• Journal of Distribution Science
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• v.17 no.11
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• pp.47-52
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• 2019

Purpose: This study specifically discusses why coffee shop customers want to revisit coffee shops. In addition, we would like to verify the mediated effect of the emotional reaction in relation to the influence of the experience values of the Chinese coffee shop on the re-visit of the coffee shop. Research design, data and methodology: Regression and reliability analyses were conducted. Simple regression was used for stock price verification, and the bootstrap method of model4 of Hayes was performed for the intermediate hypothesis verification. Results: This study confirmed that the experience values of coffee shops (entertainment, aesthetic, economic efficiency, and service excellence) have a significant influence on customers' intention to revisit coffee shops. Conclusions: Managers can check that the level of revisit by customers is increased by increasing the elements of experience value. In addition, studies have shown that the customer's emotional reactions play a significant mediating role in the relationship between the value of the experience and the customer's intention to revisit the coffee shop. This suggests that the coffee shop operator should focus on the emotional response of its customers and devise strategies to ensure that the value of the experience is connected to the intent of revisiting.

• Journal of Global Scholars of Marketing Science
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• v.19 no.3
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• pp.5-16
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• 2009

Corporate social responsibility (CSR) activities have been shown to be potential factors that can improve corporate image and increase the ability of corporations to compete. However, most previous studies related to CSR activities investigated how these activities influence product and corporate evaluation, as well as corporate image. In addition, some researchers treated consumers' perceptions of corporate motives as moderator variables in evaluating the relationship between corporate social responsibilities and consumer response. However, motive-based theories have some weaknesses. Corporate social responsibility activities cause two motives(egoistic vs. altruistic) for consumers, but recently, Vlachos et al. (2008) argued that these motives should be segmented. Thus, it is possible to transform the original theory into a modified theory model (persuasion knowledge model, PKM). Vlachos et al. (2008) segmented corporate social responsibility motives into four types and compared the effects of these motives on customer loyalty. Prior studies have proved that CSR activities with positive motives have positive influences on customer loyalty. However, the psychological reasons underlying this finding have not been determined empirically. Thus, the objectives of this research are twofold. First, we attempt to determine why most customers favor companies that they feel have positive motives for their corporate social responsibility activities. Second, we attempt to measure the effects of consumers' reciprocity when society benefits from corporate social responsibility activities. The following research hypotheses are constructed. H1: Values-driven motives for corporate social responsibility activities have a positive influence on the perceived reciprocity. H2: Stakeholder-driven motives for corporate social responsibility activities have a negative influence on the perceived reciprocity. H3: Egoistic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H4: Strategic-driven motives for corporate social responsibility activities have a negative influence on perceived reciprocity. H5: Perceived reciprocity for corporate social responsibility activities has a positive influence on consumer loyalty. A single company is selected as a research subject to understand how the motives behind corporate social responsibility influence consumers' perceived reciprocity and customer loyalty. A total sample of 200 respondents was selected for a pilot test. In addition, to ensure a consistent response, we ensured that the respondents were older than 20 years of age. The surveys of 172 respondents (males-82, females-90) were analyzed after 28 invalid questionnaires were excluded. Based on our cutoff criteria, the model fit the data reasonably well. Values-driven motives for corporate social responsibility activities had a positive effect on perceived reciprocity (t = 6.75, p < .001), supporting H1. Morales (2005) also found that consumers appreciate a company's social responsibility efforts and the benefits provided by these efforts to society. Stakeholder-driven motives for corporate social responsibility activities did not affect perceived reciprocity (t = -.049, p > .05). Thus, H2 was rejected. Egoistic-driven motives (t = .3.11, p < .05) and strategic-driven (t = -4.65, p < .05) motives had a negative influence on perceived reciprocity, supporting H3 and H4, respectively. Furthermore, perceived reciprocity had a positive influence on consumer loyalty (t = 4.24, p < .05), supporting H5. Thus, compared with the general public, undergraduate students appear to be more influenced by egoistic-driven motives. We draw the following conclusions from our research findings. First, value-driven attributions have a positive influence on perceived reciprocity. However, stakeholder-driven attributions have no significant effects on perceived reciprocity. Moreover, both egoistic-driven attributions and strategic-driven attributions have a negative influence on perceived reciprocity. Second, when corporate social responsibility activities align with consumers' reciprocity, the efforts directed towards social responsibility activities have a positive influence on customer loyalty. In this study, we examine whether the type of motivation affects consumer responses to CSR, and in particular, we evaluate how CSR motives can influence a key internal factor (perceived reciprocity) and behavioral consumer outcome (customer loyalty). We demonstrate that perceived reciprocity plays a mediating role in the relationship between CSR motivation and customer loyalty. Our study extends the research on consumer CSR-inferred motivations, positing them as a direct indicator of consumer responses. Furthermore, we convincingly identify perceived reciprocity as a sub-process mediating the effect of CSR attributions on customer loyalty. Future research investigating the ultimate behavior and financial impact of CSR should consider that the impacts of CSR also stem from perceived reciprocity. The results of this study also have important managerial implications. First, the central role that reciprocity plays indicates that managers should routinely measure how much their socially responsible actions create perceived reciprocity. Second, understanding how consumers' perceptions of CSR corporate motives relate to perceived reciprocity and customer loyalty can help managers to monitor and enhance these consumer outcomes through marketing initiatives and management of CSR-induced attribution processes. The results of this study will help corporations to understand the relative importance of the four different motivations types in influencing perceived reciprocity.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.2
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• pp.229-239
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• 2020

