• Culinary science and hospitality research
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• v.16 no.5
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• pp.25-36
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• 2010

This study identified the causal relationships among customer satisfaction, consumer commitment, and relational outcomes(i.e., positive word-of-mouth intentions and increased customer share) in coffee houses. The results showed that satisfaction had positive impacts on consumer commitment(${\gamma}$=0.40, t=5.44, p<0.001), positive WOM intentions(${\gamma}$=0.49, t=7.47, p<0.001), and increased customer share(r=0.52, t=7.49, p<0.001). Consumer commitment also had positive impacts on positive WOM intentions(${\beta}$=0.41, t=6.52, p<0.001) and increased customer share(${\beta}$=0.26, t=3.97, p<0.001). Considering the direct effects only, satisfaction had the largest impact on increased customer share while consumer commitment did on positive WOM intentions. In addition, the direct effects of satisfaction on relational outcomes were greater than those of consumer commitment In terms of the total effects, however, relational outcomes were maximized when we combined the direct effects of satisfaction and the indirect effects of satisfaction through consumer commitment. This result supported that consumer commitment played a partial mediating role between satisfaction and relational outcomes. Furthermore, it implied that coffee houses would take full advantage of relational outcomes when they made their customers satisfied and committed to the relationship.

• Knowledge Management Research
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• v.20 no.3
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• pp.17-38
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• 2019

Rrecently, companies have made great efforts to satisfy various needs and heightened expectations of customers, and the importance of customer center as customer contact department for customer relationship management is increasing. In the knowledge ecosystem, corporate customer centers are emerging as a new alternative to acquiring corporate competitiveness by increasing sales and increasing market share by improving marketing support activities and customer relationship management at customer contact points. As a result, the interest in the customer center has increased rapidly because it provides the opportunity to contact with the customer. In addition, in the era of the fourth industrial revolution, the customer center, which is a collection of information and communication technologies, has a big databased voice recognition technology to elaborate customer service, thereby enhancing customer satisfaction and contributing to marketing through continuous interaction with customers. Of course, we have the opportunity to transform into the frontline business intelligence front for customer knowledge. This study is a comparative case study on how the customer center of K Life Insurance that takes the lead in the customer center industry has successfully renewed and established their key information systems to improve customer services and reinforce marketing support competencies. Based on the above, this study will present factors affecting successful implementation and settlement of the customer service information systems of customer centers by independently analyzing two individual cases.

• International Journal of Automotive Technology
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• v.1 no.1
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• pp.1-8
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• 2000

This paper reviews the main drivers forcing change and progress in powertrains for passenger cars in the coming years. The environmental drivers of omissions and CO2 will force better technical performance, but customer demand for increased choice will force change in the basic engine design and provide opportunities for alternate configurations of powertrain. Gasoline engines will embody refinements of valve train actuations as well as developments in combustion, especially direct injection and possibly a lean booated form of direct injection. Nevertheless, the conventional, port injected engine will continue to be the dominant engine for some years to come. The high speed direct injection diesel will very soon supplant its indirect injection predecessor completely. It will take an increasing share of the total powertrain market as improved specific power and refinement make it even more attractive to the customer. Car manufacturers will provide diesel models to satisfy this customer demand as well as using the efficiency of the diesel to enable them to meet their fleet CO2 commitments. Both gasoline and diesel engines will see an increasing degree of electrification and partial hybridisation as efficient flywheel mounted electrical devices become available.

• Proceedings of the Korea Inteligent Information System Society Conference
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• 2001.01a
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• pp.464-469
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• 2001

CRM(Customer Relationship Management : CRM) is an advanced marketing supporting system which analyze customers\` transaction data and classify or target customer groups to effectively increase market share and profit. Many engines were developed to implements the function and those for classification and clustering are considered core ones. In this study, an improved clustering method based on SOM(Self-Organizing Maps : SOM) is proposed. The proposed clustering method finds the optimal number of clusters so that the effectiveness of clustering is increased. It considers all the data types existing in CRM data warehouses. In particular, and adaptive algorithm where the concepts of degeneration and fusion are applied to find optimal number of clusters. The feasibility and efficiency of the proposed method are demonstrated through simulation with simplified data of customers.

• Journal of the Korea Safety Management & Science
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• v.14 no.1
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• pp.189-200
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• 2012

Many companies have endeavored to build a quality cost management system in order to be more productive business organization. This study shows the detail procedures of constructing a quality cost management system which is believed to be appropriate for their business system. That is, the method to calculate the quality cost and the linking logic between the quality improvement and its financial impact are explained based on a particular industry case. In this sense, the changes of business performance measures such as market share, customer satisfaction, etc. were analyzed in the longitudinal perspective for the consecutive 4 years (2003~2006). As the quantitative results of this study, the improvement activities based on the quality cost management system resulted in the 32% reduction of quality cost and the 121% increase of business profit, compared 2005 with 2006. In the qualitative perspective, the successive practice of quality cost reduction and the job information sharing in business unit were obtained by providing the best practices and bench-marking cases. Finally, the customer satisfaction has increased so that the customer-friendly management system has been accomplished. With these efforts, the 3.4% increase of the market share and the 3% increase of the customer satisfaction were obtained in 2005. As the future study, the current study can be extended to the concept of COPQ (cost of poor quality) which focuses on the hidden quality cost of the whole business activities. Such extension of analysis will help us understand the wider role of a quality cost management system in the business.

