• Journal of Information Technology Services
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• v.21 no.2
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• pp.27-41
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• 2022

In a fiercely competitive environment, quality is a key factor that enables dashboard camera makers to maintain their competitive advantage. Quality affects consumer satisfaction, brand loyalty, and firm performance. Therefore, to remain competitive, it is important that manufacturers maintain product quality that meets consumer expectations. To this end, it is necessary to investigate customer preferences and product performance in terms of product quality and to properly allocate resources to improve the quality level such that the firm can maintain a competitive advantage. In this paper, we proposed the various ways in which manufacturing firms can determine which quality dimensions need improvement in order to secure competitiveness. To this end, we analyzed a case study of Urive to develop a quality improvement strategy through importance performance competitor analysis (IPCA). Urive's IPCA results showed that 14 quality dimensions, namely performance, size, price, ease of use, country of origin, manufacturer, brand, product certificate, warranty, distribution channel, market share, reliability, durability, and conformance, were not absolutely competitive compared with those of Mando, Inavi, and Finevu. In terms of color, Urive had an absolute competitive advantage over Mando, but not Inavi and Finevu. Urive's appearance was more competitive than Mando's, but not Inavi's and Finevu's. In terms of advertisement and serviceability, Urive was absolutely less competitive than Mando and Inavi, but had a competitive advantage over Finevu. Therefore, it is necessary to put resources and time as the first priority for performance, reliability, and durability, which have a large performance difference in common among the three brands. The quality dimensions in which resources and time need to be put in second place are price and ease of use, which have a large performance difference in common among the two brands.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.1
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• pp.127-138
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• 2021

The aim of this study is to investigate the effects of each of the three sub-dimensional strategic orientations of technology orientation, customer orientation, and competitor orientation, on performance, targeting IT startups based on technology. and to analyze moderating effect of corporate social responsibility, which is more important to modern society. For the analysis, , The IT startups completed empirical research through path analysis after evaluating the suitability of measurement models and structural models using PLS-SEM for 94 companies less than 7 years that have moved in startup support institutions. As a result of the study, the three sub-dimensions of strategic orientation, technology orientation, customer orientation, and competitor orientation, all had a positive (+) effect on startups' performance. and the Corporate social responsibility orientation was verified as moderating the startup's strategic orientation and startups' performance. The results of this study imply the importance of corporate social responsibility orientation in the strategy setting of start-ups, as well as the direction of strategy-setting for technology-based startups for competitive advantage and long-term survival.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.5
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• pp.681-691
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• 2017

This empirical study evaluated the 2016 Cheonan KIEMSTA(Korea International Exhibition of Machinery, Equipment, Science and Technology for Agriculture) based on an exhibitor's view. A total of 15 items of importance and performance were selected and 4 quadrants were analyzed for further analysis. The results revealed the following significant factors:concentration region with generating sales, exploring market opportunities in a new region, and meeting key decision makers; the Overkill region with collecting information regarding thecompetitor's product, demonstrating thecompany's capability, increasing staff's trade show experience, and training the sales teams; Low priority region with discovering new products, exploring export opportunities in a foreign market, and gaining an edge over competitors who are not exhibiting; and Keep up the work region bymaintaining relationships with existing customers, collecting market information, benchmarking competitor's position, introducing new product, and motivating sales people.

• Journal of the Korean Society of Food Science and Nutrition
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• v.38 no.9
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• pp.1271-1278
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• 2009

The purpose of this study was the improvement of satisfaction for school foodservice customers through analysis of the importance and performance of school foodservice quality and the understanding what factors affected customer's loyalty. The questionnaire was distributed to three hundred students at five high schools in Busan. Students evaluated the factors of importance and performance, the order of importance was sanitation> food> service and then, the order of performance was sanitation> service> food. Gap analysis resulted 4.39 for importance factors and 2.51 for performance factors; importance scores were higher than performance scores at all areas (p<0.01) and the sanitation factor gap was the biggest gap compared to all others. Each factor's analysis resulted that the gap analysis order was taste> balance of main & sub side dish> diversity of food in food area, quick react to customer complaint> reflection of customer proposal and recommendation> provide better service than competitor in service area, sanitation of food> cleanness of tableware> cleanness of container in sanitation area. The average score of customer's loyalty was 1.66 and female' score was significantly higher than male (p<0.001). Food, service and sanitation had a significant correlation to customer's loyalty than service (p<0.01), food (p<0.05), and sanitation (p<0.05) affected customer's loyalty significantly. So, intensive control is needed in the sanitation area which had the highest gap analysis result between importance and performance in food service. Especially, service factor was very important in explaining customer's loyalty, so service improvement through training is needed to improve student's satisfaction.

• Asia Marketing Journal
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• v.8 no.1
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• pp.49-76
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• 2006

This study investigates the effect of market orientation of knowledge-based service suppliers on the sourcing process of service recipients. Focusing on a dyadic relationship between a supplier and a buyer, this study proposed a conceptual model of market orientation incorporating the antecedents and consequences of market orientation. This study empirically tested research hypotheses delineated from the conceptual framework. The present study revealed that the impact on the buyer's performance of the supplier's customer and competitor orientation turned out to be more influential than that of inter-departmental cooperation. Also these two dimensions of customer and competitor orientation played a positive role in reducing buyer's perceived risk and uncertainty related to the evaluation of services out-sourced. Interestingly enough, the supplier's perceived importance on the distance between the buyer and supplier remains important especially when the degree of buyer's market orientation is high. This finding is somewhat contrary to the fact that the geographic location of the buyer becomes less important for the internet-based B2B service providers. Based on the findings, this study suggested managerial implications and broadened the scope of academic research in the field of business services. Future research directions and the limitations of this study are also discussed.