• Journal of Distribution Science
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• v.19 no.8
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• pp.5-12
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• 2021

Purpose: The purpose of this paper is to analyze and examine the issues that are directly associated with the United States COVID-19 vaccine distribution and its strategies so that other countries may learn from it and develop sound distribution strategies. Research design, data and methodology: This paper has applied both historical and narrative models to review, identify, and analyze existing literatures to assess the United States' vaccine distribution strategy. Results: Distribution strategy developed by the United States seems to have focused heavily on the basic tenets of physical distribution, i.e., transportation, warehousing, inventory, and large-venue mass-vaccination sites, and the strategy seems to have been successful when looking only at the physical tenets of distribution. However, the analysis indicates that the distribution strategy has not either focused on or included the major activities of distribution, such as inward and outward communication, information, and customer satisfaction. Conclusions: The countries that are currently developing or implementing COVID-19 vaccine distribution strategy should review and learn from the United States' vaccine distribution strategy and its implementation. The countries should include and address all the activities of distribution, including inward and outward communication, information, and customer satisfaction to achieve their vaccination goals, minimize confusion, reduce wasting of doses and vaccine desserts, and improve vaccination rates.

• Journal of Intelligence and Information Systems
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• v.15 no.3
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• pp.81-102
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• 2009

In this study, we investigated how to achieve differentiation for the ISM (Internet Shopping Mall) to improve profitability, which is required for survival in the fiercely competitive ISM industry. We analyzed implementation level key managerial factors that could contribute to the differentiation of the ISM. The research model is constructed through integration of two distinctive research streams of e-commerce. The one is B2C differentiation strategy research, most of which are conceptual and conducted at a strategy level, and the other is empirical research analyzing the antecedents of customer satisfaction at the ISM. This study is organized as follows. First, we draw upon transaction cost theory to organize constructs representing customer value associated with the customer buying decision process. Next, after reviewing comprehensive managerial factors that could impact on customer value, we selected 15 managerial factors that could contribute to the differentiation of the ISM to deliver value to customers. Finally, the resulting structural model is validated through empirical analyses. The results provide insights for future studies on ISM differentiation.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.17 no.2
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• pp.1-26
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• 2006

The life of modern society is going to be more scientific and rationalized. According to these trends, our dietary life was also dramatically changed. Family restaurants grew up by 30% every year was became the place of meeting and relaxation from the place of selling and eating. These demands request to improve an atmosphere, a facility and a service in family restaurants. The objective of the present study is to investigate the effect of the gap of service in family restaurant on customer loyalty based on Oliver's gap theory. These results could be contributed to make the strategy of marketing in family restaurants. The purpose of this study in detail is as below. First, it is determined the difference of its expectation and its outcome regarding on the family restaurant service. Second, it is investigated the relationship of the gap of family restaurant with customer satisfaction. The suggestions of the present study are as below. First, it is necessary to get a novel CI strategy to clean the environment of restaurant and to induce the customer desires for young females as a dominant customers. Second, it is need to improve the interior of restaurant and to develop foods for optimal dietary environments. Third, based on the customer loyalty of the present study, customer satisfaction belongs to optimal dietary environment and utilization, whereas the negative gap of service is commercial dietary goods and employee's service. Therefore, the continuous loyalty along with personal satisfaction intends to improve the maximized atmosphere and utilization on use. The main strategy of marketing could be focused on the improvement of commercial dietary goods and utilization for the satisfaction and demands of customers.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.3
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• pp.235-245
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• 2019

This research focuses on the relationships among customer satisfaction, delight, and loyalty. Although customer delight is one facet of an affective evaluation that can be predicted from customer satisfaction as cognitive component of the evaluation, there is no empirical examination on the casual relationship among customer satisfaction, delight, and loyalty. This study aims at addressing this gap in the service literature. The research questions are (1) How is customer satisfaction related to customer delight? and (2) Does customer delight matter in the relationship between customer satisfaction and loyalty? Data from a survey of consumers across upscale restaurant and retail bank in Korea were obtained. Our results show that customer satisfaction contributes positively to customer delight, and that customer delight plays a significant role in the relationship between customer satisfaction and loyalty. This chained relationship from customer satisfaction to customer delight to customer loyalty suggests that achieving customer delight represents one of the underlying pathways through which basic or core requirements expected by customers are satisfied. Our finding suggests that service firms need to monitor and manage their levels of customer delight as a performance metric, and delighting customers may be an important strategy to build competitive advantage through customer loyalty.

