• Korean Management Science Review
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• v.20 no.2
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• pp.135-149
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• 2003

Developing a proper program for customer evaluation is one of the most imminent tasks to implement CRM (Customer Relationship Management). Design of the Customer Value model is an important key to the customer evaluation progrgm. This paper proposes two models for estimating Customer Value. The first one is a Description Model for Customer Value based on customer CSI (Customer Satisfaction Index) data. This model represents as quantitative numbers what customers feel from the company or the service. The second one is a Prediction Model which employs factor analysis and regression to predict customer value. This paper exploits the two models to evaluate Customer Value as well as for customer behavior prediction.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.15 no.2
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• pp.99-122
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• 2004

The purposes of this study and to develop the model to prove the structural relationship between service orientation and customer satisfaction, to find out the mediation variables between them, to survey and analyze their roles empirically, and to prove the probability of applying the strategic frame to all hotels in Korea. For these purposes, the author developed a structural model which consists of six variables. The data were collected from 7 hotels and analyzed with AMOS program. The findings can be summarized ad follows : First, the higher customer expectation, the lower customer satisfaction. Second, the higher customer expectation, the higher customer perceived quality. Third, the higher customer perceived qualify, the higher customer satisfaction. Fourth, the higher customer perceived quality, the higher customer perceived value. Sixth, the higher customer satisfaction, the lower customer complaint. Seventh, the higher customer satisfaction, the higher customer loyalty.

• Journal of Fisheries and Marine Sciences Education
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• v.28 no.5
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• pp.1378-1387
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• 2016

The purpose of this study is to extract the factors affecting service quality, customer satisfaction, and customer loyalty and to find out what effect service quality & customer satisfaction, service quality & customer loyalty, and customer satisfaction & customer loyalty respectively. The results of hypothesis testing through regression analysis showed that the hypothesis between service quality of ship management company and customer satisfaction was accepted in terms of all 5 service quality dimensions of tangibility, reliability, responsiveness, assurance and empathy. Also, the hypothesis between service quality of ship management companies and customer loyalty was accepted in terms of all 5 service quality dimensions of tangibility, reliability, responsiveness, assurance and empathy. Lastly, the hypothesis between customer satisfaction and customer loyalty was accepted.

• Journal of the Korean Society of Clothing and Textiles
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• v.28 no.8
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• pp.1186-1195
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• 2004

The purposes of this study were to investigate the factors of CRM activity and the difference in CRM activities of department stores and to analyze the effect of CRM activities on customer satisfaction and loyalty. Investigators interviewed the buyers of three department stores in Daejeon area and surveyed 468 people aged over 20 who did shopping those stores. The data were analyzed with factorial analysis, multiple regression analysis, path analysis, ANOVA, Scheffe Test, etc., using the SPSS 10.0. The results of this study were: 1) Six factors were identified: ＇benefit ＆ information＇, ＇service＇, ＇customer invitation＇, ＇customer contact＇, ＇special management＇, and ＇purchase-related help＇; 2) CRM activities of three department stores were different, and department store buyers and customers were different in perception on CRM activities; and 3) Customer satisfaction was affected by the CRM factors like ＇service＇, ＇customer invitation＇, ＇purchase-related help＇, ＇benefit ＆ information＇, and ＇customer contact＇ Customer loyalty were affected directly by customer satisfaction, ＇benefit ＆ information＇ and ＇service＇, and indirectly by ＇customer invitation＇, ＇purchase-related help＇, ＇customer contact＇ through customer satisfaction.

• Asia Marketing Journal
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• v.25 no.4
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• pp.194-206
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• 2024

The study aimed to analyze jay-customer behavior's impact on service industry employees' job stress to understand the importance of personnel management. Additionally, it aimed to identify strategies for managing job stress by examining perceived organizational support's moderating effects. The results show that the subdimensions of jay-customer behavior (i.e., verbal aggression, physical aggression, and sexual harassment) positively influenced employees' job stress. Second, job stress acts as a mediator between customer verbal and physical aggression and customer orientation, but not between customer sexual harassment and customer orientation. Third, organizational support had a moderating effect on the association between customer verbal aggression and job stress. This study demonstrates how jay-customer behavior negatively affects employees and threatens their well-being. It not only enriches the research on jay-customer behavior but also provides implications for service companies toward developing internal marketing strategies for enhancing employee happiness and fostering customer orientation.

