• Management & Information Systems Review
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• v.35 no.3
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• pp.213-230
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• 2016

In O2O environment(Online-to-Offline), providers attract new customers via web sites and lead them to pay online, then induce them again to offline when receiving products. Thus, online and offline channel is integrated and create synergy for marketing in O2O context. As online and offline channel coexist in O2O, consumers' perceptions for products and services that providers offer cannot help being different compared to an independent channel (i.e., either online or offline). Therefore, this research aims to develop the O2O service quality model(O2O-SQ model). Especially, O2O is the unique environment where offline, online, and mobile commerce are integrated so that the current paper suggests the $1^{st}$ O2O-SQ model by integrating the common factors of offline, online, and mobile service quality model through the previous literature review. Hence, this study conducts FGI(Focus Group Interview) for customers who have experienced in purchasing products in O2O commerce. Among integrated common service quality factors of $1^{st}$ O2O-SQ model, the current paper identifies the specific service quality factors that customers perceive significantly through FGI analysis. Moreover, after extracting the unique O2O-SQ factors with this qualitative analysis and integrating with the $1^{st}$ O2O-SQ model, the paper develops the final O2O-SQ model.

• The Journal of Information Systems
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• v.26 no.3
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• pp.295-312
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• 2017

Purpose Consumption behaviors of consumers have changed with the widespread use of the Internet and smart phones, and accordingly online marketing activities are becoming ever more prevalent. Yet, the domestic food-service industry has yet to offer an Omni-Channel order system that encompasses a online, offline, and mobile interface. Also, a multilingual menu ordering service for foreign tourists is not yet available. Therefore, if an order service system accessible online and offline which could provide multi-language services were implemented, the satisfaction of the service provider and domestic and foreign customers would be maximized. Design/methodology/approach By designing an electronic menu based on open an OS and providing electronic menus in offline stores, we have completed the design of a linked order system which would be available everywhere (online, offline, and mobile). The CMS was developed to integrate these three mediums and the entire operator was designed to receive basic information and statistical information about the merchants, or store operators. Also, a multilingual term dictionary containing menu information for foreign tourists was made into a database so that foreign tourists who are having difficulty in communication can use it more easily. Findings We have made it possible for customers to use the order service without distinction between online, offline, and mobile platforms, and have proved that it is a more efficient and convenient service for customers as well as operators. Nevertheless, as an initial model, the implemented system has limitations on the execution of the payment support method in the electronic menu board and in the management division of the CMS. In case of commercialization, it is necessary to make an alliance of efforts to attract initial franchises. Through further supplementation, we expect the online and offline connection-types martservice system will maximize the satisfaction of both operators and customers alike.

• Journal of Information Technology Applications and Management
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• v.16 no.4
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• pp.185-203
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• 2009

The literature reveals that service quality is critical determinants affecting customer satisfaction in the retail industry. Recent online B2C studies also show that service quality significantly influences online customer satisfaction. However, research on analyzing antecedents to determine the service quality level of online shopping has not been sufficiently reported. Moreover, the offline synergy effect on the Internet shopping mall has been presented mostly at a conceptual level. The purpose of this study is to investigate key managerial variables exploiting offline synergy, including pure online attributes, that impact on service quality of the click and mortar Internet shopping mall. A survey was conducted for empirical validation of the hypotheses. The results indicate that core offline synergy factors significantly enhance the perceived service quality level of the Internet shopping mall. Implications, limitations, and future research directions are also discussed.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.1
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• pp.117-126
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• 2017

This Study Focuses on the Customer Experience Story of Bandi&Luni's Centum City branch which Offers the Different Service Concept on the Competitive Book Selling Market. Bandi&Luni's Stands as one of the Largest Bookstore Chains that has 14 Offline Bookstores and an Online Bookstore Shop. The Purpose of this Study takes Lessons from the Unique Practices and Efforts of Bandi&Lunis's Online-to-Offline(O2O) Service and Service Design. In Order to Achieve this Propose, we Investigated the History, Service Concept, Value, and Performance of Bandi&Luni's from a Variety of sources and Reviewed the Previous Literatures of O2O Service and Service Design. In order to Offer Better Customer Experience the Service should be Designed from Customer's View and be Delivered through the Lifecycle of Customers. In a era of Big Data, IOT(internet of things), AI(artificial intelligence), The Service Design Innovation using Information and Communication Technology will be needed in order to Break down the Boundaries Between Online and Offline.