This study aims to provide suggestions for effective human resource management at the organization level, by considering the psychological and behavioral attributes of hospital employees. Employees at 4 general hospitals, 5 hospitals, 7 convalescent hospitals, and 7 psychiatric hospitals were surveyed. A three-step model adjustment return analysis was performed using mean centering methods to the moderating effect of organizational performance recognition, for analyzing the relationship between job value and organization value. Assessing the relationship between job value and organization value revealed that awareness of customer response effort and awareness of hospital image has a moderating effect amongst hospital nurses. Considering the administrative employees of hospitals, awareness of customer response effort had negative moderating effect, whereas awareness of hospital image had positive moderating effect. In nurses of convalescent hospitals, awareness of customer response effort had positive moderating effect, but awareness of growth and competitiveness, and awareness of hospital image, had negative moderating effect. Taken together, our results indicate that depending on the hospital type and occupation, the effect of adjustment of organizational performance recognition when considering the relationship between job value and recognition of organization value by hospital employees, is varied.

• Asia Marketing Journal
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• v.11 no.3
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• pp.1-29
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• 2009

The purpose of this study is to develop a service norm construct influencing behavioral intention in a service purchasing situation and investigate how the construct is related with other constructs in the theory of planned action model. Furthermore, a moderating variable, self-monitoring concept, in the model is considered. As a result, the influence of attitude, subjective norm, and perceived control on behavioral intention were all significant. Other consumers' norm was a significant factor affecting behavioral intention. Service provider norm, however, was not significant. In addition, self-monitoring played a moderating role in the model. The implication of this study is that service company or manager should consider service customer compatibility because focal customers are conscious that they face other customer's response.

• The Korean Journal of Franchise Management
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• v.11 no.2
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• pp.41-51
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• 2020

Purpose: Fast food franchise companies are trying a variety of innovative services to increase their competitiveness in response to changes in population composition in the fast food market and rapid changes in consumption trends due to technological development. From this point of view, franchise companies that have focused on offline store operations are providing O2O (offline to online) service as a core service for customer convenience. This new attempt is a strategy to increase loyalty by applying an interaction method based on understanding the characteristics of new generation consumers. However, existing studies are focused on the relationship between O2O service and acceptance, so very little is known about how O2O service affects customer loyalty. Therefore, this study examines the impacts of customer involvement and relative advantages of fast food O2O service on customer brand engagement (cognitive and affective engagement) and store loyalty for MZ(Millennials - Z) generations. Research design, data, and methodology: In order to achieve the purposes of this research, several hypotheses were developed. The data were collected from 247 questionnaires in their 16-30s and were analyzed using SPSS 22.0 and SmartPLS 3.0 program. Measurement model analysis was carried out to assess convergent and discriminant validity. Also, common method bias was tested using the values of VIF (variance inflation factor). The hypotheses was tested using structural equation modeling. Result: First, involvement has a positive effect on cognitive and affective engagement. Second, relative advantages have has a positive effect on cognitive and affective engagement. Third, cognitive influences affective engagement. Finally, both cognitive and affective engagement affect store loyalty, but affective engagement has a stronger effect on store loyalty than cognitive engagement. Conclusions: In the process of consumer-brand interaction, it was confirmed that store loyalty was influenced by cognitive and affective engagement sequentially. However, the results show that affective engagement has a relatively stronger on store loyalty than cognitive engagement. Therefore, it is necessary to establish an O2O service strategy to maintain long-term loyal customers by inducing cognitive participation with high-involved consumer, as well as affective interaction, in order to obtain new customers and increase customer loyalty.

