• Culinary science and hospitality research
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• v.18 no.4
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• pp.1-14
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• 2012

The focus of this study is on investigating an appropriate selling strategy for the guests of a fine dining restaurant in deluxe hotels located on seoul. As survey methods, questionnaires were prepared and distributed to the customers who visited the restaurants of five-star hotels in Seoul. The survey was carried out from July 1 to August 30, 2010. Total 223 copies of questionnaire were used for final analysis. Frequency analysis, descriptive statistics, exploration factor analysis, and reliability analysis were conducted through SPSS 18.0 for final analysis, and path analysis was conducted through AMOS 18.0 for verification of hypotheses. The hypothesized relationships among the models were tested simultaneously by using a structure equation model(SEM). The proposed model provided an adequate fit to the date, $X^2$ = 143.934(df=120, p<.001), GFI=0.935. AGFI= 0.907, RMR=0.022, CFI=0.983. The study results are as follows. First, the restaurant employee's adaptive selling strategies consist of persuasion-suggestion, kindness-rapidity. Second, in the result of analysis to understand the influences between customer satisfaction and adaptive selling strategies, customer satisfaction is shown to have an influential relationships with persuasion-suggestion strategy and kindness-rapidity strategy of employee's adaptive selling. Third, all adaptive selling strategies did not affect customer loyalty. Finally, customers who are satisfied with such services have a significant effect on customer loyalty and supports the existing previous studies.

• Journal of Intelligence and Information Systems
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• v.20 no.3
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• pp.151-171
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• 2014

Firms today have sought management effectiveness and efficiency utilizing information technologies (IT). Numerous firms are outsourcing specific information systems functions to cope with their short of information resources or IT experts, or to reduce their capital cost. Recently, Software-as-a-Service (SaaS) as a new type of information system has become one of the powerful outsourcing alternatives. SaaS is software deployed as a hosted and accessed over the internet. It is regarded as the idea of on-demand, pay-per-use, and utility computing and is now being applied to support the core competencies of clients in areas ranging from the individual productivity area to the vertical industry and e-commerce area. In this study, therefore, we seek to quantify the value that SaaS has on business performance by examining the relationships among firm strategies, SaaS technology maturity, and business performance of SaaS providers. We begin by drawing from prior literature on SaaS, technology maturity and firm strategy. SaaS technology maturity is classified into three different phases such as application service providing (ASP), Web-native application, and Web-service application. Firm strategies are manipulated by the low-cost strategy and differentiation strategy. Finally, we considered customer acquisition as a business performance. In this sense, specific objectives of this study are as follows. First, we examine the relationships between customer acquisition performance and both low-cost strategy and differentiation strategy of SaaS providers. Secondly, we investigate the mediating and moderating effects of SaaS technology maturity on those relationships. For this purpose, study collects data from the SaaS providers, and their line of applications registered in the database in CNK (Commerce net Korea) in Korea using a questionnaire method by the professional research institution. The unit of analysis in this study is the SBUs (strategic business unit) in the software provider. A total of 199 SBUs is used for analyzing and testing our hypotheses. With regards to the measurement of firm strategy, we take three measurement items for differentiation strategy such as the application uniqueness (referring an application aims to differentiate within just one or a small number of target industry), supply channel diversification (regarding whether SaaS vendor had diversified supply chain) as well as the number of specialized expertise and take two items for low cost strategy like subscription fee and initial set-up fee. We employ a hierarchical regression analysis technique for testing moderation effects of SaaS technology maturity and follow the Baron and Kenny's procedure for determining if firm strategies affect customer acquisition through technology maturity. Empirical results revealed that, firstly, when differentiation strategy is applied to attain business performance like customer acquisition, the effects of the strategy is moderated by the technology maturity level of SaaS providers. In other words, securing higher level of SaaS technology maturity is essential for higher business performance. For instance, given that firms implement application uniqueness or a distribution channel diversification as a differentiation strategy, they can acquire more customers when their level of SaaS technology maturity is higher rather than lower. Secondly, results indicate that pursuing differentiation strategy or low cost strategy effectively works for SaaS providers' obtaining customer, which means that continuously differentiating their service from others or making their service fee (subscription fee or initial set-up fee) lower are helpful for their business success in terms of acquiring their customers. Lastly, results show that the level of SaaS technology maturity mediates the relationships between low cost strategy and customer acquisition. That is, based on our research design, customers usually perceive the real value of the low subscription fee or initial set-up fee only through the SaaS service provide by vender and, in turn, this will affect their decision making whether subscribe or not.

• Korean Institute of Interior Design Journal
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• no.17
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• pp.12-21
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• 1998

Due to rise in a more sophisticated consumer and free distribution of foreign goods domestic department stores have been confronted with the need to change marketing strategy. The VMD strategy has become increasingly important as the means in reaching the contemporary consumer who has been sensitized to a visual style of marketing strategy. The use of VMD organizational elements have enabled us to create basic planning data that more accurately reflect our current marketplace trends,. The positive influence and supporting role of visual merchandiser is needed more than ever and will be an important part of future profit and customer satisfaction regardless of whether the customer is driven from image buying values and product-quality issues.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.10a
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• pp.189-206
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• 2005