• Journal of Information Technology Applications and Management
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• v.26 no.2
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• pp.41-60
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• 2019

O2O(Online-to-Offline) commerce, a kind of multi-channel, is used in various industries such as accommodation, food and beverage, transportation, and real estate. The O2O commerce, a channel of integrating online and offline, overcomes the limitations of traditional online commerce, where a customer made a purchase decision without direct experience. Despite this advantage of O2O, if the online-offline channel is not effectively linked, customer's complaints would occur due to service failure. This study, with regard to O2O service failure circumstances, intends to investigate the effect of customer's perceived justice on their emotional response, recovery satisfaction, followed by intention to repurchase. Perceived justice in this study is composed of distributive justice, interactional justice, and procedural justice. Furthermore, this study explores the moderation effect of O2O industry types in the relationship between perceived justice and emotion. An O2O industry type is classified into accommodation, food and beverage, and transportation. A hypothesized research model was empirically tested using a structural equation model. The current study collected 433 questionnaires and the target respondents are customers who have experienced service failure in O2O commerce. The empirical results showed that O2O commerce more effectively conducts service recovery strategy and causes positive customer response by integrating online and offline channel. One of the ultimate purposes of O2O service providers is to reduce the likelihood of service failures and to recover more quickly and efficiently by linking two channels rather than using a single channel. This study suggested that the O2O channel is effective in influencing customer satisfaction and loyalty by inducing customer's positive emotions in recovering service failure.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.3
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• pp.47-55
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• 2016

The proliferation of the Internet and related technologies has led to a new form of distribution channels, namely online retailers. The conventional offline and the new online retailers have different transaction costs perceived by the consumers in the following perspectives: the accessibility to the product information, the traffic cost and the opportunity cost for the time to visit the store, the delivery time and the possibility of 'touch and feel' to test the quality of the product. In particular, the online retailers have lower distribution cost structure in that they do not have physical stores, which results in lower selling price. Thus they continuously offer price competition against offline retailers using the lower selling cost as competitive weapon. Moreover the emergence of the social commerce is likely to intensify the competition between the online and offline retailers. To survive in this fierce competition, the offline retailers are trying to defend their business interests by sticking to offline transaction in anticipation of increased customer loyalty, customer's preference for 'touch and feel' style shopping, and others. Despite of these efforts, customers who touch and feel a product in an offline store but purchase the product through an online retailer are increasing. To protect such customers, recently, some of the offline retailers began to provide the mobile discount service (MDS) which enables the offline customers to purchase a product at a discounted price through the mobile applications. In business competitions, the price discount strategy is usually considered to secure more market share at the cost of lower profit. In this study, however, we analyze the effect of MDS as a weapon for securing more profit. To do this, we set up a game model between the online and offline retailers which incorporates the effect of the MDS. By numerically analyzing the Nash equilibrium of the game, some managerial implications for using the MDS for more profit are discussed.

