^* that stimulates the positive effect of the perceived waiting time.