• Journal of Distribution Research
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• v.14 no.1
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• pp.27-44
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• 2009

This research classified the customer service factor of on-line shopping mall into tangibility, reliability, responsiveness, and empathy and analyzed the effect that the factors affect to consumer's purchase and re-purchase. If we present suggestions on the basis of these results of study, we would provide next two points: First, purchasers have utilized online shopping mall who pursued free from hard sell that being done in off-line and convenience of purchase affected more by reliability and responsiveness such as the fame of shopping mall that visit, reliability of security, and quick product search than the Customer of After-purchase Feedback influence for online purchasers decision factor out of consumer's purchase and re-purchase by on-line shopping mall customer service factor. Second, This study analyzed that online re-purchaser recognized the Customer of After-purchase Feedback factor high and built their loyalty through friendly emotion of on-line shopping mall and satisfaction of shopping mall service, and recommendation. In addition, they behave themselves as an affirmative messenger that is role of the Customer of After-purchase Feedback that make active opinion presentation and participation through community by important adjustment impact that empathy factor of on-line shopping mall customer service.

• The Journal of the Korea Contents Association
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• v.19 no.1
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• pp.682-695
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• 2019

In recent years, using a connected platform, companies have built and implemented a mobile viral marketing strategy to attract new customers and to have long-term relationships with existing customers. The emergence of interactive Web 2.0 has led to an explosive increase in customer engagement, and practitioners have become interested in connected platform to build close relationships with their customers. However, the study on the effectiveness of various customer influx methods using the connected platform that companies utilize for an increase of customer participation is insufficient. Based on the theoretical study of Sashi (2012), this study analyzes the actual mobile viral promotion of company A's open market shopping mall for the purpose of bringing new customers and having a long-term relationship with the new customers[1]. By analyzing the customer engagement type, the implications for the effectiveness of mobile viral promotion are suggested. First, as a result of the immediate effect of online viral promotion, promotions are partially effective in attracting new customers. Second, as a result of examining the change of customer engagement type in order to find out the long - term effect of online viral promotion, it was found that in most cases, new customers were not become satisfied customers and, Laggard Effect, which takes time to become a satisfied customer, has been confirmed.

• Korean journal of food and cookery science
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• v.24 no.6
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• pp.818-828
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• 2008

A recurrent theme within the literature on the 6 Sigma program is the study of its effect on organizational performance. Therefore, the aim of this study was to investigate the effect of 6 Sigma on culinary quality performance, work commitment, and customer loyalty in the culinary division of hotels and family restaurants. The samples of this study included the employees of the culinary division of hotels and family restaurants that implemented or were about to implement the 6 Sigma program. A total of 248 questionnaires were analyzed with statistical methods of factor analysis, reliability test, and regression analysis. The findings of this study showed that the 6 Sigma program affected the culinary quality performance and work commitment of culinary division employees. Also, the 6 Sigma program, culinary quality performance and work commitment affected customer loyalty. Furthermore, work commitment affected culinary quality performance. Based on these research findings, it is required that the culinary division of hotels and family restaurants should incorporate the 6 Sigma program. For this purpose, good quality data should be collected with sufficient preparation procedures, and task force team should be made. Moreover, experts in this field should be cultivated, with the training of employees in mind. It is also crucial that the current quality of product and services be measured and that all the employees of the culinary division participate in the implementation of the 6 Sigma program. The intervention and heavy participation of the top management and head of the culinary division is expected for the successful implementation of 6 Sigma program.

• The Journal of Industrial Distribution & Business
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• v.9 no.4
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.1
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• pp.93-109
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• 2022

Today, digital transformation in providing service value to companies that combine service and technology is becoming a necessity. In the transition period of digital transformation, various factors such as data, artificial intelligence technology, and partnerships can become competitive factors. In particular, digital transformation, which combines information and services with customers, creates a new business model that changes the entire industry and is presented as core competitiveness that creates customer value. From these aspects, the purpose of this case study is to derive competitive advantages on digital transformation using the case of company S. First, the study analyzes the same type of industry based on the case of app service. Second, this study presents preference factors in the operational process to enhance competitiveness by expanding user participation in accommodation reservation services. In addition, the customer service value model provides through the analysis of the five competitive factors in the operational process. This study elaborates the implications of the customer service value creation model in terms of new opportunities and challenges in digital transformation as a new customer service strategy.