• Journal of Fashion Business
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• v.12 no.6
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• pp.124-137
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• 2008

The present study was implemented to understand high school girls' buying patterns of fashion products at online and offline shopping malls; and to obtain the information needed for the development of online and offline mall marketing strategies that are differentiated from each other. The study was conducted through a descriptive survey method using questionnaires. The sample consisted of 242 girls from four high schools located in Seoul. Descriptive statistics, cross-tabulation and a paired t-test were used for the analysis of the data. Results are as follows: First, most of the high school girls (82.2%) had experience of purchasing fashion products at online shopping malls. And, those who have purchasing experience at online shopping malls, compared to those who do not have such purchasing experience, showed a higher purchasing intension at online shopping malls. Second, both the degree of pre-purchase searching and ongoing searching was higher in online shopping than in offline shopping. Third, the quality of material, place produced, brand name, and store atmosphere/type were considered more in offline shopping than in online shopping. Shopping convenience and information service about the products were considered more in online shopping than in offline shopping. Fourth, the purchasing frequency of underwear and hair accessaries was higher at offline stores than online shopping malls, but the purchasing frequency of bags was higher in online stores than offline stores. When the differences between the purchasing patterns at online shopping malls and offline stores are considered carefully, marketing activities would be more effective.

• 한국경영정보학회:학술대회논문집
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• 2007.11a
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• pp.533-538
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• 2007

Since the Internet has been widespread all over the world, it has been getting more popular. Almost every bank that runs offline business has its own Web site to provide online banking service. In this study, we developed a research model based on the Technology Acceptance Model (TAM). We added the concepts of trust and cost to evaluate our model because trust is a major concept in adopting online service, and cost is one of the main strategies to attract customers to use online banking service. To see the validation of the model, we used partial least squares (PLS). A survey was done to gather data. The result was drawn from the model test, and we discuss it and conclude the study.

• Journal of Distribution Science
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• v.9 no.2
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• pp.31-36
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• 2011

I conducted empirical analyses of what happens when an offline channel expands to an online channel and whether the pre-existing offline channel's competitive assets (e.g. brand reputation and level of service satisfaction) can be linked to online channel preference. I found that an offline channel's brand reputation and level of service satisfaction can have a direct influence on offline channel preference and a second-hand influence on online channel preference. Thus, if the competitiveness of the online channel is strong enough and its customers have a higher preference for the offline channel, they will be committed and loyal to the company. The resultant enhanced competitiveness of the offline channel will present opportunities for both present and future success. The main results are the following. First, the management of the distribution channel service quality is more important than that of the brand reputation. Customers' experiences of service and subjective evaluations are not important only as the leading factors in the long-term brand reputation management but also as influential factors in channel preference. SoThus, given that the service quality of the pre-existing channel is not the customers' main concern, a strategy of improving the level of service satisfaction aimed at present customers is more valuable than a wide brand positioning strategy aimed at general and new customers. Second, when an offline channel company establishes an internet shopping mall on an online channel, it is highly likely that the preference and subjective evaluation of the present customers will influence the online channel. This applies not only to the special case of an expansion from an offline intermediary channel to an online one, but also to an online channel acting as an expansion of the business model of a conventional manufacturing or service company: both cases are vertical integrations of marketing channels in an expansion of the distribution channel. My theory applies to a wide range of contexts. Third and finally, any business strategy can grasp the meaning of 'channel expansion. Fundamentally, it is an expansion of the sales activity channel and marketing activity. However, it is also a way of enhancing marketing and sales competitiveness through an expansion to an online or offline channel. The expansion of an offline company to an online channel could be seen not as improvement but as an innovation of the business process by which two goals are achieved with one technique. The former is expected to increase the sales of the offline company, and the latter is also expected to increase sales while also contributing to cost reduction.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2015.05a
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• pp.455-456
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• 2015

In O2O environment (Online-to-Offline), providers attract new customers via websites and lead them to pay online, then induce them again to offline when receiving products. Thus, online and offline channel is integrated and create synergy for marketing in O2O context. As online and offline channel coexist in O2O, consumers' perceptions for products and services that providers offer cannot help being different compared to an independent channel (i.e., either online or offline). Therefore, this research aims to explore the effect of perceived service quality on consumer's trust and attitude, who have purchased products in O2O context. For testing the hypothesized research model, the current paper conducts survey and empirical test.