• Korean Management Science Review
• /
• v.29 no.1
• /
• pp.115-129
• /
• 2012

Service Encounter employees play a crucial role in service delivery and building relationships with customers and their attitudes and behaviors towards customers determine customers' perceived service quality and satisfaction. Past research indicates that TQM managerial practices are a critical determinant of employee's attitude and performance in the workplace. Therefore, this study investigates a model examining the relationship among TQM, employees' attitude and service performance in a hospital. Our measurement results were acceptable in terms of reliability and validity. The statistical testing shows significance on the positive relationship in the sequential order of TQM, employee's attitude and service performance. In conclusion, the theoretical and practical implications of this study were discussed, along with its limitations.

• East Asian Journal of Business Economics (EAJBE)
• /
• v.5 no.1
• /
• pp.27-32
• /
• 2017

The main objective of this study is to find the Interrelationship between Service Quality, Electronic Banking and Customer Satisfaction in Commercial Banks in Uganda. A review of literature was conducted to find out the relationship among Service Quality, Electronic Banking and Customer Satisfaction. The literature review confirms this relationship. A survey was conducted to collect data. The sample size of 210 commercial banking customers was drawn from different banks in Uganda. The result shows, the Electronic banking adoption was found to have a positive relationship with Service Quality, Service Quality was found to have a positive relationship with Customer satisfaction; and Electronic banking adoption had a positive relationship with Customer satisfaction. In light of the findings various recommendations were put across on how retail banks can better satisfy their customers through the use of electronic banking channels. Electronic banking adoption will then foster Service Quality where a customer's service expectations are exceeded by the actual service She/he obtains. This will then bring about Customer satisfaction where the customers find that their needs are met by the service.

• Management & Information Systems Review
• /
• v.33 no.3
• /
• pp.105-128
• /
• 2014

This study attempted to examine the role of customers in service recovery process. There have been an argument regarding whether the role of customer in service failure situation 'buffer' or 'deteriorate'. Thus, the role of customer such as relationship quality and customer participation was discussed in this research. According to the result of study, (1) customers' perceived recovery have positive effect on positive emotion significantly. (2) customers' perceived distributional justice and interactional justice positively affected encounter satisfaction in the of recovery justice variable. However, whereas procedure justice has no effect on encounter satisfaction directly, there was indirect effect through customers' positive emotion. (3) As a result of the analysis for the effect of perception of recovery justice on recovery satisfaction, the effect of interactional justice was significant only. Distributional and procedural justice have indirect effect on recovery satisfaction through positive emotion or encounter satisfaction. (4) Customers' positive emotion positively affected encounter satisfaction and recovery satisfaction. (5) Relationship quality negatively moderated the relationship between procedural justice and positive emotion while customer participation positively moderated two paths that distributional justice to encounter satisfaction and interactional justice to recovery satisfaction.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.36 no.4
• /
• pp.185-206
• /
• 2011

"Does CRM benefit affect repurchase or WOM? What is difference between VIP customers and non-VIP customers on CRM benefit?" is the interesting issue on premium industry such as a hotel business. This study examines how social benefit, psychological benefits, economic benefits and customization benefits affect repurchase and positive WOM in premium hotel. Only three of the four benefits showed significant results in repurchase and positive WOM. Also interactions between customer type and benefits were different in repurchase and WOM. The results figure out that VIP customers depend on psychological benefits and customization benefits on repurchase, whereas VIP customers depend on only social benefit on WOM. This finding suggests that hotels need to develop VIP program and approach differently to increase the repurchase volume or positive WOM effect.

• Journal of the Korean Society of Food Culture
• /
• v.24 no.4
• /
• pp.413-418
• /
• 2009

Existing literature on the CRM [Customer Relationship Management] has emphasized the marketing strategies between the franchisor and franchisee. In this study, we focused instead on factors involved in forging relationships based on marketing strategies between franchisee and the customers. A survey questionnaire was completed by 250 customers of Korean-style food franchises located in Seoul and Inchon. Each questions is based on a 5-point likert-type scale. After initial data recording, 41 questionnaires were deleted from the data set because of missing or insincerely answer. Finally, the sample data of 209 questionnaires were used for the statistical analysis. The data were analyzed with SPSS version 13.0 software to assess consumer satisfaction, trust, and support/reputation on flexibility and commitment. Regression analysis was performed to analyze the relationship between flexibility and commitment. Satisfaction and support/reputation significantly influenced flexibility, both satisfaction and trust significantly influenced commitment, and both flexibility and commitment significantly influenced the restaurant-consumer relationship.