• Journal of Digital Contents Society
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• v.11 no.3
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• pp.399-406
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• 2010

This study deals with the proposition of the diversification strategy for participation contents service based on the open IPTV policy, and the strategic implication for IPTV players. This paper demonstrates implication for activation of participation contents to IPTV players with reference to differentiation of usages and needs to internet and television. Thus this paper proposes for diversification of player's competency (1) variety of production channels for contents, (2) enhanced accessibility, and (3) the strategic consistency for industrial eco-system. Moreover, this paper suggests that device differentiation for creation of demand, boosting customer satisfaction & immersion through closely interlocking contents.

• Journal of Electrical Engineering and Technology
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• v.12 no.6
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• pp.2127-2137
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• 2017

A virtual power plant (VPP) is a system that virtually integrates power resources based on the VPP participating customer (VPC) unit and operates as a power plant. When VPP operators manage resources to maximize their benefits, load reduction instructions may focus on more responsive VPCs, or those producing high profitability, by using VPC resources with high operation efficiency. VPCs may thus encounter imbalance problems during operation. This imbalance in operation time would bring more participation for some VPCs, causing potential degradation of their resources. Such an operation strategy would be not preferable for VPP operators in managing the relationship with VPCs. This issue impedes both continual VPC participation and economical and reliable VPP operation in the long term. An operation algorithm is therefore proposed that considers the operation time of VPC generators for mandatory reduction of power resource consumption. The algorithm is based on constraints of daily and annual operation times when VPP operators of local generators perform capacity-market power transactions. The algorithm maximizes the operator benefit through VPP operations. The algorithm implements a penalty parameter for imbalances in operation times spent by VPC generators in fulfilling their obligations. An evaluation was conducted on VPP operational effects by applying the algorithm to the Korean power market.

• The Research Journal of the Costume Culture
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• v.26 no.3
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• pp.327-345
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• 2018

This study analyzes characteristics related to Kineticism found in different kinds of displays and arts in order to contemplate modern window displays. The standard of analysis is based on kinetic arts pioneer George Rickey's six display factors. Projection features and movements were categorized into "Direct movements," "Indirect movements," and "Relative movements." Results were obtained through analysis of different examples of each category. First, the most observed form of Kineticism was direct movements on the window display. Along with the development of science and techniques, a variety of divergent motional methods has arisen. After that followed indirect movement, which uses visual media and lights for presentation. The third was relative movements, which provides communication in practical experience; users' motion is used to provide modification in vision. Fourth, we observed that direct movements and indirect movements can express fluidity depending on materials, inducing a sense of tension within the window display through visual stimuli together with dynamism from mechanical exposure. Fifth, when direct movements pair with relative movements, it triggers customer participation; though it does not deliberately induce participation, the effects are beyond expectation. Sixth, if indirect movements meet relative movements, the motion of lights offers a major stimulation to the customers along with various expressions, thus achieving an interactive domain.

• The Research Journal of the Costume Culture
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• v.32 no.2
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• pp.148-163
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• 2024

With the digitalization of production and consumption environments, consumers are no longer merely targets of marketing, but key players in creating value jointly with companies by participating in various decision-making processes. Much virtual content in particular, such as fashion shows, exhibitions, games, social activities, and shopping, which fashion brands implement in virtual worlds, cannot be completed without consumers' active engagement and interaction. Thus, this study considers consumers' participation in virtual content provided by fashion brands as value co-creation in virtual worlds. This study aims to examine how consumer (i.e., consumer smartness) and fashion firm (i.e., perceived intellectual capital) factors influence value co-creation behavior intention in virtual worlds. Data were collected from 410 consumers in their 20s nationwide through an online survey, and a higher-order structural equation modeling analysis was conducted to test the research model. The results showed that both consumer smartness and perceived intellectual capital positively influenced customer participation behavior and citizenship behavior intentions. Specifically, perceived intellectual capital had a greater impact on value co-creation behavior in the virtual world than consumer smartness. The findings provide empirical evidence that the fashion firms' intangible assets and consumers' competence in the digital shopping environment encourage their intentions to co-create value in virtual worlds.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.11-30
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• 2008

The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit-based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure 'where we are now' and 'where to aim for next'. It prescribes a plan for translating 'vision' and 'strategy' into concrete action across four perspectives at different stages, depending on the business. These perspectives are 'financial', 'customer', 'internal processes' and 'learning and growth', each of which is connected by cause-and-effect relationships that reflect the firm's strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders' financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, sup plier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.