• Journal of Distribution Science
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• v.16 no.3
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• pp.5-12
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• 2018

Purpose - The third place plays an important role in complex society. The more customers participate in the third place, the higher they have loyalty. It is necessary to identify the mediator between customer participation and loyalty. Thus, the purpose of the study is to analyze the relationship between customer participation and loyalty and a mediating role of psychological ownership. Research design, data, and methodology - A structural equation model representing the relationships between customer participation, psychological ownership, and customer loyalty was proposed and four hypotheses were tested using data collected from visitors of Starbucks as the third place. Results - Three hypotheses regarding relationships between customer participation, psychological ownership, and customer loyalty were supported at the significance level of 0.001. The hypothesis regarding a mediating role of psychological ownership between customer participation and customer loyalty was supported by Sobel test. Conclusions - Customer participation positively affects psychological ownership and customer loyalty. Psychological ownership positively affects customer loyalty. Psychological ownership plays a mediating role in the relationship between customer ownership and loyalty. This study contributes to finding the missing link between customer participation and customer loyalty. The research model can be applied to various retail services. Some implications for academics and practitioners were suggested.

• Journal of Information Technology Services
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• v.9 no.3
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• pp.1-23
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• 2010

The mobile customer center is one of major customer service channels to gain company's competitive advantage, to establish new correlations between customers and service value, and to respond quickly to customer needs. This study attempted to investigate the effect of mobile customer center's quality on customer satisfaction, trust, and loyalty. For this purpose, we divided quality factors of mobile customer center into mobile service quality and content quality, and then empirically analyzed their impact on customer satisfaction, customer trust, and loyalty. The research result showed mobile service quality and content quality having significant association with customer satisfaction and trust. Moreover, customer satisfaction and trust were closely related to customer loyalty. However, there was no significant difference in the factors affecting customer satisfaction and trust according to the levels of personal innovativeness. It is hoped that this study provides academic foundations for further research on mobile customer center and serves as a useful guideline for operating customer service channels successfully.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.3
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• pp.45-56
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• 2021

Purpose - The research was conducted to understand how the values of customers using airline SNS affects customer satisfaction and trust. By finding out which characteristics of customer values lead to customer satisfaction and gaining trust, research concludes with suggestions for various airlines to utilize such characteristics to maintain customers through SNS. Research design, data, and methodology - The data were collected from May to July 2020 for two months from the people who used SNS operated by domestic airlines. 342 samples were selected and used as final samples for the study. Result - The results of the relationship between customers' values and customer satisfaction amongst those who use airlines' SNS show that practical, pleasure and social components all have a positive effect on customer satisfaction. The relationship between customers' values and customer trust amongst those who use airlines' SNS show that practical and pleasure components have a positive effect on customer trust while social component didn't yield a positive impact on customer trust. Conclusion - Identifying and understanding SNS users' value structure and providing specific guidelines for customer value components can help demonstrate the causal relationship between customer value components, customer satisfaction, and trust. Also, evidence of applicable customer value theory could be provided.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.1327-1338
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• 2021

This study aims to examine how experiential marketing and location influence customer loyalty mediated by customer satisfaction. This study's population was Cafe Excelso Rinjani customers in Semarang, Indonesia. The sampling employed a purposive sampling technique, with the following criteria: customers who visited and enjoyed Cafe Excelso Rinjani and aged more than 17 years. Data analysis used multiple regression analysis, and a single test was utilized to test for mediation. The results revealed that experiential marketing positively and significantly affected customers satisfaction. It showed that the better the experiential marketing was done, the more customer satisfaction would be. Location positively and significantly influenced customer satisfaction. It indicated that the more strategic the location, the more customer satisfaction increased. Meanwhile, experiential marketing had no impact on customer loyalty. Location positively and significantly affected customer loyalty at Cafe Excelso Rinjani Semarang. It denoted that the more strategic the location, the more customer loyalty increased. Besides, customer satisfaction had a positive and significant effect on customer loyalty. It signified that, when customer satisfaction increased, customer loyalty would increase. Finally, customer satisfaction perfectly mediated the influence of experiential marketing on customer loyalty, and customer satisfaction mediated the effect of location on customer loyalty.

• Asia Marketing Journal
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• v.17 no.2
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• pp.73-96
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• 2015

This paper investigates how servicescape perception influences customer experience quality in hedonic service settings. In addition to the direct effect of servicescape quality on customer experience quality, the indirect effects of servicescape quality on customer experience quality via employee-to-customer interaction quality and peer-to-peer interaction quality are also investigated. We collected data through a self-administered survey. The proposed relationships were tested using structural equation modeling. The results show that servicescape quality influences customer experience quality both directly and indirectly through employee-to-customer interaction quality and peer-to-peer interaction quality, and customer experience quality influences customer loyalty. Additionally, we find that the indirect path via peer-to-peer interaction quality is significant only in a low-satisfaction customer group. The indirect effect of servicescape quality perception through peer-to-peer interaction quality is significant only in low-satisfaction customer groups. Therefore, if evaluations for this indirect effect fall below an acceptable level, it should be addressed first before improving on other attributes. However, after this point, further improvements offer few if any gains; therefore, service firms should allocate their resources to quality improvements to other factors. This study is the first to investigate the indirect effects of servicescape quality on customer experience quality via peer-to-peer interaction quality in hedonic service settings. Additionally, this study demonstrates that the significance of this indirect effect applies only to a low-satisfaction customer group.