• Journal of Distribution Science
• /
• v.22 no.8
• /
• pp.137-145
• /
• 2024

Purpose: This paper aims to reveal similarities and differences in behaviors in negative consumer-brand relationships. Thus, we focused on consumer motivation which includes intensity and direction of behaviors. The motivation for negative customer behavior has been discussed in the context of brand hate, but there is only limited research that has tried to measure it using quantitative methods. We are trying to measure customers' motivation in negative consumer-brand relationships and reveal the relationship between in-field customers' negative behaviors. Research design, data, and methodology: We adopt Reactive-Proactive aggression to measure the motivation of customers' behaviors in a negative consumer-brand relationship. Also, to reveal the relationship between in-field behavior and customer aggression, we survey Korean game communities to reactive-proactive aggression and behaviors, whether they participate, in each observed behavior during the serial negative consumer movements that occurred in the Korean game industry. As a methodology, we run multinomial logistic regression. Results: We observed 9 behaviors in this case, and we found that reactive-proactive aggression is related to participation and motivation of these behaviors. Conclusions: We suggest the potential of reactive-proactive aggression as motivation for customers' complex negative behaviors. Based on this potential, we hope reactive-proactive aggression could be used to reveal similarities and differences in behaviors in negative consumer-brand relationships.

• Journal of Fashion Business
• /
• v.12 no.3
• /
• pp.167-174
• /
• 2008

The purpose of this study was to categorize customers types in accordance with current shop masters' perception of difficult customers and to identify their responding techniques and know-hows in dealing with those customers in detail, a qualitative study is carried out by conducting thorough interviews with the shop masters. The interview contained questions on occupational hold-ups of shop masters, types of hard-to-handle customers, techniques in handling difficult customers, their know-hows in customer managements and what they perceived as the qualities of a shop master. T The results were as follows: 1) Customers who are perceived as difficult by shop masters are categorized into six types, making unreasonable demands, pointing out product defects, disregarding salespersons, making no purchase after testing products, having no personality and having no response. 2) Responding techniques for difficult customers were categorized into three types, 'active response', 'standby' and 'polite refusal'. 3)The result from the question on know-hows of shop masters in customer management can be divided into 4 groups, providing special treatment or information, building one-to-one relationship with the customer, suggesting garments in accordance with the customer's taste and providing friendly customer service. 4) For the question on perceived qualities as a shop master, individual quality, customer management capacity, work experience and occupational knowledge were answered.

• Culinary science and hospitality research
• /
• v.6 no.1
• /
• pp.57-78
• /
• 2000

In the 21st century the size of sales of food service business in Korea will be 30 trillion won which means Food service business in Koreas is a mega market, but it is only quantitative growth and might face the limit of growth. At the same time it is predicted that from the academic world Food service business will develop endlessly after IMF condition. Of course I hope so as a member of national. Al though I propose that quantitative side is important, qualitative side must not be disregarded the present and future customer is needs should be met because the 1st goal of company is to achieve a management goal and pursuit profit. The present situation requires a peculiar and specific strategy of its own which can not be followed by competing hotels so that value can be created and buying intention can be occurred after buying. Until now the goal of marketing campaign has been transacted marketing just for closing a transaction, but it must be related marketing which is seeking mutual interests of customer and company. The strategies to attain these goals are : 1) to change from products and service management-focused to customer management and relationship building-focused. 2) to establish a core strategy which needs to be changed from market occupancy of volume expansion to customer occupancy. 3) to change from one-way communication to two-way communication. 4) to change from large scale marketing by company dimension to small scale marketing by sections. If companies focus on core benefit and augmented service to be sought by customers and make every efforts to create a value customer occupancy will increase automatically, the reduction of marketing cost will be followed, and marketing efforts will be much more efficient. In introducing a new product it is still easier to diffuse through the existing customers, and also important market information can be obtained from customers using this close relationship. If this close relationship maintains well customers will say even a trivial inconvenience and complaint and propose an idea of new product. Kotler divides relationship marketing into 5 stages such as Basic, Reactive, Accountable, Proactive, and Partnership. From the 1st stage to the last stage customer management is absolutely important and also in management strategy. The last stage, Partnership can come into the stage which is actively participated in service development and problem solving by customers. so more loyal customers have more successful performance the company attain.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.32 no.1
• /
• pp.105-124
• /
• 2007

CRM (Customer Relationship Management) becomes a crucial paradigm as the environment of the market changes. About the CRM actively maintaining and managing customers that have been already acquired, the research has been done as a plan to lure loyal customers who bring lucrative profits in the long term for the company in order to increase the value to the customers. However, in practice, the focus is on putting spurs to attracting new customers in a short term rather than retaining existing customers who give profitable revenues. If the company puts high emphasis on drawing the new customers, in a CRM's point of view in relation to the value of the customers, it can incur a loss in the long run. The reason is that if the firm conducts discriminative sales promotion, the existing clients with high loyalty will feel relatively treated inappropriately and they will have negative feelings such as being betrayed from the company they prefer. This occurrence of negative emotion can in-crease the possibility of highly profitable clients' secession. In consequence, this paper focusing on the process of the client segmentation at the mobile telecommunication services shows that the sales promotion strategy for the new customer attraction can lead to negative effect on the loyalty of the existing customers.

• Journal of Korea Game Society
• /
• v.6 no.4
• /
• pp.71-77
• /
• 2006

Many computer game developers and marketers have adopted diverse internet technologies to raise customers' interest in their websites and communities in order to take fragmentary customers' information. In this paper, we suggest why and how CRM(customer relationship management) could be effectively applied to game industry. CRM system is a systematic management model which properly manages the interactive information drawn between customers and the games. This study on CRM system in games covers 1) components of CRM, 2) customers' features in games, 3) CRM's application in games.