• Journal of the Korean Society of Clothing and Textiles
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• v.37 no.2
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• pp.202-212
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• 2013

Outstanding service quality is a crucial factor to increase customer revisits, to increase customer revisits, to create new customers through positive word-of-mouth marketing and increase profits; in conjunction, the physical environment of department stores have a firsthand impact on customer purchasing behavior. This study examines the physical environment dimensions of department stores in China and the causal relationship with the physical environment, service environment, internal responses and store loyalty. The subjects in this study were male and female adults who finished the shopping the Lotte and Wangfujing Department Store located in Beijing. All participants were over the age of 20 and a one-on-one survey was conducted to gather data from October to November 2011. Data from 424 respondents were analyzed: in addition, AMOS factor analysis and path analysis were used. The results were as follows. First, physical environment factors consist of exterior aesthetic attraction, convenience, cleanliness and an interior aesthetic attraction. Second, exterior aesthetic attraction, convenience and cleanliness affect the overall service environment perception. Third, the service environment exercised an influence on internal responses, and internal responses impacted store loyalty. Fourth, a comparative analysis was made over Korean and Chinese department stores in China to check the research model. In Wangfujing Department Store, exterior aesthetic attraction, cleanliness and convenience had a statistically significant impact on service environment perceptions. In Lotte Department Store, the perception of service environment was under the statistically significant influence of all physical factors (exterior aesthetic attraction, interior aesthetic attraction, convenience and cleanliness). The findings of this study are helpful for Korean Department stores that plan to make inroads into China to formulate efficient service environment strategies tailored to local consumer characteristics.

• Korean Journal of Community Nutrition
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• v.8 no.5
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• pp.744-754
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• 2003

At present, health care industries throughout the world are struggling with the challenges to set up financial structures as cost-effective ways and means of satisfying customer needs for health care services. Many hospitals consign foodservice management to foodservice companies for the purpose of efficiency. The companies taking charge of hospital foodservice are also striving to gain an advantage over keen competitions. This study applied Quality Function Deployment(QFD) to one hospital (which will be shown as $\ulcorner$A hospital$\lrcorner$ below) managed by a contract foodservice company for the purpose of strategy planning to provide sustainable competitive advantage. First of all, this study scanned internal and external environment of $\ulcorner$A hospital$\lrcorner$ by means of a Quality Measurement Tool and a fieldwork study. With the result of environment scanning, this study elicited 20 strategies through SWOT analysis, which were categorized by 4 perspectives such as financial, customer, internal process, learning and growth perspectives. Finally, the priorities of 20 strategies were extracted from QFD methodology. According to the results obtained by applying QFD to $\ulcorner$A hospital$\lrcorner$'s foodservice, the strategies which $\ulcorner$A hospital$\lrcorner$ foodservice was obliged to introduce and implement were : the specialization of Children's hospital foodservice, scientific foodservice management through the standardization of foodservice operations, the maintenance of sanitary quality through sanitary system, the remodeling of facilities, the introduction of new equipment, the prompt and accurate response to customer needs, the development of appropriate patient menus, the provision of competitively priced meals for patient selection, the development of a demand forecast model by considering the characteristics of a children's hospital, improvement of productivity and the reduction of labor costs through the employment of experienced employees based on their seniority.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.2
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• pp.56-64
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• 2020

This paper is a follow up to the previous study which reveals that smartphone users are divided into three subcategories according to their usage characteristics. In this paper, these groups are called as 'general', 'entertainment', and 'work-assistant', taking into account their respective characteristics. The 'general' is a group whose smartphone usage characteristics are not focused on a specific purpose, the 'entertainment' is focused on music, internet, SNS, picture, and e-banking, and the 'work-assistant' is on work, GPS, diary. Inter-relation between the importance and satisfaction for the purchase determinants to the groups is investigated. In addition, Kano analysis of quality attributes is also performed, which includes quality type, satisfaction/dissatisfaction index, and PCSI (Potential Customer Satisfaction Improvement) index. The analysis result are as follows. Firstly, inter-relation between importance and satisfaction differs by user group. 'Internet', 'Ease of use', and 'Performance' purchase determinants are evaluated as competitive determinants in 'work-assistant' user group. Secondly Kano quality types of quality characteristics also differs by user group. 'Application' was classified as an attractive (A) types to 'entertainment' group and so on. 'Internet' 'Failure/Bug', 'Touch response rate' and 'Charging' are located in 'Nice' Region of S-PCSI Diagram and have to be considered as strategic quality characteristics. The results of this study is expected to give some helps in establishing a customer tailored quality strategy.