• Asia-Pacific Journal of Business
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• v.3 no.1
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• pp.39-47
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• 2012

Organizations pursue a CRM strategy for the purpose of increasing business performance and value. However, firms face a multitude of organizational challenges associated with this endeavor. To reduce their risk of failure, it is suggested that firms undertake a deep analysis of organizational readiness prior to committing to a CRM initiative. Insurance sector is no exception to this fact. There is an increased need to concentrate on the various challenges thrown open by the public insurance firms in implementing CRM. Many insurance firms have invested into customer driven CRM but research indicates varying outcomes (Schmith 2004). While it is clear that there are significant issues involved in the CRM implementation and success and environment faced by the public sector. It is clear that business should have an easier time in applying CRM systems is the strategic value for public sector. With customers demanding more service and accessibility from administrators, public sector CRM software technologies have to offer best solutions for achieving process and cost objectives (Souder 2001). With results which go far beyond improved service delivery and include sustained cost reductions, increased customer knowledge and better employee morale, CRM software implementation and post product environments offer great upside value. Although there are material differences in public sector use of CRM strategy, they share at least one glaring similarity - they have much to gain from proven CRM software technology. As business methods cross over in the public sector, many government bodies are investigating how they can adopt and adapt various CRM models (Bleyer 2003). There is a need to understand the similarities and differences in public sector CRM to foster shared knowledge, business processes and planning functions to integrate disparate technologies and software platforms and then, of course, the organizational culture to support knowledge sharing (Peters 1997). For the public sector, there are clearly identified CRM processes which have resulted in increased profits and improved efficiency. These have focused on sales, marketing and customer service activities, which often operate along fundamentally different lines in various public sector insurance companies. Thus the present research paper makes an attempt to explore how public sector CRM methods can be adopted and subsequently adapted.

• Asia Marketing Journal
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• v.7 no.1
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• pp.91-112
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• 2005

LG Household & Healthcare has achieved its goals of revenue growth and customer loyalty increase by applying new CRM strategy of OHUI brand, which is ranked in the middle of department store cosmetic channel. OHUI has set up detailed CRM strategy in order to solve AS-Is issues found by systematical review. First OHUI has gained critical mass and increased customer loyalty by developing customized loyalty program. OHUI also simplified customer types in order for employees to identify the customer type and apply the incentive program. As a result, the company has maximized the power of execution of its new strategy. Finally, OHUI has stabilized CRM by sharing best practice and implementing KPI. Throughout a series of CRM initiatives, OHUI has marked outstanding revenue growth and market share comparing to its competitors.

• Knowledge Management Research
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• v.21 no.2
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• pp.177-196
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• 2020

Since the adoption of K-IFRS(Korean International Financial Reporting Standards), the amount of financial footnotes has been increased. However, due to the stereotypical phrase and the lack of conciseness, deriving the core information from footnotes is not really easy yet. To propose a solution for this problem, this study tried financial footnote analysis for financial ratio predictions based on text-mining techniques. Using the financial statements data from 2013 to 2018, we tried to predict the earning per share (EPS) of the following quarter. We found that measured prediction errors were significantly reduced when text-mined footnotes data were jointly used. We believe this result came from the fact that discretionary financial figures, which were hardly predicted with quantitative financial data, were more correlated with footnotes texts.

• Asia Marketing Journal
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• v.13 no.4
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• pp.213-226
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• 2012

As the Korean rental car industry turned into a mature stage, the competition level has become stronger than ever. In 2006, AJ Rent a Car declared customer satisfaction management as its vision to make a breakthrough. Through various service innovation efforts, AJ has been successfully offering meaningful and differentiated values to the customers. As results, the complaints rate has decreased, while service quality index has significantly increased. These service quality indicators have led to improved customer satisfaction level which was measured by re-purchase intention and customer satisfaction index, and AJ outran its major competitors in these dimensions of competition. The first key success factor of AJ is its effective service system. AJ manages the VOC, ERP, and CRM system in a well organized manner. AJ's another key success factor is a effective service process, which helps the organization share and respond to customer complaints in an efficient way. Finally, the management communicates the clear vision and strategic direction not only with the customers but also with the entire organization. With these three factors combined, AJ has created the service oriented corporate culture. Based on the culture. AJ has been able to develop a strong and sustainable competitive advantage in customer satisfaction management.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.422-427
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• 2001

There are many problems such as uncertainty of sequencing and irrational interdependence of processes in work breakdown structure of construction project. This study suggests work structuring for improving work reliability and transparency of processes to solve problems of work breakdown structure. Also, It proposes a process design diagram The goal of improving process design by work structuring is to make work flow more reliable and quick while delivering value to the customer. The process design diagram aims at achieving lean project objectives, such as, reduction in the share of non-value adding activities, increased transparency, process simplification and increased product flexibility.