• Journal of the Korean Society of Clothing and Textiles
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• v.30 no.1 s.149
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• pp.1-11
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• 2006

The purpose of this study was to analyze the current CRM situation in Korean apparel industry. Specifically, research purposes were 1) to examine the concepts and benefits of CRM, 2) to examine CRM strategies, 3) to analyze CRM system(i.e., customer relationship management service, customer segmentation criteria, DB management system), and 4) to analyze the potential problems and CRM adoption plan. The subjects for this research were thirty CRM managers in Korean apparel firms classified by the company type(woman's wear, man's wear, casual wear, children's wear, retailer) interviewed from December 2003 to March 1004. The results of this study were as follows: First, the concept of CRM represented the prime customer relationship, continuous consideration, and customer management system. The benefits of CRM reflected re-sales, improvement of profit share, and acquisition of customer's data base. Second, concerning the CRM strategies, most companies focused on persistent customer management through mileage program, membership cards and also implemented product strategies such as demand forecasting, customization based on customer data analysis. We also found that industry preferred to use pricing strategies, for example, segmentation of customer through discrepancies of price in which customers are provided by discount and gift voucher services. Regarding distribution strategy, channel diversification, localized service, and convenient delivery system were used. As promotion strategies, they chose celebrating customers' personal events and promoting cultural events and issuing coupons. Third, regarding CRM system, information service was the most frequently adopted, important and highly beneficial category. Also POS/web-POS, homepage were main sources of information. RFM is the mostly commonly used customer segmentation criteria. Fourth, potential problems in CRM adoption were lack of CRM knowledge and performance measurement of CRM. Future CRM adoption plan included CRM education and development of CRM performance measures.

• Korean Management Science Review
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• v.25 no.1
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• pp.193-208
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• 2008

While CRM has recently attracted a lot of attention among academics and practitioners, most academic research in this area has focused on consumer markets, but CRM in industry markets is less focused research area so far. Companies in industry market have suspected effects of the relationship between CRM's activities and performance which is related to customer satisfaction and customer loyalty. The main purpose of this research support CRM strategy development. Therefore, this research is focused on as follows; first, defining the concept of CRM and performance second, identifying the customer relationship's characteristics and CRM relational activities in industrial markets third, verifying the relationship between customer satisfaction and customer loyalty in the case of Steel industry which is whether the CRM relational activities have effects on customer loyalty directly, or indirectly through customer satisfaction.

• Journal of the Korean Society of Clothing and Textiles
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• v.31 no.5 s.164
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• pp.753-764
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• 2007

Apparel goods can be customer-oriented in the extreme and the apparel industry is one of the most customer-centered industries that should maximize customers' satisfaction. Recently, mass customization, a customer-centered system is widely discussed in the apparel industry to provide consumers with new, differentiating, distinctive, yet personalized products. The purpose of this study is to provide useful insights for apparel brands' mass customization(hereafter, MC) implementation by comparing the apparel brands' current status with consumers' expectation. One hundred apparel brands' practitioners and 116 consumers were surveyed in this research. First, we found that, on the basis of the five stages of MC presented by Pine(1993), apparel brands' MC stages were identified. Then, customers' expectation levels were examined according to the five stages. When compared the gap between the customers' expectation level and the apparel brands' implementation, consumers' expectation of MC was significantly higher than the implementation level by apparel brands for the stage 2(customized products creation), the stage 5(modular production). Second, by conducting a factor analysis with the scales measuring the MC activities of the five stages, apparel brands' current MC strategies could be classified as 'mass customized strategy', 'quick response strategy', 'MOT(moment of truth) customized strategy', and 'individualized service strategy.' Apparel brands showed significant differences in mass customized strategy, quickresponse strategy, and MOT customized strategy according to their product characteristics. Finally, consumers' expectation level of MC strategies was significantly different by their characteristics such as shopping orientation.

• Asia Marketing Journal
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• v.15 no.1
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• pp.23-42
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• 2013

To overcome the profitability challenge these days, many global banks are increasingly focusing on cost efficiency through more efficient banking processes, such as online and mobile banking, whereas a number of other banks choose to differentiate their services for retaining and attracting the most valuable customer segment (Deloitte, 2011). While global banks in the retail banking industry are adopting either of these two business models as a strategic choice for their long-term growth, KB Kookmin Bank, one of the leading retail banks in South Korea, has begun to operate 'KB Rockstar' as a strategic channel, particularly designed to target college students in the youth market. The new marketing strategy has resulted in a positive impact on its brand image in customers' perception as well as a drastic increase in the number of youth customers. In this study, we analyze the case of 'KB Rockstar' and summarize the key factors for its success from a marketing perspective. First, 'KB Rockstar' is not simply a good channel strategy, but an innovative marketing strategy that aligns place, product and promotion together in order to create a synergy effect, resulting in the successful implementation of the bank's targeting strategy. Second, the strategy effectively establishes 'KB Rockstar' as a brand targeted to youth customers while also competently strengthening the image of the corporate brand, KB Kookmin Bank. The skillful implementation of organically combined marketing mix strategies has enabled the successful launch of the bank's sub-brand. Third, the strategy considers a retail bank branch as not only the place that makes sales transactions in order to generate short-term profits, but also the place that builds a long-term relationship with customers in order to maximize their lifetime values in the long run.