• Journal of Distribution Science
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• v.8 no.3
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• pp.37-47
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• 2010

CRM refers to the operating activities that always maintain and promote good relationship with customers to ultimately maximize the company's profits by understanding the value of customers to meet their demands, establishing a strategy which may maximize the Life Time Value and successfully operating the business by integrating the customer management processes. In our country, many big businesses are introducing CRM initiatively to use it in marketing strategy however, most medium and small sized companies do not understand CRM clearly or they feel difficult to introduce it due to huge investment needed. This study is intended to present CRM promotion strategy and activities plan fit for the medium and small sized companies by analyzing the success factors of the leading companies those have already executed CRM by surveying the precedents to make the distributors out of the industries have close relation with consumers to overcome their weakness in scale and strengthen their competitiveness in such a rapidly changing and fiercely competing market. There are 5 stages to build CRM such as the recognition of the needs of CRM establishment, the establishment of CRM integrated database, the establishment of customer analysis and marketing strategy through data mining, the practical use of customer analysis through data mining and the implementation of response analysis and close loop process. Through the case study of leading companies, CRM is needed in types of businesses where the companies constantly contact their customers. To meet their needs, they assertively analyze their customer information. Through this, they develop their own CRM programs personalized for their customers to provide high quality service products. For customers helping them make profits, the VIP marketing strategy is conducted to keep the customers from breaking their relationships with the companies. Through continuous management, CRM should be executed. In other words, through customer segmentation, the profitability for the customers should be maximized. The maximization of the profitability for the customers is the key to CRM. These are the success factors of the CRM of the distributors in Korea. Firstly, the top management's will power for CS management is needed. Secondly, the culture across the company should be made to respect the customers. Thirdly, specialized customer management and CRM workers should be trained. Fourthly, CRM behaviors should be developed for the whole staff members. Fifthly, CRM should be carried out through systematic cooperation between related departments. To make use of the case study for CRM, the company should understand the customer and establish customer management programs to set the optimal CRM strategy and continuously pursue it according to a long-term plan. For this, according to collected information and customer data, customers should be segmented and the responsive customer system should be designed according to the differentiated strategy according to the class of the customers. In terms of the future CRM, integrated CRM is essential where the customer information gathers together in one place. As the degree of customers' expectation increases a lot, the effective way to meet the customers' expectation should be pursued. As the IT technology improved rapidly, RFID (Radio Frequency Identification) appears. On a real-time basis, information about products and customers is obtained massively in a very short time. A strategy for successful CRM promotion should be improving the organizations in charge of contacting customers, re-planning the customer management processes and establishing the integrated system with the marketing strategy to keep good relation with the customers according to a long-term plan and a proper method suitable to the market conditions and run a company-wide program. In addition, a CRM program should be continuously improved and complemented to meet the company's characteristics. Especially, a strategy for successful CRM for the medium and small sized distributors should be as follows. First, they should change their existing recognition in CRM and keep in-depth care for the customers. Second, they should benchmark the techniques of CRM from the leading companies and find out success points to use. Third, they should seek some methods best suited for their particular conditions by achieving the ideas combining their own strong points with marketing. Fourth, a CRM model should be developed that will promote relationship with individual customers just like the precedents of small sized businesses in Switzerland through small but noticeable events.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.34 no.3
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• pp.134-146
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• 2011

This paper suggests the product supply process model based on the store and production capacity, assortment planning and quick response for fast fashion retailers with BPMN. In the fast fashion industry, the standardized business process model is required to respond quickly market trends and customer requirements based on the quantitative and qualitative criteria. Thus we define the product supply processes which incorporate forecasting and assortment plan, cost and profitability of the production, store capacity based on the visual merchandising, and production capacity of the fast fashion retailers. Also we design the key performance indicators to evaluate the effectiveness of these product supply processes. The product supply process model for the fast fashion has great significance in embracing the fast fashion product development process because it presents the holistic view of the product supply process of the fast fashion and provides a performance evaluation mechanism. A case study shows that adopting the processes, a Korean fast fashion company achieves improvement in various performance indicators.