Much of work on network externality assumed network effects are dependent on the network size. Therefore, very little consideration is given to the view that marginal benefits from joining the network may not increase with the network size if consumer benefits come from the direct interaction with neighbors, namely local network. In this study, we used the agent-based simulation method to reexamine the effectiveness of the traditional network market strategy under the presence of the local network where two incompatible technologies compete. We found that the strategy of growing an initial customer base is not effective under the presence of the local network. Our study also showed that targeting customers based on their technology Preference is not as effective as targeting customers within the same local network. As a result, the focus of a network market strategy should be directed to taking advantage of the customer network.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2003.11a
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• pp.55-65
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• 2003

Since 1990s, despite the emergence of innovative telecommunication services in accordance with technological changes, only few services have attained satisfactory number of subscribers, and create revenues. As with other products or services, the possibility for the success of new telecommunication services is low, thus a systematic business strategy by businesses is required to achieve market success with broadband wireless Internet. For the current broadband wireless Internet to successfully enter the early market with an early growth, a customer oriented market strategy and service provisioning strategy is inevitable. In this study based on the market survey of individuals and business customers, the customer demand and related needs of broadband wireless Internet have been analyzed in depth. Then with the analysis and establishment of the killer applications and market segmentation, market development strategy is proposed.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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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.

• International Commerce and Information Review
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• v.10 no.2
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• pp.433-453
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• 2008

Customer satisfaction and loyalty are becoming an increasing salient topic in many firms and in academic research. This study places significance in establishing corporate marketing strategy via analyzing and understanding purchasing by Korean and Chinese customer, especially those for service store, who serve as the core in marketing activities. To objectives of this study are to investigate which antecedent variables have significant effects on consumer perceived satisfaction or loyalty and to examine whether these factors have differences between Korean and Chinese customer. To test the hypotheses, such antecedent variables as the product quality, service quality, store reputation, store image. All variables are significant factors in both Korean and Chinese customer. Under the current increasingly rapid competitive market, product/service quality, store reputation/image can provide customer satisfaction and loyalty, can generate continual customer expansion of current customer through the reuse intention and can contribute to the expansion of new customers.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.202-208
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• 2007

As one of the key strategic resources, the customer knowledge not only improves the performance of customer relationship management, but fosters the sustained competitive advantages as it creates values for customers with customer knowledge management. On the basis of the general introduction of research on customer knowledge management, this paper develops the research on customer knowledge management from the perspective of strategic management, and discusses further relevant studies concerning concepts of customer knowledge and customer knowledge management, studying perspectives, key questions as well as development directions for research, and so on.

• Asia pacific journal of information systems
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• v.13 no.3
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• pp.107-130
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• 2003

This paper aims to investigate the adjustment effect of switching barriers on customer retention in mobile telecommunication services. The detailed factors regarding switching barriers are classified based on the related literatures. Furthermore, the hierarchical regression analysis is used to analyze the extent to which the factors affect customer retention. The main contribution of this paper is to focus on switching barriers and theirs relationships with customer retention rather than customer satisfaction on early studies. The results are as follows: First, among the factors of switching barriers, switching costs, such as continuity cost and contractual cost, interpersonal relationship, and attractiveness of alternatives are key factors in determining customer retention. Second, continuity cost and interpersonal relationship have an adjustment effect between customer satisfaction and customer retention. The findings can help the mobile operators establish a customer-oriented strategy by identifying a few key factors strengthening the linkage with customers.

• Journal of Distribution Science
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• v.12 no.8
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• pp.31-42
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• 2014

Purpose - Recently, a variety of activities for practicing the continuing management of domestic and foreign companies have been conducted and further, corporate social responsibility for maximizing the value of stakeholders such as customers, cooperative companies, and the local community emerges as a key business strategy. Accordingly, the issue of whether corporate image and customer value through corporate social responsibility activities positively affect customer loyalty and customer attitude is investigated in this study. Research design, data, and methodology - Corporate social responsibility activities are classified into legal and moral activities, environmental protection activities, economic activities, and community service activities; further, customer values are classified into emotional value, functional value, and social value, to determine the parameters. In addition, the strategic approach direction of social responsibility activities is justified as a strategy for effectively achieving the expected results that corporations seek by proving the effect of these parameters on customer loyalty. Results - The study results can be summarized as follows. First, legal and moral activities, environmental protection activities, economic activities, and community service activities are four types of CSR activities affecting meaningful improvements in corporate image. Second, legal and moral activities affect factors that meaningfully improve customer value, including factors such as emotional value, functional value, and social value, while environmental protection activities affect improvements in the factor of social value only. Third, corporate image affects meaningful improvements in customer value. Fourth, corporate image affects improvements in customer loyalty positively. Fifth, the three factors of customer value, that is, emotional value, functional value, and social value affect meaningful improvements in customer loyalty. Sixth, customer value acts to partly mediate the effect of companies' CSR activities on customer loyalty. As shown in the study results above, it was verified that CSR activities affect meaningful improvements in corporate image and customer value and, in turn, corporate image and customer value affect meaningful improvements in customer loyalty. In addition, it was verified that customer value acts to partly mediate the effects of companies' CSR activities on customer value. Conclusions - Accordingly, the results of this study suggests as follows. First, it was clearly verified that customers' recognition of CSR efforts has a positive effect on corporate image, customer value, and loyalty because CSR activities improve the relationships between customers and corporations by providing customers with value. Second, it was suggested that corporations implement social contribution activities strategically according to the theory that the higher the rate of CSR activities, the better the corporate image and repurchase intention would be, which is a theory verified through practical analysis. Corporations should do this by constructing positive relationships from the value perceived by customers. To summarize the study results in a brief manner, it is suggested by the results of the study that a corporation should conduct CSR more actively to make customers recognize the positive image of their products and services.