• Journal of Intelligence and Information Systems
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• v.25 no.2
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• pp.1-23
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• 2019

Big data refers to data that is difficult to store, manage, and analyze by existing software. As the lifestyle changes of consumers increase the size and types of needs that consumers desire, they are investing a lot of time and money to understand the needs of consumers. Companies in various industries utilize Big Data to improve their products and services to meet their needs, analyze unstructured data, and respond to real-time responses to products and services. The financial industry operates a decision support system that uses financial data to develop financial products and manage customer risks. The use of big data by financial institutions can effectively create added value of the value chain, and it is possible to develop a more advanced customer relationship management strategy. Financial institutions can utilize the purchase data and unstructured data generated by the credit card, and it becomes possible to confirm and satisfy the customer's desire. CRM has a granular process that can be measured in real time as it grows with information knowledge systems. With the development of information service and CRM, the platform has change and it has become possible to meet consumer needs in various environments. Recently, as the needs of consumers have diversified, more companies are providing systematic marketing services using data mining and advanced CRM (Customer Relationship Management) techniques. KB Kookmin Card, which started as a credit card business in 1980, introduced early stabilization of processes and computer systems, and actively participated in introducing new technologies and systems. In 2011, the bank and credit card companies separated, leading the 'Hye-dam Card' and 'One Card' markets, which were deviated from the existing concept. In 2017, the total use of domestic credit cards and check cards grew by 5.6% year-on-year to 886 trillion won. In 2018, we received a long-term rating of AA + as a result of our credit card evaluation. We confirmed that our credit rating was at the top of the list through effective marketing strategies and services. At present, Kookmin Card emphasizes strategies to meet the individual needs of customers and to maximize the lifetime value of consumers by utilizing payment data of customers. KB Kookmin Card combines internal and external big data and conducts marketing in real time or builds a system for monitoring. KB Kookmin Card has built a marketing system that detects realtime behavior using big data such as visiting the homepage and purchasing history by using the customer card information. It is designed to enable customers to capture action events in real time and execute marketing by utilizing the stores, locations, amounts, usage pattern, etc. of the card transactions. We have created more than 280 different scenarios based on the customer's life cycle and are conducting marketing plans to accommodate various customer groups in real time. We operate a smart offering system, which is a highly efficient marketing management system that detects customers' card usage, customer behavior, and location information in real time, and provides further refinement services by combining with various apps. This study aims to identify the traditional CRM to the current CRM strategy through the process of changing the CRM strategy. Finally, I will confirm the current CRM strategy through KB Kookmin card's big data utilization strategy and marketing activities and propose a marketing plan for KB Kookmin card's future CRM strategy. KB Kookmin Card should invest in securing ICT technology and human resources, which are becoming more sophisticated for the success and continuous growth of smart offering system. It is necessary to establish a strategy for securing profit from a long-term perspective and systematically proceed. Especially, in the current situation where privacy violation and personal information leakage issues are being addressed, efforts should be made to induce customers' recognition of marketing using customer information and to form corporate image emphasizing security.

• Journal of Global Scholars of Marketing Science
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• v.15 no.3
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• pp.31-48
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• 2005

The purpose of the study is to identify the flexibility of marketing effects which applies of practical service guarantee strategy over hotel service and methodological effects of practical service guarantee. And the detailed purposes were: first of all, how service guarantee strategy identified by previous theoretical researches influences on a service reliability and service value practically; second, how service reliability and service value influence on customer loyalty; third, how service guarantee influences on customer loyalty directly. According to the results, 5 hypotheses were selected from 5 research hypothesis proposed in this study. The concrete contents were; First, the study inspected how service guarantee strategy influences on service reliability and service value practically. The result was that service guarantee exerted positive influence on service reliability and service value. Second, the study inspected how service reliability and service value influence on customer loyalty. The result service reliability and service value exerted positive influence on customer loyalty. Third, the study inspected how service guarantee strategy influences on customer loyalty. The result service guarantee exerted positive influence on customer loyalty.